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MINUTES - 12122023 - BOS Completed Min Pkt
Meeting Minutes CONTRA COSTA COUNTY BOARD OF SUPERVISORS Supervisor John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Clerk of the Board (925) 655-2000 clerkoftheboard@cob.cccounty.us 9:00 AM Board Chambers 1025 Escobar Street, Martinez | https://cccounty-us.zoom.us/j/87344719204 | Call in: 888-278-0254 access code 843298# Tuesday, December 12, 2023 1.CALL TO ORDER; ROLL CALL District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, and District V Supervisor Federal D. Glover Present: 2.PLEDGE OF ALLEGIANCE Page 1 of 35 BOARD OF SUPERVISORS Meeting Minutes December 12, 2023 A.CONFERENCE WITH LABOR NEGOTIATORS (Gov. Code § 54957.6) 1.Agency Negotiators: Monica Nino. 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: Monica Nino. Unrepresented Employees: All unrepresented employees. B.PUBLIC EMPLOYMENT (Gov. Code, § 54957) Title: Animal Services Director C.CONFERENCE WITH LEGAL COUNSEL--ANTICIPATED LITIGATION Significant exposure to litigation pursuant to Gov. Code, § 54956.9(d)(2): [Five potential cases.] 1.Claim of Ronald Dalton and Athena Costis 2.Airport Terminal Claims In Closed Session the Board discussed proceedings of the Delta Conveyance Project . By unanimous vote with all Supervisors present the Board voted to challenge the state environmental impact report (EIR) once the state certifies the EIR . CS.1 . Closed Session Attachments for item C.23-1223 Attachments:CS Attachment 1 - Claim of Ronald Dalton and Athena Costis Redacted.pdf CS Attachment 2 - Airport Terminal Claims.pdf 4.Inspirational Thought- "The battles that count aren’t the ones for gold medals. The struggles within yourself – the invisible, inevitable battles inside all of us – that’s where it’s at."- Olympic Gold Medalist Jesse Owens 5.CONSIDER CONSENT ITEMS (Items listed as C.1 through C.132 on the following agenda) – Items are subject to removal from Consent Calendar by request of any Supervisor. Items removed from the Consent Calendar will be considered with the Discussion Items. District I Supervisor Gioia, District II Supervisor Andersen, District III Supervisor Burgis, District IV Supervisor Carlson, and Glover Aye: Result:Passed 6.PRESENTATIONS Page 2 of 35 BOARD OF SUPERVISORS Meeting Minutes December 12, 2023 PR.1 PRESENTATION recognizing the Chair of the Board Award. (Supervisor Gioia) The 2023 Chair of the Board Award was presented to the Committee for Office of Racial Equity and Social Justice (ORESJ). 7.DISCUSSION ITEMS Page 3 of 35 BOARD OF SUPERVISORS Meeting Minutes December 12, 2023 D.1.CONSIDER authorizing certain Measure X sales tax revenue allocations, including $4.7 million in unallocated ongoing program funds, $895,000 in unspent one-time project funds, and a projected one-time revenue surplus of $32.8 million. (Adam Nguyen, Finance Director) 23-1092 Attachments:Attachment A - Measure X New Allocations Presentation Attachment B - Measure X Status Report Attachment C - Measure X Department Proposals Summary Attachment D - MXCAB Priority Recommendations Packet Correspondence Rec_.pdf Speakers: Tom Aswad, Support 4 Recovery; Gigi Crowder; Shanteel Owens; Damon Owens; Janette Kennedy, Loaves and Fishes Contra Costa; Jim Petraglia, Loaves and Fishes; Michael Wilson, Loaves and Fishes; Brian Siebold, Loaves and Fishes; , Philip Arnold; Melvin Willis, ACCE (Alliance of California Community Empowerment) Richmond; Kevin Donovan; Rachel Rosekind; Eden Rosekind; Julia Quintero, Monument Impact; Judith Ortiz, Monument Impact; Rebecca Ramirez, Fire Chief Rodeo-Hercules; Matthew Hulse, Contra Costa Senior Legal Services, East Contra Costa Alliance; Caitlyn Sly, Meals on Wheels, Diablo Region; Stephanie Taddeo; Nick Wilson, Loaves and Fishes; Joleen Lafayette, Loaves and Fishes; Lance Maples San Ramon Valley Fire Protection District (SRVFPD); Jonas Aguiar, SRVFPD; Damian Alvarez, Local 3546; Paige Meyer, Chief, SRVFPD; Debbie Toth, Choice in Aging; Taun Hall; Vilma, ACCE Richmond ; Pete Caldwell, We Care Services for Children; Jane Courant; Christina Irving, Family Care Alliance; Elaine Welch; Loren Dalbert; Eddie Gums, ACCE Antioch; Yehudite Lieberman; Mr. Dante; Teshina Garrett, Chair Antioch ACCE; Kamilah Miller, ACCE Antioch; Marisela Tanori, Richmond; Ady Olvera, Concord; Auriel Shelton, Genesis Church; Ali Uscilka; Erica Facen; Raul Vasques; Sery Tatpaporn, President, Able Community Development; Jill Kleiner, President, Advisory Council on Aging; Wanda Johnson; Erica Yanez; Diana Honig, Multi-Faith Action Commission, Measure X Community Advisory Board; Elder; Lisa Kirk; Angela Ferguson; Barb Hunt, St. Vincent de Paul; Brenda Lowell; Carrie; Louise; Jim Donelly, Contra Costa Council on Aging. Written commentary provided by: Linsey Dicks, Vice Chair, Board of Directors, We Care Services for Children; Kelly Ransom, We Care Services for Children; Kathleen Kelly, Executive Director, Family Caregiver Alliance; Gigi Crowder, Executive Director, NAMI Contra Costa; Andi Li, Asian Pacific Islander Coalition; Jenna Shankman, Family Caregiver Alliance; Sumita Bhandari, Executive Director, Discovery Counseling Center; Tom Tamura, Executive Director, Contra Costa Crisis Center; Contra Costa County Fire Chiefs; Renee Zeimer; Dirk Fitzgerald, We Care Services for Children; Jan Warren; coalition of non-profits; members of Easter Hill United Methodist Church; Dennis Yee, Pleasant Hill; Edrienne Baebler, Brentwood; Sylvia Chu, Pleasant Hill; Richmond Commission on Aging; Jean Frankel, Walnut Creek; Lisa Kirk, Contra Costa SPCA; Mitchell Hopson, San Ramon Valley Diversity Coalition and Diablo Black Men’s Group. Attached. ADOPTED the following revenue and expenditure appropriation adjustments related to Measure X, and DIRECTED follow-up at a future meeting to provide further direction on the implementation of allocations for Parks, Mental Health, and Food Security. Rescinded the Board action on November 28, approving EHSD’s requested transfer Page 4 of 35 BOARD OF SUPERVISORS Meeting Minutes December 12, 2023 of one-time funds totaling $1,693,000 from the Measure X older adults services allocation to youth centers, and authorized the appropriation increase for the youth centers allocation using departmental funds returned to the one-time pool and increased appropriation related to anticipated Measure X revenue surplus, as listed below. ONE-TIME ALLOCATIONS $50,000 for Mapping Prejudice Project to redact restrictive local covenants related to race (Elections Department) $1,000,000 for African American Wellness Hub /Resources $1,000,000 total over 3 years for East County Community Organizations Capacity Building $750,000 total over 3 years for spay/neuter, mobile clinic vaccine and microchipping, pet retention grants (Animal Services) $1,693,000 for Central/East County Youth Center (Employment and Human Services Department) TOTAL $4,493,000 out of the $895,965 one-time allocation available and projected one-time revenue surplus of approximately $32,800,000 ANNUAL ONGOING ALLOCATIONS $1,000,000 for Parks in unincorporated areas (Public Works) $1,100,000 South County Training Center (San Ramon Valley Fire Protection District) $1,400,000 Mental Health Services for 26 years and under and LGBTQ+ $400,000 Diversity, Equity and Inclusion in Democracy initiative (Elections Department) $800,000 for Food Security TOTAL $4,700,000 per year Motion:Carlson BurgisSecond: District I Supervisor Gioia, District II Supervisor Andersen, District III Supervisor Burgis, District IV Supervisor Carlson, and Glover Aye: Result:Passed Page 5 of 35 BOARD OF SUPERVISORS Meeting Minutes December 12, 2023 D.2.HEARING to consider adopting Resolution No. 23-627 amending the General Plan by adopting the revised 6th Cycle housing element for the planning period of 2023-2031, making related findings, and taking related actions under the California Environmental Quality Act, as recommended by the County Planning Commission and the Conservation and Development Director. (Maureen Toms, Conservation and Development Department) RES 23-627 Attachments:Exhibit A - Revised HE Exhibit B- Selected Tracked pages of Amended HE Exhibit C-ContraCosta_HCD_081823 EXHIBIT D - GPA Findings Exhibit E - June 13, 2023 BOS Staff Report & Exhibits Exhibit F- November 15, 2023 CPC Staff and Exhibits Exhibit G - DEIR and FEIR (certified June 13, 2023) cco-contra-costacou-draftin-121223.pdf 2023-12-12 Letter from Dept of Housing and Community Develpment.pdf Motion:Andersen GloverSecond: District I Supervisor Gioia, District II Supervisor Andersen, District III Supervisor Burgis, District IV Supervisor Carlson, and Glover Aye: Result:Passed D.3.CONSIDER accepting Emergency Medical Services (EMS) system evaluation executive summary presentation, final report, and update on procurement process for emergency ambulance service in Contra Costa County Emergency Response Areas I, II, and V from Fitch & Associates, LLC, as recommended by the Health Services Director. (Marshall Bennett, EMS Director) 23-1093 Attachments:Contra Costa County CA Data Report Contra Costa County EMS Assessment Board of Supervisors Presentation Contra Costa County EMS Assessment Summary Report Motion:Carlson AndersenSecond: District I Supervisor Gioia, District II Supervisor Andersen, District III Supervisor Burgis, District IV Supervisor Carlson, and Glover Aye: Result:Passed Page 6 of 35 BOARD OF SUPERVISORS Meeting Minutes December 12, 2023 D.4.CONSIDER accepting the monthly update on the activities and oversight of the County's Head Start Program, and provide guidance. (Marla Stuart, Employment and Human Services Director) 23-1094 Attachments:Head Start Update BOS December 11.29.2023 v3 NPRM-Summary from National Head Start Association Motion:Burgis CarlsonSecond: District II Supervisor Andersen, District III Supervisor Burgis, District IV Supervisor Carlson, and Glover Aye: District II Supervisor Andersen, District III Supervisor Burgis, District IV Supervisor Carlson, and Glover Aye: District I Supervisor GioiaAbsent: District I Supervisor GioiaAbsent: D.5.CONSIDER approving and authorizing the Probation Department to use 1236 Escobar Street, more commonly known as “The Morrow House” as a court ordered less restrictive transitional housing program for a maximum of 8 youth exiting the Briones Youth Academy Secure Track. (Esa Ehmen-Krause, Chief Probation Officer) 23-1095 Attachments:Morrow House.pptx Motion:Burgis AndersenSecond: District II Supervisor Andersen, District III Supervisor Burgis, District IV Supervisor Carlson, and Glover Aye: District I Supervisor GioiaAbsent: Result:Passed 3.CLOSED SESSION 1:00 P.M. Page 7 of 35 BOARD OF SUPERVISORS Meeting Minutes December 12, 2023 D.6.CONDUCT interviews of finalists for the position of Treasurer-Tax Collector and CONSIDER appointing a Treasurer-Tax Collector effective January 1, 2024 to fill the unexpired term of Russell V. Watts on the occasion of his retirement. (Ann Elliott, Human Resources Director) 23-1236 Attachments:Treasurer-Tax Collector Recruitment Flyer Treasurer-Tax Collector Finalist Summary Barsotti Application & Form 700 Lopez Application & Form 700 Mierzwa Application & Form 700 Zhu Application & Form 700 Correspondence Rec.pdf Written commentary provided by: Carlyn Obringer, Concord City Council (attached). ADOPTED the recommendations; APPOINTED Daniel Mierzwa to fill the unexpired term of Treasurer-Tax Collector Russell V . Watts, effective January 1, 2024, contingent upon the applicant meeting the residency and voter registration requirements by January 1, 2024. Motion:Burgis GloverSecond: District I Supervisor Gioia, District II Supervisor Andersen, District III Supervisor Burgis, District IV Supervisor Carlson, and Glover Aye: Result:Passed D.7 CONSIDER consent item previously removed. C.13 to adopt Resolution No. 23-639 recognizing Teresa Gerringer, District III Chief of Staff for her years of service to the residents of Contra Costa County on the occasion of her retirement was adopted on the consent calendar and brought forward for remarks by Supervisor Burgis. D.8 PUBLIC COMMENT (2 Minutes/Speaker) There were no requests to speak at public comment . D.9 CONSIDER reports of Board members. Supervisor Burgis met with the Delta Counties Coalition last week . 8.ADJOURN in memory of firefighter John Martinez Adjourned today's meeting at 5:15 p.m. 9.CONSENT CALENDAR Page 8 of 35 BOARD OF SUPERVISORS Meeting Minutes December 12, 2023 Agriculture/Weights and Measures CONSIDER CONSENT ITEMS A motion was made by District II Supervisor Andersen, seconded by District V Supervisor Glover, to approve the Consent Agenda. The motion carried by the following vote: District II Supervisor Andersen, District III Supervisor Burgis, District IV Supervisor Carlson, and Glover Aye: District I Supervisor GioiaAbsent: Result:Passed C.1.APPROVE the 2022 Annual Crop Report and AUTHORIZE the Agricultural Commissioner, or designee, to submit the publication to the California Department of Food and Agriculture. (No Fiscal Impact) 23-1096 Attachments:2023 BOS Letter Final 2022 Combined Crop Report PDF approved Board of Supervisors C.2.ACCEPT Board members meeting reports for November 2023.23-1097 Attachments:District III November 2023 Report.pdf District IV November 2023 Report.xlsx approved C.3.ACCEPT the 2023 Annual Report for the Byron Municipal Advisory Council, as recommended by Supervisor Burgis. 23-1098 Attachments:2023 Byron MAC Annual Report approved C.4.ACCEPT the 2023 Annual Report for the Discovery Bay P-6 Zone Citizen Advisory Committee, as recommended by Supervisor Burgis . 23-1099 Attachments:2023 Discovery Bay P-6 CAC Annual Report approved C.5.ACCEPT the 2023 Annual Report for the Byron Municipal Advisory Council, as recommended by Supervisor Burgis. 23-1100 Attachments:2023 Byron MAC Annual Report approved C.6.ACCEPT the 2023 Annual Report for the Discovery Bay P-6 Zone Citizen Advisory Council, as recommended by Supervisor Burgis. 23-1101 Attachments:2023 Discovery Bay P-6 CAC Annual Report approved Page 9 of 35 BOARD OF SUPERVISORS Meeting Minutes December 12, 2023 C.7.ACCEPT the 2023 Annual Report for the Knightsen Town Advisory Council, as recommended by Supervisor Burgis. 23-1102 Attachments:2023 Annual Report and 2024 Objectives for Knightsen TAC approved C.8.ACCEPT the 2023 Annual Report for the Bethel Island Municipal Advisory Council, as recommended by Supervisor Burgis. 23-1103 Attachments:2023 Annual Report and 2024 Objectives for Bethel Island MAC approved C.9.ACCEPT the 2023 Annual Report for the Byron-Brentwood-Knightsen Union Cemetery District, as recommended by Supervisor Burgis. 23-1104 Attachments:BBKUCD Annual Report approved C.10 . ACCEPT the 2023 Annual Report from the Economic Opportunity Council Advisory Board for the period January 1, 2023 through December 31, 2023, as recommended by the Employment and Human Services Director. 23-1105 Attachments:Economic Opportunity Council Advisory Body Annual Report approved Board Standing Committees (referred items) C.11 . ACCEPT the 2023 Quarter 1, Quarter 2, and Quarter 3 reports from the Council on Homelessness, as recommended by the Family and Human Services Committee. 23-1106 Attachments:COH Q1 Report COH Q2 Report COH Q3 Report approved Clerk of the Board C.12 . ACKNOWLEDGE receipt of the preference forms for Board of Supervisors appointments to 2024 committees, boards and commissions, submitted to the Clerk of the Board. 23-1107 Attachments:BOS 2024 Preferences.pdf approved Page 10 of 35 BOARD OF SUPERVISORS Meeting Minutes December 12, 2023 C.13 . ADOPT Resolution No. 23-639 recognizing Teresa Gerringer, District III Chief of Staff for her years of service to the residents of Contra Costa County on the occasion of her retirement, as recommended by Supervisor Burgis. RES 23-639 Attachments:Resolution 23-639.pdf Signed Res 2023_639.pdf adopted C.14 . ADOPT Resolution No. 23-640 honoring Courtney Dias upon 22 years of service to Contra Costa County Clerk-Recorder’s Office, as recommended by the Clerk-Recorder. RES 23-640 Attachments:Resolution 23-640.pdf Signed Res 2023_640.pdf adopted C.15 . APPROVE Board meeting minutes for October and November 2023.23-1108 approved C.16 . ACCEPT the resignation of Allan Tobias from the Emergency Medical Care Committee effective December 31, 2023, DECLARE a vacancy in the District IV seat, and DIRECT the Clerk of the Board to post the vacancy. 23-1109 approved C.17 . ACCEPT the resignation of Swamini Bajpai, Jagjit Bhambra, Mary Bruns, Erin Partridge, Ramapriya Raju, and Kacey Carterelliot from the Advisory Council on Aging, DECLARE vacancies in the City of San Ramon, Member-at-Large #11, Member-at-Large #15, City of Lafayette, Member-at-Large #13, and City of Pittsburg seats, and DIRECT the Clerk of the Board to post the vacancies. 23-1110 approved C.18 . DECLARE a vacancy in the City No. 3 seat on the Affordable Housing Finance Committee for a term ending June 30, 2024 and DIRECT the Clerk of the Board to post the vacancy, as recommended by the Conservation and Development Director. 23-1111 approved C.19 . ACCEPT the resignation of Sharon Quesada Jenkins, DECLARE a vacancy in the District IV Seat 2 on the Measure X Community Advisory Board for a term ending March 31, 2025 and DIRECT the Clerk of the Board to post the vacancy. 23-1112 approved Page 11 of 35 BOARD OF SUPERVISORS Meeting Minutes December 12, 2023 C.20 . APPOINT Royer Ramirez-Ruiz to the District I, Alternate Seat 2 on the East Richmond Heights Municipal Advisory Council for a term ending on December 31, 2026, as recommended by Supervisor Gioia. 23-1113 approved C.21 . APPOINT Victor Tiglao to the Low-Income Sector Seat No. 4 for a term ending June 30, 2024 and Karen Colman to the Private/Non-Profit Sector Seat No. 2 for a term ending June 30, 2025 on the Economic Opportunity Council (EOC), as recommended by the Employment and Human Services Director. 23-1114 Attachments:Tiglao Victor Benedict (EOC) Redacted Coleman Karen (EOC) Redacted approved C.22 . APPOINT, in lieu of election, Chris Mazotti to serve on the Board of Trustees of Reclamation District 799 (Hotchkiss Tract) for a four year term commencing December 2023 and ending December 2027, as recommended by the County Administrator. 23-1115 Attachments:Reclamation District 799 Letter 11.17.23 approved C.23 . REAPPOINT Sefanit Mekuria, MD to the Health Services Department – Public Health Seat on the Los Medanos Health Advisory Committee for a term ending December 31, 2026, as recommended by the Health Services Director. (No fiscal impact) 23-1116 approved C.24 . REAPPOINT Leslie Gleason, Wayne Earl, Tony Ucciferri, and Shawn Ray, and APPOINT Carolyn Foudy, Nicole Green, Hope Dixon, Dani Jimenez, Jazmin Ridley and Kristin Alvarez to seats on the Council on Homelessness, as recommended by the Family and Human Services Committee. 23-1117 Attachments:Council on Homelessness Applicant Roster 2023 2023 Nominating Scoring Rubric Applications of Recommended Applicants 2023 approved Clerk-Recorder/Elections C.25 . APPROVE and AUTHORIZE the Clerk-Recorder, or designee, to execute a contract with Consolidated Printers, Inc ., in an amount not to exceed $7,500,000, to provide specialized printing of voter information guides and sample ballot materials, for the period December 31, 2023 through December 31, 2026. (100% General Fund) 23-1118 approved Page 12 of 35 BOARD OF SUPERVISORS Meeting Minutes December 12, 2023 C.26 . APPROVE and AUTHORIZE the Clerk-Recorder, or designee, to execute a contract with the Blackhawk Country Club in an amount not to exceed $250 to rent a facility to host a voting location for the March 5, 2024 Primary Election. (100% General Fund) 23-1119 approved C.27 . APPROVE and AUTHORIZE the Clerk-Recorder, or designee, to execute contracts with the City of Antioch and the City of El Cerrito to rent facilities to host voting locations for the March 5, 2024 Primary Election. (No fiscal impact) 23-1120 approved C.28 . APPROVE AND AUTHORIZE the Clerk-Recorder, or designee, to execute a contract with the Lafayette War Veterans, Inc., in an amount not to exceed $2,325 to rent facilities to host voting locations for the March 5, 2024 Primary Election and November 5, 2024 General Election. (100% General Fund) 23-1121 approved C.29 . APPROVE AND AUTHORIZE the Clerk-Recorder, or designee, to execute a contract with the San Ramon Valley United Methodist Church in an amount not to exceed $1,000 to rent a facility to host a voting location for March 5, 2024 Primary Election. (100% General Fund) 23-1122 approved C.30 . APPROVE AND AUTHORIZE the Clerk-Recorder, or designee, to execute contracts with the City of Antioch, City of Brentwood, and the City of El Cerrito to rent facilities to host poll worker training in preparation for the March 5, 2024 Primary Election. (No fiscal impact) 23-1123 approved C.31 . APPROVE and AUTHORIZE the Clerk-Recorder, or designee, to execute a contract with Lafayette War Veterans, Inc ., in an amount not to exceed $1,008 to rent a facility to host poll worker training in preparation for the March 5, 2024 Primary Election. (100% General Fund) 23-1124 approved C.32 . APPROVE and AUTHORIZE the Clerk-Recorder, or designee, to execute a contract with the Trustees of the California State University and Colleges in an amount not to exceed $250 to rent a facility to host poll worker training in preparation for the March 5, 2024 Primary Election. (100% General Fund) 23-1125 approved Page 13 of 35 BOARD OF SUPERVISORS Meeting Minutes December 12, 2023 Conservation & Development C.33 . ADOPT Resolution No. 23-646 declaring the intention to form Zone 1617 within County Service Area P-6 in the Alamo area of Contra Costa County and fixing a public hearing for January 16, 2024 to consider public input regarding the establishment of Zone 1617 and the adoption of Ordinance No. 2024-01 authorizing the levy of a special tax within Zone 1617 to fund police protection services, as recommended by the Conservation and Development Director. (100% Developer fees) RES 23-646 Attachments:SD13-9338 - Exhibit A (legal description) SD13-9338 - Exhibit B (legal Plat) adopted C.34 . ACCEPT the North Richmond Waste & Recovery Mitigation Fee Joint Expenditure Planning Committee Annual Report for 2023, as recommended by the Conservation and Development Director. (No fiscal impact) 23-1127 Attachments:Exhibit A - 2023 Annual Report Exhibit B - 2023-2024 NRMF EP approved C.35 . ACCEPT the 2023 Advisory Body Annual Report for the Affordable Housing Finance Committee, as recommended by the Conservation and Development Director (No fiscal impact). 23-1128 approved C.36 . ACCEPT Historical Landmarks Advisory Committee 2023 Advisory Body Annual Report, as recommended by the Conservation and Development Director. (No fiscal impact) 23-1129 Attachments:2023 HLAC Advisory Body Annual Report approved C.37 . ACCEPT the Contra Costa County Fish and Wildlife Committee 2023 Annual Report, as recommended by the Fish and Wildlife Committee. (No fiscal impact) 23-1130 Attachments:2023 FWC Annual Report approved C.38 . ACCEPT the Contra Costa County Planning Commission 2023 Annual Report, as recommended by the Conservation and Development Director. (No fiscal impact) 23-1131 Attachments:Contra Costa County Planning Commission 2023 Annual Report approved Page 14 of 35 BOARD OF SUPERVISORS Meeting Minutes December 12, 2023 C.39 . RECEIVE the Fiscal Year 2021/22 and Fiscal Year 22/23 Park Impact and Park Dedication Fee Annual Reports and ADOPT required five-year findings, as recommended by the Conservation and Development Director. (No fiscal impact) 23-1132 Attachments:Attachment A - Fiscal Year 21/22 Annual Report Attachment B - Fiscal Year 22/23 Annual Report Attachment C - Proposed Five Year Findings approved C.40 . APPROVE and AUTHORIZE the Conservation and Development Director, or designee, to execute a contract with the City of Pinole to accept funding in an amount not to exceed $250,000 to implement an Enhanced Energy Efficiency/Electrification Pilot Program and issue payments to property owners that make specific home upgrades that participate in the program, for the period December 12, 2023 through June 30, 2025. (100% City of Pinole, no County match) 23-1133 approved C.41 . APPROVE and AUTHORIZE the Conservation and Development Director, or designee, to execute a contract amendment with Ambient Air, Inc., to increase the payment limit by $400,000 to a new payment limit of $600,000, with no change to the original term ending December 31, 2026, for the purchase or repair of additional heating and air conditioning equipment. (100% State and Federal Weatherization Program funds) 23-1134 approved County Administration C.42 . ACCEPT the 2023 Annual Report from the Contra Costa Commission for Women and Girls, as recommended by the County Administrator. 23-1135 Attachments:CCCWG Annual Report 2023 - 11.29.23.pdf approved C.43 . AWARD a contract to Independent Arts and Media, a non-profit fiscal-sponsor for ARTSCCC, in an amount not to exceed $1,781,661 to provide arts council services for Contra Costa County for the period January 1, 2024 through December 31, 2028, as recommended by the Internal Operations Committee. (100% Measure X) 23-684 Attachments:Attachment A--RFP for Arts Council Services with Addendum RFP for Arts Council Services--Contract Award Presentation to BOS.pdf approved Page 15 of 35 BOARD OF SUPERVISORS Meeting Minutes December 12, 2023 C.44 . APPROVE and AUTHORIZE the County Administrator, or designee, to execute a contract with Karpel Computer Systems, Inc., in an amount not to exceed $226,045 to provide hosting, maintenance, and support of the case management system for District Attorney prosecution services through December 31, 2024, with an automatic renewal at the end of each one-year term and subject to cost increases not to exceed five percent per annum. (100% General Fund) 23-1136 approved C.45 . ADOPT Ordinance No. 2023-21 to amend the County’s local bid preference program to give local vendors who submit a bid for supplies, materials and/or equipment that is within seven percent of the lowest responsive bid the option to submit a new bid that is less than or equal to the lowest responsive bid, as recommended by the County Administrator. (No fiscal impact) 23-1137 Attachments:Ordinance No. 2023-21 Local Bid Preference Program 7% Signed Ordinance 2023-21.pdf approved C.46 . APPROVE and AUTHORIZE the County Administrator, or designee, to execute a contract amendment with Nielsen Merksamer Parrinello Gross & Leoni LLP to increase the payment limit by $180,000 to a new payment limit of $900,000 and to extend the term from December 31, 2023 to December 31, 2024 to provide additional state legislative and regulatory advocacy services . 23-1138 approved County Counsel 47.APPROVE and AUTHORIZE the County Counsel, or designee, on behalf of the County, to execute a contract with Baker, Donelson, Bearman, Caldwell & Berkowitz for specialized legal services in connection with obtaining federal reimbursement of costs associated with the County’s response to the COVID-19 pandemic. (100% General Fund) 23-1139 approved District Attorney Page 16 of 35 BOARD OF SUPERVISORS Meeting Minutes December 12, 2023 C.48 . District Attorney (0242): APPROVE Budget Amendment No. BDA-23-00307 authorizing revenue appropriations from the U.S. Department of Justice, Office of Justice Programs, Office of Juvenile Justice Delinquency Prevention, in the amount of $1,000,000 to the District Attorney's Office to fund the Transitional Aged Youth Diversion Program. (100% Federal) 23-1140 Attachments:BDA-23-00307.pdf approved Employment & Human Services C.49 . ADOPT Resolution No. 23-645 to approve and authorize the Employment and Human Services Director, or designee, to execute an amendment with the California Department of Community Services and Development to accept additional funds in an amount not to exceed $16,586 for a new payment limit of $4,753,209 for the Low-Income Home Energy Assistance Program with no change to the term November 1, 2022 through June 30, 2024. (100% Federal) RES 23-645 adopted C.50 . ADOPT Resolution No. 23-644 to approve and authorize the Employment and Human Services Director, or designee, to execute a revenue agreement with the State of California Department of Community Services and Development, in an amount not to exceed $3,626,977 for the Low Income Home Energy Assistance Program, for the period November 1, 2023 through June 30, 2025. (100% Federal) RES 23-644 adopted C.51 . APPROVE and AUTHORIZE the Purchasing Agent or designee, to execute on behalf of the Employment and Human Services Department, a purchase order with Absorb Software Inc., in an amount not to exceed $193,910 effective upon execution and for two years thereafter. (6% County, 35% State, 59% Federal) 23-1143 approved C.52 . APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to accept funding in an amount not to exceed $4,283,850 from the California Department of Social Services and California Department of Education for one-time per child stipends for childcare providers caring for children receiving a state child subsidy. (100% Federal) 23-1144 approved Page 17 of 35 BOARD OF SUPERVISORS Meeting Minutes December 12, 2023 C.53 . APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to apply for the Continued Funding Application from California Department of Education, and to accept a total payment limit not to exceed $22,380,205 for the California State Preschool Program services for the period July 1, 2024 through June 30, 2025. (100% State) 23-1145 approved C.54 . ACCEPT the recommended changes to the Council on Homelessness bylaws, as recommended by the Family and Human Services Committee . 23-1146 Attachments:COH Bylaws-Redline approved Fire Protection District C.55 . Acting as the governing body of the Contra Costa County Fire Protection District, APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the Fire Chief, a purchase order with CDW Government Inc., in an amount not to exceed $275,000, for the purchase of computer equipment for the period December 1, 2023 through November 30, 2024. (100% CCCFPD General Fund) 23-1147 approved C.56 . Acting as the governing body of the Contra Costa County Fire Protection District, APPROVE and AUTHORIZE the Fire Chief, or his designee, to execute a new Master Lease Agreement with PNC Bank, National Association for various vehicle purchases. (No fiscal impact) 23-1148 approved C.57 . Acting as the governing body of the Contra Costa County Fire Protection District, APPROVE and AUTHORIZE the Fire Chief, or designee, to execute a contract with Golden State Fire Apparatus in an amount not to exceed $2,200,00 for the manufacture and purchase of one Tractor Drawn Arial ladder truck; to execute a new lease schedule under the Master Lease Agreement with PNC Bank, National Association for an amount not to exceed $2,950,000; and to execute a four-party agreement among Golden State Fire Apparatus; PNC Bank, National Association; Pierce Manufacturing, Inc.; and the Contra Costa County Fire Protection District. (100% CCCFPD General Operating Fund) 23-1149 approved Page 18 of 35 BOARD OF SUPERVISORS Meeting Minutes December 12, 2023 C.58 . Acting as the governing body of the Contra Costa Fire Protection District, APPROVE and AUTHORIZE the Fire Chief, or designee, to execute a contract with Golden State Fire Apparatus in an amount not to exceed $6,000,000 for the manufacture and purchase of five Type 1 fire engines; to execute a new lease schedule under the Master Lease Agreement with PNC Bank, National Association for an amount not to exceed $8,600,000 for the lease-purchase of the Pierce fire engines; and to execute a four-party agreement among Golden State Fire Apparatus; PNC Bank, National Association; Pierce Manufacturing, Inc.; and the Contra Costa County Fire Protection District. (100% CCCFPD General Operating Fund) 23-1150 approved Health Services C.59 . ADOPT Position Adjustment Resolution No. 26214 to add fifty (50) (represented) positions and cancel fifty-nine (59) (represented) positions for various programs in the Behavioral Health Division in the Contra Costa Health Department (59% Mental Health Services Act; 41% Measure X) 23-1151 Attachments:P300-26214 P300-26214 Attachment A. Signed P300 26214.pdf approved C.60 . ADOPT Position Adjustment Resolution No. 26254 to add one (1) Information Systems Project Manager, two (2) Systems Software Analyst II, one (1) Assistant Director of Safety & Performance Improvement, and two (2) Network Analyst II positions in the Contra Costa Health Department. (100% Hospital Enterprise Fund I) 23-1152 Attachments:P300-26254 Signed P300 26254.pdf approved C.61 . ADOPT Position Adjustment Resolution No. 26252 to add one (1) Certified Nursing Assistant position and reduce the hours of four (4) positions in various classifications in the Contra Costa Health Department. (Cost Savings - 100% Hospital Enterprise Fund I) 23-1153 Attachments:P300-26252 Signed P300 26252.pdf approved Page 19 of 35 BOARD OF SUPERVISORS Meeting Minutes December 12, 2023 C.62 . ACCEPT the 2023 Annual Report submitted by the Council on Homelessness, as recommended by the Health Services Director. (No fiscal impact) 23-1154 Attachments:Council on Homelessness 2023 Annual Report approved C.63 . ACCEPT the Los Medanos Health Advisory Committee (LMHAC) 2023-25 Grant Program Plan; and APPROVE and AUTHORIZE the Health Services Director, or designee, to execute 19 service contracts, totaling an amount not to exceed $1,400,000 to identified Community Based Organizations (CBOs) that the LMHAC have determined to be eligible for awards during fiscal years 2023/24 and 2024/25 due to funding available through property tax revenue designated to provide health related programs to residents of the Los Medanos Health Area. (100% Los Medanos Community Health Area Tax funds) 23-1155 Attachments:LMHAC Grant Program Report LMHAC Grant Program RFP Process approved C.64 . ACCEPT the Contra Costa County Integrated Pest Management (IPM) Advisory Committee 2023 Annual Report and 2024 Work Plan, as recommended by the Health Services Director. (No fiscal impact) 23-1156 Attachments:2023 Annual Report & 2024 Work Plan approved C.65 . ACCEPT the 2023 Annual Report for the Alcohol and Other Drugs Advisory Board, as recommended by the Health Services Director. (No fiscal impact) 23-1157 Attachments:2023 AODAB Annual Report approved C.66 . APPROVE the list of providers recommended by Contra Costa Health Plan's Peer Review Credentialing Committee and the Health Services Director on November 21, 2023, as required by the State Departments of Health Care Services and Managed Health Care, and the Centers for Medicare and Medicaid Services. (No fiscal impact) 23-1158 Attachments:11/21/23 - Provider List approved Page 20 of 35 BOARD OF SUPERVISORS Meeting Minutes December 12, 2023 C.67 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Epic Care, in an amount not to exceed $30,000,000, to provide hematology, oncology, otolaryngology, primary care physician, gastric bypass surgery, diagnostic imaging and laboratory services to Contra Costa Health Plan members for the period December 1, 2023 through November 30, 2025. (100% Contra Costa Health Plan Enterprise Fund II) 23-1159 approved C.68 . APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health Services Director, a purchase order with Teledyne Flir Commercial Systems, Inc . in an amount not to exceed $165,492 and a related agreement for the purchase of infrared camera devices for the hazardous materials emergency response team to respond effectively and safely to a variety of emergencies within Contra Costa County. (100% Urban Areas Security Initiative Grant) 23-1160 approved C.69 . APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health Services Director, a purchase order with Securitas Healthcare LLC, in an amount not to exceed $206,642, and a Master Services Agreement for a staff and patient protection system, related hardware, software, and maintenance services for Contra Costa Regional Medical Center for the period from December 18, 2023 through December 31, 2025. (100% Hospital Enterprise Fund I) 23-1161 Attachments:Master Agreement approved C.70 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Lifelong Medical Care, effective December 1, 2023, to increase the payment limit by $100,000 to a new payment limit of $2,100,000 to provide additional CalAIM outreach services with no change in the term ending June 30, 2024. (100% Contra Costa Health Plan Enterprise Fund II) 23-1162 approved C.71 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with La Clinica De La Raza, Inc ., effective December 1, 2023, to increase the payment limit by $100,000 to a new payment limit of $2,100,000 to provide an additional registered nurse recruitment incentive and CalAIM outreach services with no change in the term ending June 30, 2024. (100% Contra Costa Health Plan Enterprise Fund II) 23-1163 approved Page 21 of 35 BOARD OF SUPERVISORS Meeting Minutes December 12, 2023 C.72 . APPROVE the list of providers recommended by the Contra Costa Health Plan Medical Director and the Health Services Director on October 19, 2023, as required by the State Departments of Health Care Services and Managed Health Care, and the Centers for Medicare and Medicaid Services. (No fiscal impact) 23-1164 Attachments:Provider List approved C.73 . APPROVE the new medical staff, affiliates and tele-radiologist appointments and reappointments, additional privileges, medical staff advancement, and voluntary resignations as recommend by the Medical Staff Executive Committee, at their November 20, 2023 meeting, and by the Health Services Director. (No fiscal impact) 23-1165 Attachments:November List approved C.74 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Bay Area Community Services, Inc ., in an amount not to exceed $2,681,135 to provide rapid rehousing, homeless prevention and shallow subsidy services to individuals and families experiencing homelessness or at risk of homelessness in Contra Costa County for the period October 1, 2023 through March 31, 2025. (35% Homeless Housing Assistance and Prevention; 35% Measure X; 30% Housing and Homeless Incentive Program) 23-1166 approved C.75 . APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health Services Director, a purchase order with Stryker Sales, LLC in an amount not to exceed $1,788,442 and related agreement to procure endoscopy camera control unit video towers and service for Contra Costa Health for the period from December 1, 2023, through November 30, 2026. (100% Hospital Capital Equipment Budget) 23-1167 approved C.76 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with the California Department of Resources Recycling and Recovery Tire Amnesty Grant Program, to pay County an amount not to exceed $14,630 for the Environmental Health Solid Waste Program to provide free and convenient waste tire collection events for Contra Costa County residents effective upon signature by both parties through October 30, 2025. (No County match) 23-1168 approved Page 22 of 35 BOARD OF SUPERVISORS Meeting Minutes December 12, 2023 C.77 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with ColumbiaSoft Corporation in an amount not to exceed $72,365 to provide hosted document management software for the period January 1, 2024 through April 30, 2027. (100% County Service Area EM-1 funds) 23-1169 approved C.78 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with David Kleinerman, M.D., in an amount not to exceed $1,920,000 to provide urology services at Contra Costa Regional Medical Center and Health Centers for the period December 1, 2023 through November 30, 2026. (100% Hospital Enterprise Fund I) 23-1170 approved C.79 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a novation contract with EMBRACE, in an amount not to exceed $503,150 to provide non-Medi-Cal mental health services and functional family therapy for seriously emotionally disturbed adolescents and their families for the period July 1, 2023 through June 30, 2024. (70% Probation; 30% Mental Health Realignment) 23-1171 approved C.80 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with ARL Bio Pharma, Inc ., effective November 1, 2023, to increase the payment limit by $30,000 to a new payment limit not to exceed $55,000 with no change in the term ending December 31, 2023 for additional analytical testing services at Contra Costa Regional Medical Center. (100% Hospital Enterprise Fund I) 23-1172 approved C.81 . APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health Services Director, a purchase order amendment with T-Mobile USA, Inc. to increase the payment limit by $250,000 to a new payment limit of $400,000 for mobile coverage on phones and tablets for the Access to Technology Program with no change to the existing term of March 22, 2023 through March 21, 2024. (100% Access to Technology Grant Fund) 23-1173 approved C.82 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Cotiviti, Inc., (dba in California as Cotiviti I, Inc.), effective December 31, 2023, to discontinue member outreach services provided to Contra Costa Health Plan with no change in the payment limit of $3,000,000 or term ending October 31, 2025. (100% Contra Costa Health Plan Enterprise Fund II) 23-1174 approved Page 23 of 35 BOARD OF SUPERVISORS Meeting Minutes December 12, 2023 C.83 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Delta Personnel Services, Inc . (dba Guardian Security Agency), effective November 29, 2023, to increase the payment limit by $350,000 to a new payment limit of $6,461,750 with no change in the term ending December 31, 2025 to provide additional security guard services. (100% Hospital Enterprise Fund I) 23-1175 approved C.84 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Kyaw Lin, M.D., in an amount not to exceed $630,000 to provide neurology and pain management services at Contra Costa Regional Medical Center and Health Centers for the period December 1, 2023 through November 30, 2026. (100% Hospital Enterprise Fund I) 23-1176 approved C.85 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Don Guiroy, M.D., in an amount not to exceed $250,000 to provide outpatient psychiatric care services to mentally ill older adults in Central Contra Costa County for the period December 1, 2023 through November 30, 2024. (100% Mental Health Services Act) 23-1177 approved C.86 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with University of Washington, Department of Psychiatric and Behavioral Sciences, UW School of Medicine, effective December 31, 2023, to increase the payment limit by $95,000 to a new payment limit of $270,000 and extend the term from December 31, 2023 to May 31, 2024 provide additional behavioral health training for staff, contractors and community partners on crisis response. (100% Heath Resources & Services Administration Grant) 23-1178 approved C.87 . APPROVE and AUTHORIZE the Health Services Director, or designee, to submit a grant application to the California Conference of Directors of Environmental Health, for the Micro Enterprise Home Kitchen Operation Assistance Program for an award amount up to $2,612,000. (No County match) 23-1179 approved Page 24 of 35 BOARD OF SUPERVISORS Meeting Minutes December 12, 2023 C.88 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Toyon Associates, Inc., to increase the payment limit by $125,000 to a new payment limit of $575,000 to provide additional consultation and technical assistance regarding Medicare auditing and reporting with no change in the term ending December 31, 2023. (100% Hospital Enterprise Fund I) 23-1180 approved C.89 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Harmonic Solutions, LLC, effective July 1, 2023, to modify the rates for methadone treatment services under the Drug Medi-Cal Organized Delivery Service waiver and to decrease the payment limit by $613,927 to a new payment limit of $882,649 to continue providing methadone maintenance treatment services to county residents with no change in the term ending June 30, 2024. (50% Federal Drug Medi-Cal; 50% Drug Medi-Cal Realignment) 23-1181 approved C.90 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Oliver Wyman Actuarial Consulting, Inc., in an amount not to exceed $450,000 to provide actuarial services for Contra Costa Health Plan and Contra Costa Health Services for the period December 1, 2023 through November 30, 2026. (100% Contra Costa Health Plan Enterprise Fund II) 23-1182 approved C.91 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a novation contract with Portia Bell Hume Behavioral Health and Training Center, in an amount not to exceed $2,745,778 to provide full service partnership program services to non-Medi-Cal adults with serious mental illness who are homeless or at serious risk of homelessness for the period July 1, 2023 through June 30, 2024. (100% Mental Health Services Act) 23-1183 approved C.92 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Oxford House, Inc., to increase the payment limit by $141,833 to a new payment limit of $307,457, to provide additional alcohol and drug abuse prevention and treatment services with no change in the term ending June 30, 2024 (100% Residential Substance Abuse Treatment Program) 23-1184 approved Page 25 of 35 BOARD OF SUPERVISORS Meeting Minutes December 12, 2023 C.93 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Xpio Group Health, LLC, effective December 12, 2023, to increase the payment limit by $80,000 to a new payment limit of $279,905 for additional consulting services regarding Contra Costa Health Behavioral Health Services Division’s billing system with no change in the term January 1, 2022 through February 28, 2024. (100% Substance Abuse Prevention and Treatment Block Grant Program American Rescue Plan Supplemental Award). 23-1185 approved C.94 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a novation contract with Seneca Family of Agencies, in an amount not to exceed $394,200 to provide Medi-Cal specialty mental health services for the period July 1, 2023 through June 30, 2024. (100% Federal Medi-Cal) 23-1186 approved C.95 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Valerie Keim, MFT in an amount not to exceed $300,000 to provide behavioral health therapy services for Contra Costa Health Plan Members for the period January 1, 2024 through December 31, 2026. (100% Contra Costa Health Plan Enterprise Fund II) 23-1187 approved C.96 . APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute, on behalf of the Health Services Director, a purchase order with Software One, Inc., in an amount not to exceed $3,500,000, and Program Signature Form for Microsoft Server and Cloud Enrollment for the purchase of Microsoft cloud based products and support services for the period of January 1, 2024 through December 31, 2026. (100% Hospital Enterprise Fund I) 23-1188 approved C.97 . APPROVE and AUTHORIZE the Health Services Director or designee, to execute a grant agreement with Community Solutions International, Inc., in an amount payable to the County not to exceed $194,955 for participation in the Community Solutions’ Housing Stabilization Learning Cohort to improve and expand housing services in Contra Costa County for the period September 18, 2023 through September 17, 2024. (No County match) 23-1189 approved Page 26 of 35 BOARD OF SUPERVISORS Meeting Minutes December 12, 2023 C.98 . APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with the California Mental Health Services Authority, in an amount not to exceed $30,844 to authorize California Mental Health Services Authority to contract for state hospital bed utilization on behalf of County for the period July 1, 2023 through June 30, 2025. (100% Mental Health Realignment) 23-1190 approved Human Resources C.99 . ADOPT Position Adjustment Resolution No. 26231 to cancel one Storekeeper position and add one Institutional Services Worker-Generalist, one Information Systems Technician I, one Senior Business Systems Analyst, one Contracts and Grants Specialist I, and one Materiel Manager positions in the Probation Department (all represented). (81% State, 19% General Fund) 23-1191 Attachments:P300 No. 26231 Probation Signed P300 26231.pdf approved C.10 0. ADOPT Position Adjustment Resolution No. 26222 to add one (1) Administrative Analyst (represented) position and cancel one (1) Account Clerk – Experienced Level (represented) position in the Probation department. (100% General Fund) 23-1192 Attachments:P300 26222 Probation.docx Signed P300 26222.pdf approved C.10 1. ADOPT Position Adjustment Resolution No. 26253 to add one Deputy Public Defender III-Project (represented) position to the Public Defender's Office. (100% State) 23-1193 Attachments:P300 26253 Add DPD III- Project.docx Signed P300 26253.pdf approved Information and Technology C.10 2. APPROVE and AUTHORIZE the Chief Information Officer, or designee, to execute a contract with Asana, Inc. in an amount not to exceed $19,800 to provide project management software for the period of December 26, 2023, through December 25, 2024. (100% General Fund) 23-1194 approved Page 27 of 35 BOARD OF SUPERVISORS Meeting Minutes December 12, 2023 C.10 3. APPROVE and AUTHORIZE the Chief Information Officer, or designee, to execute a contract with Aviat U .S., Inc. in an amount not to exceed $1,120,000 to provide radio and microwave equipment for Phase II of the Constellation Loop Replacement Project and installation services to upgrade equipment within the County’s communication ring for the period of December 1, 2023, through May 31, 2025. (100% General Fund Capital Reserves) 23-1195 approved C.10 4. APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Chief Information Officer, a purchase order with Unify, Inc., in an amount not to exceed $210,000 for maintenance of the HiPath 4000 telephone system at the Contra Costa Regional Medical Center for the term of January 1, 2024, through December 31, 2026. (100% Hospital Enterprise Fund I) 23-1196 approved C.10 5. APPROVE and AUTHORIZE the Chief Information Officer, or designee, to execute a contract amendment with Ontario Systems, LLC, dba Finvi, to extend the term through December 31, 2024, with no increase in the payment limit of $835,700, to provide continued database administration and application configuration for the Regional Plus Collection System Managed Services. (60% Federal, 34% State, 6% County General Fund) 23-1197 approved C.10 6. APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the Chief Information Officer, to execute a purchase order with SSP Data in an amount not to exceed $53,000 for the renewal of Barracuda Email Security Gateway software and services for the period of October 8, 2023, through October 7, 2024. (100% General Fund) 23-1198 approved Probation/Reentry and Justice C.10 7. APPROVE and AUTHORIZE the County Probation Officer, or designee, to execute a contract with Gettin Outta Dodge Ministry in an amount not to exceed $327,000 to provide spiritual services to youth at Juvenile Hall for the period October 1, 2023, through September 30, 2024. (100% State) 23-1199 approved Page 28 of 35 BOARD OF SUPERVISORS Meeting Minutes December 12, 2023 C.10 8. APPROVE and AUTHORIZE the County Probation Officer, or designee, to execute a contract with Gettin Outta Dodge Ministry in an amount not to exceed $220,080 to provide spiritual and clinical pastoral education services to youth transitioning back into the community for the period July 1, 2023, through June 30, 2024. (100% State) 23-1200 approved Public Defender C.10 9. Public Defender's Office (0243)/Public Works - ISF Fleet Services (0064): APPROVE Budget Amendment No. BDA-23-00302 authorizing new revenue in the amount of $62,882 from the Public Defender' Office and appropriating it to the Public Works - ISF Fleet Services Fund for the purchase of two vehicles for the Client Services Program. (100% 2011 Realignment, AB 109) 23-1201 Attachments:BDA-23-00302.pdf approved Public Works C.11 0. ADOPT Resolution No. 23-641 approving the Parcel Map and Subdivision Agreement for minor subdivision MS22-00002, for project being developed by Peter and Tanya Economos, Alamo area. (No fiscal impact) RES 23-641 Attachments:Parcel Map.pdf Subdivision Agreement & Improvement Security Bond.pdf Tax Letter.pdf adopted C.11 1. ADOPT Resolution No. 23- 642 ratifying the prior decision of the Public Works Director, or designee, to fully close all of Oak View Avenue, between Colusa Avenue and Santa Fe Avenue, on November 26, 2023, from 2:00 p.m. through 6:30 p.m., for the purpose of a holiday fair, Kensington area. (No fiscal impact) RES 23-642 adopted C.11 2. ADOPT Resolution No. 23-643 approving the Parcel Map and Subdivision Agreement for minor subdivision MS14-00009, for a project being developed by James S. and Margaret M. Busby, as recommended by the Public Works Director, Martinez area. (No fiscal impact) RES 23-643 Attachments:MS14-0009 Tax Letter.pdf MS14-0009 Security Bond.pdf MS14-0009 Pacel Map.pdf MS14-0009 Subdivision Agreement adopted Page 29 of 35 BOARD OF SUPERVISORS Meeting Minutes December 12, 2023 C.11 3. ACCEPT the County’s East County Regional Area of Benefit Development Impact Fee Five-Year Program Report for fiscal years 2018/2019 through 2022/2023, and make required findings, as recommended by the Public Works Director, East County area. (No fiscal impact) 23-1202 Attachments:5-Year Report East County Regional AOB.pdf approved C.11 4. ACCEPT the County’s West County Area of Benefit Development Impact Fee Five-Year Program Report for fiscal years 2018/2019 through 2022/2023, and make required findings, as recommended by the Public Works Director, West County area. (No fiscal impact) 23-1203 Attachments:5-Year Report West County AOB.pdf approved C.11 5. ACCEPT the 2023 Annual Report for the Iron Horse Corridor Management Program Advisory Committee, as recommended by the Public Works Director. (No fiscal impact) 23-1204 Attachments:2023 Annual Report IHC Advisory Committee.pdf approved C.11 6. ACCEPT the County’s Richmond/El Sobrante Area of Benefit Development Impact Fee Five-Year Program Report for fiscal years 2018/2019 through 2022/2023, and make required findings, as recommended by the Public Works Director, Richmond /El Sobrante area. (No fiscal impact) 23-1205 Attachments:5-Year Report Richmond El Sobrante AOB.pdf approved C.11 7. ACCEPT the County’s Discovery Bay Area of Benefit Development Impact Fee Five-Year Program Report for fiscal years 2018/2019 through 2022/2023, and make required findings, as recommended by the Public Works Director, Discovery Bay area. (No fiscal impact) 23-1206 Attachments:5-Year Report Discovery Bay AOB.pdf approved C.11 8. ACCEPT the County’s Development Impact Fee Annual Report for fiscal year 2022/2023 for the Area of Benefit program in unincorporated Contra Costa County, as recommended by the Public Works Director, Countywide. (No fiscal impact) 23-1207 Attachments:AB1600 Report FY 22-23.pdf approved Page 30 of 35 BOARD OF SUPERVISORS Meeting Minutes December 12, 2023 C.11 9. ACCEPT the Contra Costa County Flood Control and Water Conservation District Drainage Fee Program Annual Report for fiscal year 2022/23, as recommended by the Chief Engineer, Flood Control and Water Conservation District, Countywide. (No fiscal impact) 23-1208 Attachments:Drainage Fee Report 2022-23 approved C.12 0. APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract with Inside Source, Inc., (dba Sam Clar Office Furniture) in an amount not to exceed $360,000 for moving filing system shelving from 1020 Ward Street to 1026 Escobar Street in support of the relocation of the County Public Law Library for the period February 1, 2024 through December 31, 2024. (100% General Fund) 23-1209 approved C.12 1. APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract amendment with Loving Campos Associates, Architects, Inc., effective December 12, 2023 to increase the payment limit by $750,000 to a new payment limit of $1,500,000 for on-call architectural services with no change to the term, April 18, 2023 through April 17, 2026, Countywide. (100% Various Funds) 23-1210 approved C.12 2. APPROVE and AUTHORIZE the Public Works Director, or designee, to submit two grant applications for the San Francisco Bay Area Rapid Transit District (BART) Safe Routes to BART grant program for the Treat Boulevard Corridor Improvements Project and the North Bailey Road Active Transportation Corridor Project, Contra Costa Centre and Bay Point areas. (50% Federal, 40% Regional, and 10% Local Road Funds) 23-1211 approved C.12 3. APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract amendment with Zachary Neal Keas (dba Z.N. Keas Painting Co.) to change the name to Z.N. Keas Painting Inc. and increase the hourly labor rate and payment limit by $200,000 to a new payment limit of $2,700,000, with no change to the contract term for on-call painting services at various County facilities, Countywide. (100% General Fund) 23-1212 approved Page 31 of 35 BOARD OF SUPERVISORS Meeting Minutes December 12, 2023 C.12 4. APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a lease amendment with 2600 Stanwell, LLC, for continued use of a 92 square foot storage room located at 2600 Stanwell Drive, Suite 104A, Concord, for a four-year term at an annual rent of $4,802, with annual increases beginning July 1, 2027, as requested by Employment and Human Services. (100% General Fund) 23-1213 Attachments:2600 Stanwell_Sutie 104A_Lease Amendment_final approved C.12 5. APPROVE and AUTHORIZE the Public Works Director, or designee, to exercise renewal options in the First Amendment to Lease with Lessor, Ambrose Recreation and Park District for approximately 5,193 square feet of space located 3105 Willow Pass Road Bay Point for two 1-year term commencing on January 1, 2024 and January 1, 2025 at monthly rates of $7,791 and $8,025 respectively, for Employment and Human Services Department Service Integration Team operations . (100% General Fund) 23-1214 Attachments:3105 Willow Pass Rd_Bay Point_First Amendment approved C.12 6. APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a lease amendment with Gerald Jeffry Family Limited Partnership and Eugene H. Ross, to extend the term of the lease through December 31, 2025, for 3,800 square feet of office space located at 900 Thompson Street, Martinez, at an annual rent of $69,636. (100% General Fund) 23-1215 Attachments:900 Thompson St_Second Amendment to Lease_final approved C.12 7. APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract amendment with Jon K. Takata (dba Restoration Management Company) effective October 1, 2023, to increase the hourly rates and to extend the term to September 30, 2025, with no change to the payment limit of $4,000,000, for on-call restoration services at various County facilities, Countywide. (100% General Fund) 23-1216 approved Page 32 of 35 BOARD OF SUPERVISORS Meeting Minutes December 12, 2023 C.12 8. APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a Joint Exercise Powers Agreement between Contra Costa County and the City of Walnut Creek for the design and construction of the San Miguel Drive Pedestrian Path Project, Walnut Creek area. (8% Transportation Development Act Funds, 55% City of Walnut Creek Funds, and 37% Central County Area of Benefit Funds) 23-1217 Attachments:Agreement approved Risk Management C.12 9. DENY claims filed by Theresa A. Grill for K.G., Nations Insurance, Susan Hardman Paz, Flindell Marie Ray, CSAA for Luis Rivera, Rolando Rubio, and Nichole Simpson. DENY late claims filed by Blake Davis-Murry and Chela Martinez, DENY amended claim filed by Aspire Insurance ASO Maria T. Longoria and CSAA for Luis Rivera. GRANT amended claim filed by A.S. by Guardian Jden Smith. 23-1218 approved C.13 0. Acting as the governing board of the Contra Costa County Fire Protection District, DENY claim filed by Berrellesa Palms Apartments . 23-1219 approved Sheriff C.13 1. ADOPT Resolution No. 23-648 approving and authorizing the Sheriff-Coroner or designee, to apply for, accept, and execute a grant award agreement, including any modifications or extensions thereof pursuant to the grant guidelines, with the Governor's Office of Emergency Services for the FY 2023 Paul Coverdell Forensic Services Improvement Grant, in an initial amount of $81,448, for forensic training and equipment for the initial period April 1, 2024, through June 30, 2025. (100% Federal) RES 23-648 adopted Treasurer - Tax Collector C.13 2. APPROVE the delegation of authority to the County Treasurer for investing and reinvesting County funds and the funds of other depositors in the County treasury, or to sell or exchange securities so purchased, pursuant to section 53607 of the State Government Code. 23-1221 approved Page 33 of 35 BOARD OF SUPERVISORS Meeting Minutes December 12, 2023 GENERAL INFORMATION The Board meets in all its capacities pursuant to Ordinance Code Section 24-2.402. 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 before the Board votes on the motion to adopt. Each member of the public will be allowed two minutes to comment on the entire consent agenda. Persons who wish to speak on matters set for PUBLIC HEARINGS will be heard when the Chair calls for public testimony. Each speaker during public testimony will be limited to two minutes. After public testimony, 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 or to clerkoftheboard@cob.cccounty.us. In the interest of facilitating the business of the Board, the total amount of time that a member of the public may use in addressing the Board on all agenda items is 10 minutes. Time limits for public speakers may be adjusted at the discretion of the Chair. 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. Anyone desiring to submit an inspirational thought nomination for inclusion on the Board Agenda may contact 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.contracosta.ca.gov DISCLOSURE OF CAMPAIGN CONTRIBUTIONS Pursuant to Government Code section 84308, members of the Board of Supervisors are disqualified and not able to participate in any agenda item involving contracts (other than competitively bid, labor, or personal employment contracts), franchises, discretionary land use permits and other entitlements if the Board member received, since January 1, 2023, more than $250 in campaign contributions from the applicant or contractor, an agent of the applicant or contractor, or any financially interested participant who actively supports or opposes the County’s decision on the agenda item. Members of the Board of Supervisors who have received, and applicants, contractors or their agents who have made, campaign contributions totaling more than $250 to a Board member since January 1, 2023, are required to disclose that fact for the official record of the subject proceeding. Disclosures must include the amount of the campaign contribution and identify the recipient Board member, and may be made either in writing to the Clerk of the Board of Supervisors before the subject hearing or by verbal disclosure at the time of the hearing. Page 34 of 35 BOARD OF SUPERVISORS Meeting Minutes December 12, 2023 BOARD OF SUPERVISORS STANDING COMMITTEES For more information please visit the Board of Supervisors Standing Committees page here: https://www.contracosta.ca.gov/8633/Board-of-Supervisors-Standing-Committees Airport Committee: December 13, 2023 Canceled/ Next meeting January 22, 2024 at 4:00 p.m. Equity Committee: December 18, 2023 at 10:30 a.m. Family and Human Services Committee: December 25, 2023 Canceled/Next meeting TBD in 2024 Finance Committee: TBD in 2024 Head Start Advisory Committee: December 18, 2023 Canceled/Next meeting January 15, 2024 at 9:00 a.m. Internal Operations Committee: Special meeting January 25, 2024 at 11:00 a.m. Legislation Committee: December 18, 2023 at 12:30 p.m. Los Medanos Healthcare Operations Committee: January 1, 2024 Canceled/Next meeting February 5, 2024 at 1:00 p.m. Public Protection Committee: TBD in 2024 Sustainability Committee: TBD in 2024 Transportation, Water and Infrastructure Committee: Special meeting December 18, 2023 at 9:30 a.m. AGENDA DEADLINE: Thursday, 12 noon, 12 days before the Tuesday Board meetings . Glossary of Acronyms, Abbreviations, and other Terms 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. For a list of commonly used language that may appear in oral presentations and written materials associated with Board meetings, please visit https://www.contracosta.ca.gov/8464/Glossary-of-Agenda-Acronyms . Page 35 of 35 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1092 Name: Status:Type:Discussion Item Agenda Ready File created:In control:11/6/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 Title:CONSIDER authorizing certain Measure X sales tax revenue allocations, including $4.7 million in unallocated ongoing program funds, $895,000 in unspent one-time project funds, and a projected one -time revenue surplus of $32.8 million. (Adam Nguyen, Finance Director) Attachments:1. Attachment A - Measure X New Allocations Presentation, 2. Attachment B - Measure X Status Report, 3. Attachment C - Measure X Department Proposals Summary, 4. Attachment D - MXCAB Priority Recommendations Packet, 5. Correspondence Rec_.pdf Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass 5:0 To:Board of Supervisors From:Monica Nino, County Administrator Report Title:Measure X Allocations ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: 1.CONSIDER reallocating selected Measure X unspent balances to the Measure X unallocated funding pool and CONSIDER new Measure X allocations. 2.AUTHORIZE the County Administrator to make all necessary budget adjustments based on Board direction for Measure X revenue allocations. FISCAL IMPACT: The Measure X revenues and expenditure appropriations under review have already been budgeted by prior Board of Supervisors actions; no net fiscal impact would be anticipated by reallocating prior appropriations, including $4.7M ongoing and $896k one-time. A projected $32.8M in Measure X one-time revenue surplus is also anticipated by fiscal year end and could potentially be allocated. BACKGROUND: On November 3, 2020, voters in Contra Costa County approved Measure X, a Countywide, 20-year, half-cent sales tax. The ballot measure language stated the intent of Measure X as “to keep Contra Costa’s regional hospital open and staffed; fund community health centers, emergency response; support crucial safety-net services; invest in early childhood services; protect vulnerable populations; and for other essential county services.” CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 3 powered by Legistar™ File #:23-1092,Version:1 Between Fiscal Years 2021-2024, a total of $353.2M has been budgeted for anticipated Measure X revenues, and $298.5M in actual revenues has been collected through September 2023. There is a remaining revenue requirement of $54.8M needed to be collected by fiscal year end to fully fund the associated planned expenditures. Of the $353.3M in Measure X budgeted expenditure appropriations approved by the Board to date, $348.5M has been allocated to various one-time projects and ongoing programs, leaving an unallocated balance of $4.7M in ongoing appropriations available to be allocated. Actual revenues are projected by the County’s sales tax consultant to total $386.1M by FY23-24 year-end, leading to a projected surplus of one-time funds totaling $32.8M that will also ultimately be available for allocation. The total actual expenditures reported by departments to date for Measure X allocations is $77.5M, of which $50.5M is reported as obligated by the Health Services Department. On November 28, 2023, the Board of Supervisors and Measure X Community Advisory Board held a special meeting, joint session to receive presentations on project updates and performance measures from all of the County departments that have Measure X allocations. As part of the Measure X status updates and during an afternoon review of financials, three departments - County Administrator, Health Services, and the Office of the Sheriff - volunteered to return a total of $895,965 in one-time sources to the Measure X unallocated pool. Two departments also proposed to reallocate the balances between their existing allocations. The Contra Costa Fire Protection District proposed to reallocate the FY22-23 balance of $667k from the City of Pinole fire services contract to support the purchase of a ladder truck needed due to a new property development. These funds will be augmented by City of Pinole development impact fees. CON Fire also proposed using the $1.67M FY22-23 balance from the Fire Station 81 operations and staffing budget to cover increased fire station construction costs. The Employment and Human Services Department proposed to reapply the $4.3M balance from the youth centers operating budget and add $693k from the older adults allocation to combine into $5M in capital costs for a 3rd youth center. The department also proposed to reallocate a one-time $1M balance from the older adults allocation to the first year operations budget for the youth centers. During the afternoon session, the Board of Supervisors approved each of the departmental proposals, including the Library’s request to retain its Measure X balance of $74,108 to continue support for literacy programs. The Board also requested additional information from departments on their remaining Measure X balances as of the end of FY22-23, and whether further matched funding sources could be leveraged. The agenda item before the Board today is to consider further reallocation of unspent Measure X balances to the unallocated pool and consider new Measure X allocations, including proposals from departments presented to the Board on September 19, 2023 and the priority recommendations from the Measure X Community Advisory Board as detailed in their November 30, 2023 memo and related documents attached. Currently within the Measure X unallocated pool, $4,706,772 in ongoing funding and $895,965 in one-time funds are available for reallocation. Additional details are provided in the presentation (Attachment A), Measure X Status Report (Attachment B), summary of departmental proposals (Attachment C) and Measure X Community Advisory Board Priority Recommendations packet (Attachment D). CONSEQUENCE OF NEGATIVE ACTION: CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 3 powered by Legistar™ File #:23-1092,Version:1 The existing Measure X allocations would remain unchanged, and unallocated Measure X funds would remain unallocated. CONTRA COSTA COUNTY Printed on 1/10/2024Page 3 of 3 powered by Legistar™ County Administrator’s Office December 12, 2023 Measure X New Allocations Measure X New Allocations –December 2023 Agenda CONSIDER reallocating selected Measure X unspent balances to the Measure X unallocated funding pool, and CONSIDER new Measure X allocations 1.Process review 2.Board of Supervisors discussion and direction 2 Measure X New Allocations –December 2023 Department reallocations approved on November 28, 2023 1.Contra Costa Fire Protection District ($2.3M) a.FY22-23 balance of $667,295 from the City of Pinole contract will be used to support the capital outlay of a needed ladder truck due to new property development. These funds will be augmented by City of Pinole fire impact fees b.FY22-23 balance of $1,669,707 related to Fire Station 81 operations and staffing will support the increased fire station construction costs 2.Employment and Human Services ($1.7M) a.Reapply $4.3M balance from the youth centers operating budget and add $693k from the older adults allocation to capital costs totaling $5M for a 3rd youth center b.Reallocate $1M balance from unspent older adults allocation to one-time first year operations budget for the youth centers 3 Measure X New Allocations –December 2023 Measure X unspent funds identified by departments as available for reallocation Department Amount County Administrator $400,000 Health Services $156,533 Sheriff $339,432 $895,965 4 Measure X New Allocations –December 2023 Measure X Financials Summary 1.$298.5M in total Measure X revenue collected through September 2023 2.Remaining revenue requirement of $54.8M to fund the $353.3M in Measure X budgeted appropriations approved to date 3.Revenues projected to total $386.1M by FY23-24 year end, leading to a projected surplus of one-time funds totaling $32.8M 5 Measure X New Allocations –December 2023 Department proposals for new Measure X allocations presented at September 19, 2023 1.During the budget hearings in April and May the Board directed the County Administrator’s Office to solicit proposals from Departments and the Board. 2.9 departments submitted 16 proposals, totaling $56M. Of the requests, $48.9M are proposals for one-time projects, and $7.1M is ongoing. 3.Attachment C summarizes proposals from Animal Services, Child Support Services, Contra Costa Consolidated Fire District, County Clerk-Recorder / Registrar of Elections, District Attorney, Employment and Human Services, Library, Public Works, and Office of the Sheriff-Coroner 6 Measure X New Allocations –December 2023 Measure X Community Advisory Board Priority Recommendations After six public meetings dedicated to gathering community input, articulating its decision-making process, and hearing testimony from more than 170 members of the public, the Measure X Community Advisory Board have prioritized the following core areas to purposefully ameliorate community pain: ●The African American Holistic Wellness and Resource Hub ●Food security ●Mental health services ●Guaranteed income ●Services for older adults and disabled residents ●Services for LGBTQI+ residents 7 Measure X New Allocations –December 2023 Measure X funds available for allocation Ongoing: $4,706,772 One-time: $895,965 Anticipated revenue surplus by September 2024:$32.8M 8 Measure X - Projects Status Report, November 2023 Agency Measure X Allocations One-Time (A) FY22-23 (B) FY22-23 Cumulative Total Expenditures Through FY22-23 FY22-23 Cumulative Balance FY23-24 Allocated with COLA (C) Total Allocated to Date (D = A+B+C) Total Actual Expenditures (E) Balance (D-E) Status update - November 2023 Expenditure Plans for FY22-23 balances Additional oppportunities to leverage Measure X funds to match external funding sources CCC Fire Protection District Build, Reopen and Staff Fire Stations 18,800,000 3,500,000 22,300,000 6,164,866 16,135,134 7,350,000 29,650,000 7,268,218 22,381,782 Balance includes all of remaining FY 23-24 ongoing allocation for FS 81 staffing ($2,688,000), the full ongoing allocation for FS 94 ($3,675,000) to support fire station construction, the actual unspent balance related to the FY 22-23 staffing and operational costs for FS 81 ($1,669,707). The remainder is designated to construct FS 90 & FS 94 and accounted for in the District's capital construction fund. FS 81 was staffed in FY22-23; all MX funded apparatus are on order; planning/design for FS 90 & 94 continue with construction contractor bids expected to go out shortly after the new year and construction to commence in the summer of 2024. Support of expenditures for ongoing capital construction projects as approved by the Board of Supervisors on 11/28/23. None that we are aware of related to fire station construction projects outside of using Fire District fund balance. CCC Fire Protection District Fire/Wildland Mitigation/Fuel Reduction 4,500,000 4,500,000 4,240,850 259,150 4,725,000 9,225,000 6,207,269 3,017,731 Balance includes all of the remaining FY 23-24 ongoing allocation for staffing and operations of Crew 12 as well as all wildfire mitigation programs and projects planned for FY 23-24 over the remaining nine months. The District anticipates spending all these funds during FY 23-24. Several major projects were completed involving city and county public works, fire agencies, Firewise communities, and local homeowner groups. Contractors were secured for dead tree falling and removal as well as for work needed on large scale fuel breaks and mitigation projects. Crew 12 is fully staffed and responded throughout Contra Costa County in support of vegetation fire responses. Web-based community portal to submit applications for various projects is working well and we are seeing an increase in interest and demand for Crew 12 services, community chipping days, and potential community-wide fuel reduction projects. We anticipate demand will potentially exceed our ability to accept all work and project requests in the current fiscal year. Remaining balance of approximately $259,000 will be used to support ongoing fuel reduction projects and related work being performed by contractors in the field. We continue to apply for external grant funds and will be applying for a sizeable CalFire grant to support a large shaded fuel break project in West County. Use of the Measure X funded hand crew compliments these grant application as a souce of matching funds/resources and makes our application more competitive. CCC Fire Protection District Pinole Fire – Increase Service 2,000,000 2,000,000 1,332,705 667,295 2,100,000 4,100,000 1,857,705 2,242,295 The contract for fire, EMS, and rescue services commenced on March 1, 2023. Fire stations 73 & 74 are now staffed by Con Fire. Unspent balance is reflective of the remainder balance for FY 23- 24 of approximately $1,575,000 which will be expended this fiscal year in support of the contract and the FY 22-23 unspent balance of $667,000. The FY 22-23 balance is net of all unanticipated startup costs, the purchase of a Type 6 wildland fire engine, and all associated salary and benefit costs for the new personnel who started the fire academy in October 2022 and the existing Pinole staff who transitioned on the contract effective date. Service levels to Pinole and the surrounding communities of Richmond, Rodeo, Hercules, and San Pablo have been improved as a result of reopening FS 74. Support of capital apparatus acquisition as approved by the Board of Supervisors on 11/28/23. The City of Pinole fire impact fees will be used to augment the Measure X funds for apparatus procurement needed as a result of new development. Conservation and DevelopmentAccessible Transportation Strategic Plan 1,400,000 1,400,000 840,000 560,000 1,470,000 2,870,000 840,000 2,030,000 ATSP implementation has two general tracks, 1) program implementation to bring direct services to the elderly and disabled population, and 2) systemic improvements to address a legacy governance vacuum in this service area through the establishment of a new Coordinating Entity . Both tracks have progress to report. • Program Progress: The first ATSP Program was successfully implemented, the East County Means-Based Fare (MBF) program which provides transportation subsidies to low-income users. The program was a collaborative effort of the Contra Costa Transportation Authority (CCTA), Tri Delta Transit, the Contra Costa Crisis Center, and County assistance (staff support and Measure X funds). With the success of the initial pilot the program has been extended with staff focusing on increasing participation, cost-effectiveness, and deployment to the rest of the County. • Coordinating Entity Progress: The establishment of a new nonprofit to coordinate continues to proceed. There has been extensive dialog and strategizing with existing transit agency and nonprofit leadership, the consultant team, and staff. This has been necessary due to the complexity and sensitivity of introducing a new entity in to this service area. • Upcoming: • The Means Based Fare program will be deployed to other areas of the County. • Planning for a West County Medical Trip Pilot program has been initiated. • Progress for the duration of the year and ongoing is anticipated to be more significant due to: recently hired staff at CCTA dedicated to ATSP implementation, knowledge and experience from the East County MBF program will speed deployment to the rest of the County, and the onboarding of collaborators will build capacity. • The One Seat Ride Program has been expanded by the public transit operators with significant complexities delaying deployment to AC Transit's service area in CC County. • Other: While the ATSP was originally initiated at the request of the Board of Supervisors, CCTA has demonstrated a significant independent commitment to this service area in terms of funding, time, and leadership. CCTA has hired 1.5 new FTEs dedicated to ATSP implementation, a Program Manager with operations expertise and a contracts manager. The expenditure plans for the ATSP funding are defined in two MOUs approved by the BOS, one approved August 15, 2023, the other November 28, 2023. Both MOUs describe the activities to be undertaken by CCTA which are authorized in the Accessible Transportation Strategic Plan (approved by the BOS and CCTA in 2021) which includes implementation of the following activities: One-Call/One-Click system, transportation focused information and referral, the coordinating entity, technology plan, improved connectivity between paratransit programs, same-day trip programs, countywide travel training, and expansion of the means-based fare subsidy. Both MOUs extend at least through FY 2023-24 and CCTA anticipates fully expending the balance during the term of these MOUs. In conjunction with the County Measure X funding dedicated to implementing the ATSP, CCTA has undertaken significant, complimentary actions specifically for the implementation of the ATSP: - Created a new division within CCTA: Office of Accessibility and Equity - Hired two new staff members: - Accessibility and Equity Program Manager - New Contracts Manager - Approved the formation of a nonprofit agency to oversee accessible transportation and to support ATSP implementation. One of CCTAs roles as the County's transportation sales tax authority and Congestion Management Agency is that of a funding aggregator. They have statutory authority to receive and disburse numerous regional, state, federal funding sources including formula and grant funding, this in addition to authority over the Measure J transportation sales tax. A priority function at CCTA is the leveraging of local funds against these other revenue streams. Included in the reporting mechanisms of the two MOUs currently in force is the requirement to document other funds brought in using fund leveraging. It is reasonable to expect that CCTA will secure and contribute matching funds equal to or greater than 25% of the Measure X allocation. Conservation and DevelopmentClimate Equity and Resilience Investment 500,000 500,000 500,000 - 525,000 1,025,000 663,817 361,183 ∙ DCD partnered with the County Library to present a lunch and learn webinar to introduce the ongoing state and federal clean energy funding opportunities tool posted on the DCD web site. ∙ On August 1, staff submitted an application to the California Strategic Growth Council for a $300,000 planning grant for Bay Point from the Transformative Climate Communities program. ∙ Presented a first draft of a roadmap to convert existing buildings in Contra Costa County to clean energy. Staff expect to have a final report for the Board to accept by the end of 2023. ∙ Preparing options for structuring the engagement process for the Just Transition Economic Revitalization Plan. ∙ Submitted three applications for grants to support the preparation of the Contra Costa County Sea Level Rise Resilience and Adaptation Plan. ∙ Supporting the newly established Board of Supervisors ad hoc committee, the Contra Costa Resilient Shoreline Ad Hoc Committee on Sea Level Rise. ∙ Completed the Healthy Lands, Healthy People carbon sequestration feasibility study and presented it to the Board of Supervisors on Oct. 3. FY 22-23 funds were completely spent. There is no balance for FY 22-23. We are applying for numerous grants that, if awarded, would permit us to leverage Measure X funds. At this time, these include grants for sea level rise, climate equity, energy efficiency and clean energy improvements, developing a countywide tree plan, and development of a green workforce. Other grant opportunities may arise. The total amount of the grants requested or received exceeds $3M, which is more than five times the annual Measure X allocation. Measure X - Project Status Report Page 1 of 5 Agency Measure X Allocations One-Time (A) FY22-23 (B) FY22-23 Cumulative Total Expenditures Through FY22-23 FY22-23 Cumulative Balance FY23-24 Allocated with COLA (C) Total Allocated to Date (D = A+B+C) Total Actual Expenditures (E) Balance (D-E) Status update - November 2023 Expenditure Plans for FY22-23 balances Additional oppportunities to leverage Measure X funds to match external funding sources Conservation and DevelopmentIllegal Dumping Initiative 600,000 600,000 197,097 402,903 630,000 1,230,000 175,547 1,054,453 The Illegal Dumping Initiative's 56 strategies, including the four priority tasks funded by Measure X (capital improvements, derelict boat/RV removal, surveillance, and legal action), are progressing. The Board's Ad Hoc Committee received an update on September 21, 2023. Summary of the progress: Capital Improvements: Total of 52 deterrent signs have been installed in unincorporated areas throughout the county. Staff is exploring options, such as streetlighting in areas with a history of illegal dumping. Surveillance Cameras: A Request for Qualifications (RFQ) is being drafted to establish a second (replacement) service contract to deploy surveillance cameras in hot spots. They should be operational within the next year, pending successful vendor negotiations. Derelict Boat/RV Abatement: Staff plans to expand to this strategy to encompass graffiti abatement. Staff is also collaborating with the Marine Patrol to remove abandoned derelict boats from the water. Investigating and Enforcement: Staff is working on addressing challenges in hiring per diem deputies and plans to expand by allowing the use of overtime deputies alongside per diem deputies. Relying on Measure X funds as match, the County was able to secure a $695,000 grant from the Clean California program that is enabling the County to expand its programs. Four out of 55 strategies were identified as priority tasks for the initial round of funding: Capital Improvements - Exploring options, e.g., streetlighting and fencing in dumping- prone areas; work with Public Works Special Districts to select site(s) and design and implement streetlight project(s). Explore fencing off right-of-way at illegal dumping hot spots. Surveillance Cameras - Procuring vendor for county-wide deployment using lessons learned from pilot program. Derelict Boat/RV Abatement - Expanding strategy to include graffiti removal and collaborating with Marine Patrol to remove abandoned boats. Investigating and Enforcement - Strengthen commitment to reducing illegal dumping and enhancing community safety, addressing staffing challenges by expanding to include overtime deputies alongside per diem deputies, and conducting a minimum of two illegal dumping suppression operations a month. Additionally, work is on-going on additional priority tasks and starategies to ensure that we remain responsive to evolving needs and maximize benefit. Staff had been expending other one-time funds first when possible. We are expecting to fully expend the remaining FY 2022-23 balance to implement the priorty tasks by June 2024. Measure X funds were used as match to secure a $695,000 Clean CA Grant from CalTrans. We will continue seeking additional grants using Measure X funding as leverage. Conservation and DevelopmentLocal Housing Trust Fund 10,000,000 10,000,000 - 10,000,000 12,600,000 22,600,000 22,600,000 The $10 million in Year One Measure X Housing Funds have been awarded/allocated through the RFP processes that were authorized by the Board of Supervisors on September 20, 2022. The RFP for Housing (capital) projects concluded on May 9, 2023 with the Board of Supervisors' approval of awarding Measure X Housing Fund and/or Local Housing Trust Funds from the State of CA ($6.5 million in Measure X Housing Funds and $3,119,351 in LHTF) to four projects the that will develop affordable housing units. The four awarded projects are in the process of finalizing the rest of the financing to begin construction, and staff will return to the Board of Supervisors to approve the legal/loan documents for each respective project when each gets nearer to construction close. The RFP for homelessness prevention services and homelessness critical response services concluded on June 13, 2023 with the Board of Supervisors' approval of awarding Measure X Housing funds ($3.5 million in Measure X Housing Funds) to 13 projects. DCD and HSD-H3 staff are currently in the process of executing contracts with the awarded service providers of these Measure X Housing Funds. Although there have been no expenditures to date of Year One (FY 22-23) funds, all the funds have been encumbered to housing capital projects and to housing/homelessness related service projects. The affordable housing developers that were awarded Year One (FY 22-23) funds for capital projects are currently in the process of securing the rest of the necessary financing to start construction. Given the nature of finalizing all financing necessary for the development of affordable housing, it typically takes between two to four years (depending on the size of the project) to start construction. Housing/homelessness related service projects are beginning to incur costs, and expenditures are expected to commence in December 2023 or January 2024. It is expected that the housing/homelessness related service providers will expend all of their Year One funds within the timeframe of their respective contract term (typically a 12- month term). The Year One (FY 22-23) funds awarded to the housing capital projects and housing/homelessness related projects are heavily leveraged with other sources of funds. For every dollar of Measure X funds awarded to these projects, there is $27.50 leveraged from other sources. County Administration African-American Holistic Wellness - - 80,000 80,000 - 80,000 The Equity Committee of the Board of Supervisors initiated the establishment of a Steering Committee for the African American Holistic Wellness Hub Feasibility Study and will make recommendations to the Board of Supervisors regarding appointees at their Oct. 17, 2023 meeting. N/A N/A County Administration Arts and Culture Programs 250,000 250,000 250,000 262,500 512,500 90,000 422,500 After an extensive community engagement process, guided by the Arts Council Steering Committee and implemented by Arts Orange County, the Board of Supervisors accepted the Arts & Culture Master Plan for Contra Costa County at their June 27, 2023 meeting and directed staff to issue an RFP for Arts Council services, as described in the Master Plan. A Review Committee evaluated the responses received and made a recommendation to the Internal Operations Committee at their Oct. 2, 2023 meeting to recommend the Board award of a 5-year contract to ARTSCCC/Independent Arts & Media. Balance will be used to fund contracted services for the implementation of the Arts and Culture Master Plan for Contra Costa. No additional matching funds have been identified. County Administration Innovation Fund (Pilots and Innovative Projects) 2,000,000 2,000,000 - 2,000,000 - 2,000,000 - 2,000,000 Phase 1 was conducted from November 1, 2022 through May 23, 2023. Fourteen qualifying applications were received during Phase 1, with one applicant later withdrawing, leaving thirteen applicants. In May 2023, the Board approved the Review Panel’s recommendations to advance eight of the thirteen proposals to Phase 2. Of the eight applicants, one was subsequently disqualified, leaving seven potential Phase 2 proposals. Phase 2 was initiated on June 23, 2023 following a mandatory bidders’ conference on June 22. Of the seven applicants invited to participate in Phase 2, six of the seven submitted proposals by the August 7 deadline. The total amount requested by the six applicants is $2,726,737, which exceeded the balance of the Innovation Fund by $756,737. The Review Panel convened four times in September to interview all six applicants and review, rate, and rank proposals in accordance with the guiding principles and priorities adopted by the Board. Oral presentations and interviews were conducted by the Panel on September 12 and all applicants participated. The Review Panel’s Phase 2 recommendations were presented to the Board of Supervisors on October 17, 2023. The Board approved five grants totaling $1,790,737. The grant period is 12/1/23 – 1/15/25. Three of the five grant contracts have been executed and two are still in progress. Balances will fund Innovation Fund grants as directed by the Board of Supervisors. No additional matching funds have been identified. County Administration Language Access Equity for the MXCAB 50,000 25,000 75,000 75,000 26,250 101,250 66,768 34,482 Spanish and American Sign Language simultaneous translation services are provided at each Measure X Community Advisory Board meeting. The updated figures include estimated charges. Balance will be used for language interpretation services for Measure X Community Advisory Board meetings. No additional matching funds have been identified. County Administration Measure X Needs Assessment Report Writer 20,000 20,000 20,000 - - 20,000 20,000 - The report was finalized and received by the Measure X Community Advisory Board in November 2022. N/A N/A County Administration Racial Equity and Social Justice 600,000 600,000 23,778 576,222 1,260,000 1,860,000 23,778 1,836,222 The Equity Committee of the Board of Supervisors has been meeting since February 2023, focused on the outreach and hiring process of the Co-Director positions. After an extensive outreach and review process, which included community presentations of the 6 finalists, the Equity Committee recommended to the Board of Supervisors the appointment on Oct. 3, 2023 of Kendra Carr as the Co-Director, Race Equity and Inter- Agency Engagement and Peter Kim as Co-Director, Race Equity and Community Empowerment. The final community Recommendations report was translated into 12 languages at a cost of $23,778.46, paid in July 2023. Guided by ORESJ CORE Committee recommendations and informed by conversations with County departments, community stakeholders and the Board of Supervisors, ORESJ proposes to spend these one-time carryforward funds on: start-up operational costs for new office slated to open April 2024; start-up operational costs and stipends for Lived Experience Advisory Body; implementation of countywide Language Access Plan; data infrastructure for collection, analysis, storage and dissemination of equity data; landscape analysis of racial equity across county departments and communities; instituting community outreach and engagement plan, including community conversations, events; communications strategy including digital platforms, advertising, content creation, and portal for receiving community feedback and concerns; capacity building and leadership training opportunities for youth and community members ORESJ will explore fund development opportunities via philanthropy and foundations, state and federal grants, and other avenues of fund raising. Measure X - Project Status Report Page 2 of 5 Agency Measure X Allocations One-Time (A) FY22-23 (B) FY22-23 Cumulative Total Expenditures Through FY22-23 FY22-23 Cumulative Balance FY23-24 Allocated with COLA (C) Total Allocated to Date (D = A+B+C) Total Actual Expenditures (E) Balance (D-E) Status update - November 2023 Expenditure Plans for FY22-23 balances Additional oppportunities to leverage Measure X funds to match external funding sources County Administration Sales Tax Consulting & Administrative Expense 65,000 200,000 265,000 140,695 124,305 485,000 750,000 180,712 569,288 Expenses for Measure X Sales Tax administration, analysis, and projections. A candidate has been selected for the new Measure X administrative support position added for FY23- 24, with an anticipated start date in January. N/A N/A County Administration SRVFPD Behavioral Health Crisis Response 740,200 740,200 - 740,200 - 740,200 - 740,200 The San Ramon Valley Fire Protection District completed behavioral health crisis response trainings for its staff and began program full implementation in 2023. The MOU was executed on October 31, 2023, and full reimbursement for the related expenses is expected upon invoicing and receipt of supporting documentation. Full expenditure is anticipated once billing is completed. No additional matching funds have been identified. Employment and Human ServicesChildren with Disabilities/Childcare Support 450,000 450,000 - 450,000 472,500 922,500 48,621 873,879 Executed agreement with First 5 Contra Costa, for $810,000, for services through April 2025, inclusion blue print report complete and implementation underway. Direct assistance to providers will consist of professional development sessions, incentive to maximize support for children with disabilities, on-site consultations, and development of an Inclusion Toolkit The full balance is encumbered in the contract, which ends in April 2025. No additional matching funds have been identified. Employment and Human ServicesCounty Youth Centers (two) 10,000,000 1,750,000 11,750,000 380,080 11,369,920 3,500,000 15,250,000 404,287 14,845,713 Completed two youth summits east and central County. Community engagements sessions ongoing in districts, 3, 4 & 5, both in-person and virtual. We are reserving $10,000,000 for 2 (two) Youth Center Facilities Development. On 11/28/23 BOS approved reallocating $4,306,713 for the third youth center. By the end of FY 23/24 we will expend the reamining $539,000 to date on salaries, contracts, services and supplies. There is $1,000,000 avalaible in WIOA Youth Funding Employment and Human ServicesDevelop Additional Childcare Providers 1,500,000 1,500,000 - 1,500,000 1,575,000 3,075,000 - 3,075,000 Employment and Human ServicesEarly Childhood Education/Childcare 4,000,000 4,000,000 - 4,000,000 4,200,000 8,200,000 - 8,200,000 Employment and Human ServicesFamily Navigators 584,000 584,000 99,357 484,643 788,200 1,372,200 172,553 1,199,647 Four Navigators hired. Two placed at Schools (De Jean middle school in Richmond and Oak Grove middle school in Concord), two are in training and will be deployed by November. Interviews pending for the fifth Navigator. FY 22/23 balance is $484,643. The fifth position was hired in November 2023. The team is now fully staffed, and the annual expenditure will total approximately $888k, leading to deficit spending of $99k compared to the annual budget. The FY 22/23 appropriation carryforward will supplement short run annual deficits, but the annual allocation will eventually need to be increased to fully fund the program. No additional matching funds have been identified. Employment and Human ServicesMaster Plan for Aging/Community Based Services 250,000 1,000,000 1,250,000 59,499 1,190,501 2,100,000 3,350,000 118,076 3,231,924 Collaborative Consulting continues as our Project Manager for developing the local Master Plan on Aging. They continue to gather community input and engage stakeholders to hear perspectives and ideas. They have begun work identifying measures to adopt and are conducting assessments of community organizations, capacities and capabilities. They are on track to begin development of the local playbook and will begin drafting for testing with key stakeholders in December 2023 will finalize for BOS approval in April 2024. FY 22/23 balance for the one time $250,000, is $190,501, which is encumbered in a contract with a term end date of June 30, 2024. The balance of the FY 22/23 $1,000,000 allocation is $1,000,000, which The Board of Supervisors (BOS) reallocated to the Youth Centers on November 28, 2023. The FY 23/24 allocation is $2,100,000 of which, $1,405,995 is encumbered in contracts, amendments and salary. On 11/28/23 BOS approved reallocating $694,005 for the third youth center. No additional matching funds have been identified. Employment and Human ServicesRefugee Resettlement Resources 1,000,000 1,000,000 175,918 824,082 - 1,000,000 175,918 824,082 Contract with Jewish Family Services extended through June 2024. FY 22/23 balance is $824,082, which is encumbered in a contract, with a term end date, of June 30, 2024. We are reserving the total amount of $824,082 for FY23/24. We project to spend the entire amount by the end of the FY 23/24. No additional matching funds have been identified. Health Services A3 Contra Costa Community Crisis Initiative 5,000,000 5,000,000 842,416 4,157,584 21,000,000 26,000,000 1,117,475 24,882,525 One-time funding: • Progress is being made on renovating 1034 Oak Grove as the A3 Wellness Campus. • Construction documents are complete, and the project is ready for permitting. • Issuance of the construction Notice to Proceed expected in spring of 2024. • Specialized equipment has been purchased • Negotiations are underway to integrate A3 and ConFire dispatch computer systems. • Call management software has been implemented, response workflows have been built into the Electronic Health Record, Epic, and data dashboard is under development. Ongoing Funding: • Call Center is operational. • Mobile Team expansions are continuing through ongoing hiring efforts. • Current hours of operation are 8:30 am to 12:30 am seven days per week. • Anticipate 24-hour coverage by December 2023 as more staff are hired. • Currently covering 137 8-hour shifts per week The one-time funding from FY22-23 will be used for the construction costs for the remodel of the Oak Grove site for the permanent home of the Miles Hall Call Center as well as other services such as an urgent care drop-in center and a peer respite center. Over $9.8 M were received in grants and federal earmarks that were used to fund expenditures related to the A3 Program. Health Services Contra Costa CARES 750,000 750,000 960,467 (210,467) 750,000 1,500,000 1,343,467 156,533 Contracts were amended with three community clinics to begin providing the new behavioral health services as of May 2022. Projections indicate that there will be approximately $156,000 left over in Measure X funds as of January 1, 2024. As of October 1, 2023, there were 3,131 CARES enrollees. Funds leftover from the FY22-23 were applied to the expenditures for the FY23-24 to ensure services continued. The balance from FY23-24 will be returned for reallocation.No additional matching funds have been identified. Health Services Contra Costa Regional Medical Center 40,000,000 40,000,000 40,000,000 - 42,000,000 82,000,000 50,500,000 31,500,000 Operationally, CCRMC continues to provide accessible, timely, and culturally responsive healthcare to our community’s most vulnerable population. This includes: •Maintaining access to exisƟng primary care, specialty care, ancillary services, and hospital services for all CCRMC empaneled patients. •RecruiƟng, training, and retaining new hires to maintain required staffing needed for ambulatory services and to maintain staffing ratios needed for hospital services. •MeeƟng the needs of the increasing number of paƟents entering our system of care. Obligated expenditures for on-going operational costs for the July 2022-September 2023 time period is $50.5 million. This amount represents the average annual cost of labor agreements through the 2025/26 Fiscal Year. Note: The Measure X funding is used exclusively to cover the on-going and increasing annual expense related to CNA and PDOCC MOU’s COLA. The funding has been "Obligated " meaning w a legal requirement exists to pay per the Board approved MOU. Given that the MOU’s cover numerous years and the COLA awards have a compounding interest impact the annual cost is not a constant . Obligated expenditures for on-going operational costs for the July -June 22/23 time period is $40 million. This amount represents the average annual cost of labor agreements through the 2025/26 Fiscal Year. No additional matching funds have been identified. Health Services EPSDT Leverage Fund/Children’s MH Services 3,250,000 3,250,000 2,277,576 972,424 - 3,250,000 2,277,576 972,424 The county utilized Measure X funds as match to fund the COLA for Early and Periodic Screening Diagnostic and Treatment (EPSDT) providers in the fiscal year 22-23. A 10% COLA was effective July 1, 2022 (increase in rates and contract payment limit). The remaining balance will be used as a revolving fund to continue to draw down match dollars for these services. With these funds, we will continue to draw down match dollars with a 1:1 match. EHSD is finalizing contract execution with CoCo Kids, Inc. estimated November 2023. FY 22/23 balance is $1,500,000. We released an RFI and selected a vendor. We are in contract negotations. The contract term will end July 2025 and the contract amount will encompass the FY 22/23 balance and the FY 23/24 allocation. No additional matching funds have been identified. Measure X - Project Status Report Page 3 of 5 Agency Measure X Allocations One-Time (A) FY22-23 (B) FY22-23 Cumulative Total Expenditures Through FY22-23 FY22-23 Cumulative Balance FY23-24 Allocated with COLA (C) Total Allocated to Date (D = A+B+C) Total Actual Expenditures (E) Balance (D-E) Status update - November 2023 Expenditure Plans for FY22-23 balances Additional oppportunities to leverage Measure X funds to match external funding sources Health Services CCRMC Capital Projects 80,000,000 80,000,000 1,209,088 78,790,912 - 80,000,000 1,209,088 78,790,912 To responsibly spend Measure X allocations, CCRMC had to go through a master planning process to fully understand the nature of current and future needs, as well as to create a vision for construction that upgrade interior seismic protections, building cost increases related to inflation and supply chain issues, and staging area concerns for the campus and surrounding community and unify the vision for the CCRMC campus. The master planning process analyzed patient volume growth and conservatively shows significant increases in space needs over the next ten years. Construction scenarios were developed and presented at CCRMC JCC in September 2023. Updates: •Parking - Needs across the campus were analyzed, showing a net increase of 425 spaces required to meet current and short-term patient, campus growth estimates and regulatory requirements. •IntervenƟonal Radiology - CCRMC has preliminarily engaged with addiƟonal specialized physician staffing while obtaining quotes for equipment for a new Interventional Radiology Suite. Equipment will be selected and submitted for purchase after a master plan option is selected. •Planning for the Public Health Laboratory is on schedule. •Psychiatric Emergency Services (PES) - Master planning analysis idenƟfied a need for approximately 19,000 sq ft of space, which far exceeds the proposed 3,000-foot remodel to the current PES. •Along with the PES expansion, master planning analysis has revealed a current state need for an additional 20 inpatient psychiatric beds. •Finally, an addiƟonal benefit of master planning was determining the specific structural and non-structural seismic updates to some campus infrastructure required to meet state law in 2030 with a detailed report due to the state's Health Care Access and Information (HCAI), formerly known as OSPHD, by January 1, 2024. In summary, the master planning process has been extensive and detailed, and has raised issues that require decisions to be made about the sizing of buildings for clinical services, the phasing of construction, and about the additional resources needed to meet 2030 seismic requirements and strategic initiatives. CCRMC will continue to review the forthcoming analysis provided by our design firm consultants over the next 4 months and will provide options for the BOS to consider through our Joint Conference Committee. The remaining funds will be used for the capital projects on the Martinez campus funds.We received $2.5 M in federal funds for the contruction of the Public Health Lab. Health Services Permanent Supportive Housing (Net of Match)5,200,000 5,200,000 - 5,200,000 - 5,200,000 - 5,200,000 Demolition began September 8, 2022, for the El Portal Micro-housing Project, located in San Pablo, which will provide 54 units of Micro-housing (~200 sq ft) for homeless single adults with disabilities. Construction is expected to be completed in FY23/24. Original Measure X proposal was for two supportive housing sites prior to notification of all state funding opportunities, timelines, and matching requirements beyond Homekey grant funds. Brookside Single Residency Occupancy housing remains a viable second project and we are seeking other sources of matching funds rather than Measure X funding. These remaining funds will be used for the construction costs for the El Portal project.We have secured $16 M in HomeKey funds by using the Measure X funds as a match. Library Library Building Improvements 4,000,000 4,000,000 4,000,000 - 4,000,000 210,108 3,789,892 Library staff are continuing to work closely with Public Works staff to coordinate and prioritize deferred maintenance projects. Antioch Library: The HVAC work was completed in May of 2023, the roof is scheduled to be replaced in Spring of 2024, the feasibility study and cost estimate for the electrical and lighting upgrade is complete and a design proposal is pending for the options that were chosen. Kensington Library: The HVAC feasibility study and cost estimate was completed in August 2023 and a design proposal is being reviewed for the options chosen. Pinole Library: lighting and electrical upgrade studies and cost estimates completed in August 2023 and the design contract was awarded in September 2023 for the options that were chosen. With the approved electrical upgrades, design for the new HVAC system has re-started. HVAC studies are complete and final estimates are being generated. The HVAC and roof replacement will be done at the same time. Due to supply chain issues, the best estimate for when the actual construction will begin is October of 2025. Ygnacio Valley Library: work requests have been submitted to request feasibility and cost estimates for a new roof and lighting and electrical upgrades. Continued delivery of capital projectes for deferred maintenance. No additional matching funds have been identified. Library Library Literacy Program 200,000 200,000 200,000 210,000 410,000 147,869 262,131 The early literacy outreach program, The Rolling Reader, will launch on Wednesday November 15th, 2023 at 2:00 p.m. at the Monument Crisis Center. The all-electric van will provide mobile, early literacy services to the following socio-economically disadvantaged communities: Antioch, Bay Point, Bethel Island, Byron, Concord, El Sobrante, Knightsen, Monument Corridor in Concord, North Richmond, Oakley, Pinole, Pittsburg, Rodeo and San Pablo. An offer for the second position (changed to Driver Clerk from Library Assistant-Journey) is pending depending on the outcome of references checks. The balance will be used to purchase children's books to give away to Rolling Reader visitors so they can build their home libraries. Funds will also be used to purchase educational kits for children to take home with them. No additional matching funds have been identified. Library Startup Costs for the Library Foundation 50,000 - 50,000 50,000 - 50,000 5,382 44,618 The Library Foundation of Contra Costa (LFCC) is now a fully tax-exempt 501(c)3 non- profit organization that is no longer under the fiscal sponsorship of Ed Fund West. Their website is now live and accepting donations at: libraryfoundationcontracosta.org. Measure X funds spent to date have gone towards filing fees, website development/domain fees, and administrative and accounting tools. The Board of the LFCC has expanded to 7 seats with 6 of them filled: Nicole Gemmer, Chair; Rachel Rosekind, Vice Chair; Michael Fischer, Secretary; Susan Hildreth, Treasurer; Katherine Bracken, member; Tommy Smith, member. The board is focusing their recruitment efforts in east county for the 7th seat. Their plans for the remainder of the Measure X funds are to engage the services of a consultant to provide fundraising support, tools, and training. "Remaining funds will be used to engage the professional services of a fundraising consultant to: •Provide expertise in different types of fundraising campaigns and help set clear objectives, metrics, and deliverables for success (e.g., capital, annual, specific appeal) •Provide guidance regarding fundraising tools and plaƞorms and help with implementation; develop training aterials and/or modules that can be shared or utilized across library support group ecosystem •Create a plan to deliver success across all fundraising prioriƟes, including the best strategy for meeting donation targets on an annual cycle" No additional matching funds have been identified. Measure X - Project Status Report Page 4 of 5 Agency Measure X Allocations One-Time (A) FY22-23 (B) FY22-23 Cumulative Total Expenditures Through FY22-23 FY22-23 Cumulative Balance FY23-24 Allocated with COLA (C) Total Allocated to Date (D = A+B+C) Total Actual Expenditures (E) Balance (D-E) Status update - November 2023 Expenditure Plans for FY22-23 balances Additional oppportunities to leverage Measure X funds to match external funding sources Probation Community Based Restorative Justice 2,000,000 - 2,000,000 - 2,000,000 - 2,000,000 86,625 1,913,375 Probation awarded Rane Community Development, Inc. a contract in March/April 2023 in the amount of $467,000 for a period of 2 years to project manage and conduct a Needs Assessment for the launch of the Restorative Justice Initiative. In July - Sept. 2023, RaneCD, and its research partner (subcontractor) Bright Research Group, have hosted start-up planning meetings with Probation leadership; presented project updates to the Racial Justice Oversight Body and the Community Advisory Board for AB 109 Public Realignment, including attending 9 community meetings which resulted in a landscape analysis; conducted 12 key informant interviews with county education, law enforcement, and justice partner leadership, WCCUSD and Antioch USD district administration, and CBO executive leadership; and finally prepared a literature review of best practices. On Sept. 26, 2023, Probation hosted a Restorative Justice Stakeholder Workshop to learn from stakeholders' experiences with restorative justice practices and programming throughout the county and identify opportunities and challenges with further embedding these practices within local systems and in the community. Approximately 45 attendees were present to engage in an interactive work planning session held at the RYSE Community Center. Immediately following, Probation released a community survey (translated in English and Spanish) to gather feedback and input from county residents. Of the one-time $2M allocation to the Probation Department, $467,000 is currently committed from July 1, 2023 through June 30, 2025 per contract award to Rane Community Development, Inc. for project management/consulting services over two years. $86,625 of the $467,000 are actual expenditures to date from July 1, 2023 – Oct 31, 2023, leaving a remaining contract balance of $380,375 to be spent down by June 30, 2025. The remaining allocated balance of $1,533,000 will be utilized as RFP for services upon completion of project design phase (between January 2024 – March/April 2024). The Probation Department plans to procure services for the total balance amount of $1,533,000 starting July 1, 2024 over a multi-year contract period, presumably 2-3 years. No additional matching funds have been identified. Public Defender Stand Together Contra Costa - - - - - 829,000 829,000 3,427 825,573 Stand Together Contra Costa is funded through a combination of General Fund, AB109, and Measure X funding. Although only one of the five new Measure X funded positions has been filled to date, existing staff continue to provide critical immigration due process legal services and community engagement while we work closely with HR to finalize the recruitments for the remainder of the new Measure X funded positions. N/A No additional matching funds have been identified. Public Works Climate Sustainability-Sustainability Trust - 2,500,000 2,500,000 288,518 2,211,482 2,625,000 5,125,000 288,518 4,836,482 Over 140 ports (EV plugs) are planned across 15 county-owned sites for design and construction in FY 22/23 and 23/24. A total of 59 ports are under construction as of Q1, FY23/24. Another 33 ports have been submitted for permitting. A remaining 45+ ports are in the design phase. An estimated 66 ports will be completed by December 2023, with another 26 ports completed by January 2024. Staff are planning a minimum of 1 100kW DC Fast Chargers at the Waterbird Fueling Station and investigating the feasibility of 2 fast chargers. Continued delivery of capital projects. No additional matching funds have been identified. Public Works County Facilities Deferred Maintenance 3,750,000 - 3,750,000 49,602 3,700,398 - 3,750,000 49,602 3,700,398 Electrical panel inspections and maintenance were performed at EHSD facilities located at 4545 Delta Fair and 151 Linus Pauling Drive. No additional electrical panel deferred maintenance necessary at this time. Design in progress for emergency generator installation at 30 Douglas Drive, DoIT ($750k project estimate). PW is working with DOIT to determine an appropriate location for the new generator. Design is 80% complete and pending identifying final installation location. Load studies are in progress at 50 Douglas Drive, EHSD, to determine the appropriate size for a new emergency generator ($750k project estimate). Data collection as part of the study has been extended due to the existing solar array installed at this location to ensure accurate usage data over peak months. Data collection to resume until January 2024. The proper generator equipment sizing will be based on that analysis. A feasibility study was conducted for replacing the entire HVAC system at 4549 Delta Fair, EHSD ($3.2 million project estimate). Equipment lead times and increased material costs identified by the study have re-directed Public Works to consider component upgrades vs. the entire system replacement. Continued delivery of capital projects. No additional matching funds have been identified. Sheriff-Coroner Body Worn and In-Car Cameras 720,000 1,841,000 2,561,000 1,501,568 1,059,432 1,933,050 4,494,050 2,020,952 2,473,098 All BWC cameras were issued to staff with end-user training during the Advanced Officer Training cycle. Managers were issued BWCs during the Manager Training Day. BWC cameras will be issued to new sworn employees as they are hired. 170 fleet cameras were installed. The total actual expenditures to date include the Axon contract, purchase of equipment to support the network requirements, and the salary and benefits costs for two Sheriff's Specialists and one Director. $339,432 unspent salaries and benefits from FY22-23 available for reappropriationto the Measure X unallocated pool. $223,140 remaining balance of one-time budgeted funding retained to purchase supporting and consumable equipment. Projected purchases include additional network switches ($176,324), fleet cradlepoints ($TBD), BWC consumables ($7,500), single bay docks ($4,780), SWAT deployment cameras ($2,500), and additional user licences ($27,155). No additional opportunities to leverage Measure X funds to match external funding sources. In 2021, the Office of the Sheriff requested Community Project Funding from Congressman DeSaulnier's Office for initial equipment purchases for the BWC project. The project was not selected for funding. Matching grant opportunities to sustain annual costs of the 10-year Axon contract and ongoing salaries and benefits are not feasible. Totals 136,895,200 78,150,000 215,045,200 61,304,081 153,741,119 113,496,500 328,541,700 77,573,358 250,968,342 Measure X - Project Status Report Page 5 of 5 Measure X project proposals - 9/19/23 Attachment A Department Title Total requests New funding requests Repurpose existing funds Description Funding type Animal Services Contra Costa County Pet Health Initiative Pilot Program 3,819,000$ 3,819,000$ Three-year pilot with $1.273M annual budget, including $350k for spay/neuter grants, $252k (2 FTE) for animal enrichment, $126k (1 FTE) for shelter intervention, $30k for community outreach, $155k for dog training program, $220k for mobile clinic vaccine and microchipping events, and $140k for pet retention grants One-time Child Support Services Improving Outcomes for Children 475,000$ 475,000$ Add and equip 4 FTE Child Support Specialist Fiscal Analysts to create two mobile teams to provide child support services within libraries Ongoing ConFire Training Facility and 9-1-1 Emergency Communications/EOC 27,000,000$ 27,000,000$ $10M for the new San Ramon Valley Fire Protection District (SRVFPD) Communications & Emergency Operations Center (EOC) to serve as a backup emergency communications center for all of Contra Costa County, and $17M for a new SRVFPD fire training facility.One-time ConFire EBRCS Radio Infrastructure and Fire Station Alerting 11,300,000$ 11,300,000$ $5.7M replacement of end-of-life handheld and mobile radios as well as $5.6M full replacement of end-of-life fire station alerting systems for Con Fire and other agencies One-time County Clerk - Recorder / Elections Mapping Prejudice Project 50,000$ 50,000$ Partnering with University of Minnesota’s Mapping Prejudice Project and National Park Service to identify, map, and redact illegal, restrictive local covenants related to race One-time County Clerk - Recorder / Elections Diversity, Equity, and Inclusion in Democracy Initiative 400,000$ 400,000$ Add 2 bilingual DEI specialist positions to increase voter education, engagement, and turnout Ongoing County Clerk - Recorder / Elections Full-time security at Clerk-Recorder- Elections facilities 100,000$ 100,000$ Security for 555 Escobar Street in Martinez and the nearby Elections Operation Center on Marina Vista Ongoing District Attorney Underserved and Unserved Survivors Support Program (UUSSP)1,300,194$ 1,300,194$ Three-year Pilot requesting $435,340/yr to provide crucial safety net services to victims of unsolved shootings in the county. Funds 3 FTE victim witness advocates to provide 1) Crisis Intervention and Safety Planning; 2) Counseling; 3) Increased Community Outreach; plus 4) Emergency Financial Assistance for victims’/survivors’ immediate safety needs. One-time District Attorney Pilot Program - Auto-Focused Crime Elimination (ACE) Task Force 500,000$ 500,000$ Three-year Pilot requesting funding for a leased commercial space and necessary equipment for task force members to reduce motor vehicle theft in the county One-time District Attorney Healing and Justice for Underserved Survivors of Labor Trafficking 497,585$ 497,585$ Adds 2 FTE to the County and 1 contracted FTE to enhance investigations and provide specialized advocacy; plus targeted outreach, staff training, and contracted civil legal services for victims of labor trafficking Ongoing District Attorney Political Corruption 107,810$ 107,810$ Add 1 FTE Senior Inspector position to investigate political corruption throughout Contra Costa County (replaces temp FTE)Ongoing Employment and Human Services Youth Centers - Site identification and development for a 3rd center 5,000,000$ 5,000,000$ One-time capital costs to create a youth center for District 3. One-time Page 1 of 2 Department Title Total requests New funding requests Repurpose existing funds Description Funding type Employment and Human Services Youth Centers - Ongoing operations for 3rd center 1,837,500$ 1,837,500$ Add operating budget for a third youth center in District 3. Measure X currently provides funding to two centers, one in District 4 and another to be shared in Districts 3 and 5.Ongoing Library Department Increasing Library Capacity to Serve Low- Income Communities 1,500,000$ 1,500,000$ Add 15 FTE to increase library services, wifi hotspots, community outreach in underserved communities Ongoing Public Works County Parks Maintenance and Operations and Recreation 1,000,000$ 1,000,000$ Fund capital needs in areas of the County that do not have sufficient funding for proper park maintenance and the establishment of a larger, County-wide Parks and Recreation program.Ongoing Office of the Sheriff Information and Intelligence Unit 1,209,268$ 1,209,268$ Add 4 FTE to improve data analysis and reporting Ongoing 56,096,357$ 49,258,857$ 6,837,500$ Page 2 of 2 MXCAB funding recommendations -Final Nov.29,2023 Measure X Community Advisory Board Funding Priority Recommendations to the Board of Supervisors November 29,2023 Introduction The Measure X Community Advisory Board (MXCAB)believes in giving people an opportunity and the resources to live lives of dignity,meaning,and positivity.We also believe that Measure X funds should support,empower,and robustly resource the most vulnerable and impacted members of our community. MXCAB is committed to uplifting Measure X’s intent to protect vulnerable populations and support critical safety net services.The priority funding we recommend below is based on local needs identified during several community input sessions,Bay Area Equity Atlas reporting,and other qualitative and quantitative data. Measure X provides a direct portal to greater equity of services and outcomes for all county residents and an opportunity to address and redress some of the massive gaps and disparities—both their causes and effects—in our region’s healthcare,education,housing, public safety,economic,and environmental sectors,among others.As an instrument of transitional justice,equity-focused investments address historical,pervasive,and ongoing racism to lay the groundwork for a more fair,just,and humane society.Our commitment to equity recognizes situatedness,relationships,and context,i.e.,that we are all positioned differently with respect to resources,institutions,systems,and structures. Thousands of people living in Contra Costa are in dire need of food,housing,and healing from direct harm caused by public institutions and an imposed scarcity of resources.The most basic necessities—for nourishment,shelter,and connection—are not being met.This deprivation and devastation is disproportionately impacting Contra Costa County ’s Black,Indigenous,Persons of Color (BIPOC)community,low-income residents,children,and seniors.In recognition of this vital fact,based on research and data,and in deference to our community members’lived experiences,MXCAB’s recommendations for this current round of funding are intended to prioritize the needs,voices,and experiences of those most harmed by systemic,structural, institutional,and interpersonal racism;those most vulnerable to economic exploitation, instability,and volatility;and those most prone to social and political marginalization. 1 MXCAB funding recommendations -Final Nov.29,2023 Our recommendations also elevate the principles and values that have guided MXCAB’s work over the past two and half years.These principles and values include: 1.Shared responsibility to practice core values of equity,justice,inclusion,compassion 2.Importance of a strong safety net 3.Address prevention as well as current system gaps 4.Actively seek transformational ideas 5.Leverage other funding sources 6.Resident point of view:Interconnected and intersectional solutions rather than turf and silos 7.Name inequities and disparities,and those most harmed by them (especially anti-Black racism) 8.Economic opportunity and equity are at the heart of our work 9.Create a culture of inclusion,welcoming,and belonging After six public meetings dedicated to gathering community input and articulating our decision-making process,and after hearing testimony from more than 170 members of the public,the Measure X Community Advisory Board is compelled to bring to the attention of the Board of Supervisors how deeply our community is hurting.Accordingly,we have prioritized the following core areas to purposefully ameliorate this pain: ●The African American Holistic Wellness and Resource Hub ●Food security ●Mental health services ●Guaranteed income ●Services for older adults and disabled residents ●Services for LGBTQI+residents Methodology and Timeline for Developing Recommendations Public Meetings At our July 19th meeting,MXCAB began the process of developing recommendations for the $4.67M (which later increased to $5,602,737 at the Nov.28,2023 Board of Supervisors meeting)in unallocated Measure X funds.At that meeting,MXCAB members asked Chair Mariana Moore to email the Board of Supervisors to request that each of them hold community forums in their respective districts on the new Measure X funds available for allocation and that the Board or County Administrator's Office send an additional memo to county departments 2 MXCAB funding recommendations -Final Nov.29,2023 reminding them to consider MXCAB's vision and operating principles when developing their proposals. At the July 19th MXCAB meeting,there was one public comment and 22 virtual participants. At the MXCAB meeting on August 16th Chair Moore reviewed the process and timeline to create and submit funding recommendations to the Board of Supervisors,integrate community outreach,and consider previous MXCAB funding recommendations and processes.Public input on emerging and current unmet community needs was invited and received by 20 members of the public.Most individuals supported funding related to the African American Holistic Wellness and Resource Hub and children's services,including mental health,tutoring,child care, parent engagement,and transitional age youth.76 members of the public were virtual participants. Because of the abbreviated timeline for public solicitation,MXCAB scheduled a special meeting on September 5th to receive additional input from community members and stakeholders. Public comment on emerging and current unmet community needs was received by 27 members of the public.Most comments supported funding related to mental health services, specifically early childhood mental health;senior services;food insecurity;the African American Holistic Wellness and Resource Hub;and LGBTQI+services.At that meeting,there were 68 virtual participants. Additional community outreach was invited by Supervisor John Gioia at a hybrid town hall meeting in Richmond on September 14th.Forty-five members of the public from all areas of the county spoke,and most advocated for services for the LGBTQI+community,early childhood mental health support,and affordable housing opportunities. At the regularly scheduled meeting on September 20th,Chair Moore provided updates on input received to date from residents [See Community Needs Tracker summary,which charted community input provided through September 14],community stakeholders,and county leaders on funding priorities.MXCAB members discussed potential criteria and processes for determining funding recommendations.Five members of the public spoke,all supporting allocation of available Measure X funds to address food insecurity. At its October 18th meeting,MXCAB reviewed data on current trends,emerging needs,and growing disparities in Contra Costa County,including a January 2023 analysis by Bay Area Equity Atlas.MXCAB's summary of resident/stakeholder input on unmet community needs,and a list of Measure X funding requests submitted by County departments.MXCAB also continued to 3 MXCAB funding recommendations -Final Nov.29,2023 discuss potential criteria and processes to determine priority recommendations for the Board of Supervisors. Potential criteria included: ●Honoring unfunded MXCAB recommendations from 2021 ●Aligning with input from residents and stakeholders during the most recent community input process ●Benefiting residents most harmed and marginalized by racial and economic inequities ●Meeting an urgent,emergent,or ongoing need that has intensified since 2021 ●Promoting innovation and flexibility An initial open-ended MXCAB member poll was conducted to identify each member's top three funding priorities.Poll results were reviewed and 29 members of the public provided public comment.Most of the comments advocated funding wellness programs for African-Americans, food insecurity programs,and senior services. Prior to their November 15th meeting,MXCAB members were polled a second time,utilizing categories based on the results of the first poll,and asked to identify their top five funding priorities.The results of this second poll,which was structured as a forced choice and weighted poll,were shared at the meeting.Nineteen MXCAB members participated in the poll (poll results included). Approximately 25 members of the public,including approximately 15 youth,attended the meeting in person,and two others spoke via Zoom.We were deeply moved by their testimony, particularly by the young people who raised their voices.Youth are vastly underrepresented in official civic spaces;their compelling pleas for an African American Holistic Wellness and Resource Hub,for a place to belong and resources for healing and affirmation,profoundly shaped our ensuing discussion and the consolidation of MXCAB’s recommendations. MXCAB also received approximately 30 emails requesting funding for specific projects.Twenty of them advocated funding the African American Holistic Wellness and Resource Hub,and five requested funding for library services.An additional 40 emails were sent to the Board of Supervisors stating the necessity for an African American Holistic Wellness and Resource Hub, all of which were forwarded to MXCAB. At this meeting,MXCAB members also discussed the impact of receiving direction from County staff about a potential conflict with the use of the term “African American”as applied to the title and service scope of the African American Holistic Wellness and Resource Hub,due to 4 MXCAB funding recommendations -Final Nov.29,2023 Proposition 209 constraints.It was later clarified to the Board of Supervisors that these legal constraints were not relevant to MXCAB’s deliberations,and Supervisor Gioia attended the MXCAB meeting to acknowledge and apologize for the harm caused by the County’s error. At the special meeting held on November 29,MXCAB members received public comment from 21 community members,all focused on the African American Holistic Wellness and Resource Hub and services for seniors and disabled residents. MXCAB’s Recommended Funding Priorities In this current funding round,MXCAB’s goal was to assess the county ’s existing landscape of social welfare and networks of collective care in an effort to explore and expose what has changed and/or emerged since MXCAB’s initial recommendations made to the Board of Supervisors in 2021.Over the past several months,MXCAB members have listened and deliberated,reflected and reimagined.We have heard directly from diverse county residents and stakeholders who have graciously and bravely shared their stories and expertise.Behind the data that routinely expose the outcomes of disparate resourcing and deliberate divestment are stories—stories shared,uniquely and in a collective chorus,by our community.These stories clearly and unequivocally highlight the ongoing harms caused by racial disparities,collective trauma,social isolation,emotional pain,and economic struggle that affect a significant portion of our county ’s population,and affect some residents in disproportionate measure to others. Exclusions,harms,prejudices,and disparities are interpersonal,societal,systemic,and institutional;they cut across varied dimensions of human experience with singular and yet unified impact.Relative to the scale and scope of needs,the current pot of Measure X funds is quite small.In adhering to our core principles and attuning to our community’s input,we have focused on how best to use this money to build a more equitable and care-centered county. This means not only allocating toward areas of greatest need but also focusing on investments where Measure X funds can make the greatest impact and benefit community members in intersectional ways.The issues MXCAB identified as top priorities affect our youth and our seniors,individual lives and community well-being,mental health and economic security.They encompass the full spectrum of human life and human needs. Our intent in making these recommendations is to earn the trust of communities most harmed in our county and restore hope,power,and resources to them. 5 MXCAB funding recommendations -Final Nov.29,2023 MXCAB Funding Recommendations After much discussion and deliberation,MXCAB recommends that the Board of Supervisors prioritize the following funding recommendations (listed in priority order): 1.African American Holistic Wellness and Resource Hub 2.Programs to address food insecurity 3.Mental health services for the following priority populations:children ages 0-5, school-aged children ages 6-18,young adults up to age 26,and LGBTQI+residents 4.Guaranteed income pilot programs 5.Services for seniors and disabled residents that are aligned with the priorities identified in the County ’s Master Plan on Aging needs assessment process 6.Capacity-building grants for community-based organizations (including tax-exempt and fiscally-sponsored),prioritizing but not limited to organizations founded and based in East Contra Costa Following are brief descriptions of each of the six funding priorities listed above. 1.African American Holistic Wellness and Resource Hub One person’s harm is another person’s responsibility;we bear shared responsibility for shared suffering.The issues uplifted by our African American community are not those of an aggrieved minority—they are fundamental issues of justice.MXCAB members collectively believe that the County has a deep responsibility for creating the conditions to foster more just relationships and sustainable pathways to repair and regeneration. The African American Holistic Wellness and Resource Hub will provide culturally responsive and essential safety net services to a disproportionately impacted and significantly vulnerable population.Cities across Contra Costa,including Concord,Pittsburg,Antioch,and others,have seen large growth in their African American and Latino communities.(See An Equity Profile of the Five-County San Francisco Bay Area Region,p.22).Communities of color face significant health and economic challenges.Nearly one in four U.S.-born Black residents,and more than one in five Native Americans in the Bay Area,live below the poverty level,as compared with one in 15 U.S.-born white residents.Black residents are nearly four times as likely as their white counterparts to be in poverty.(See An Equity Profile of the Five-County San Francisco Bay Area Region,pp.63 and 42).Based on the data,the populations that most need the African American Holistic Wellness and Resource Hub are growing significantly in Contra Costa County, particularly East County.The compelling stories powerfully and passionately shared by many 6 MXCAB funding recommendations -Final Nov.29,2023 Antioch and East County community members with lived experience elevated the urgency of funding this critical African American Holistic Wellness and Resource Hub.For this reason, MXCAB specifically recommends that Measure X funding be designated to create an African American Holistic Wellness and Resource Hub in East Contra Costa,with the understanding that the Hub will be open to residents countywide. We received in-person,virtual,and written testimony from middle and high schoolers,parents, grandparents,and church members about the necessity and importance of establishing an African American Holistic Wellness and Resource Hub.This Measure X funding clearly benefits the residents most harmed and marginalized by racial and economic inequities. The Board of Supervisors demonstrated through past funding decisions that equity in action, healthy communities,and welcoming and safe communities are Measure X goal areas.The African American Wellness and Resource Hub fits squarely within all of them.However,the Board of Supervisors did not allocate funding to this cause in the first round of funding in 2021. MXCAB requests that the Board of Supervisors fund the establishment of the Hub as a top priority in the current round of Measure X funding,with funding commencing immediately directed to existing,on-the-ground community organizations in Antioch and East County that serve this population and can address urgent needs.In other words,we do not want to see funding delayed while awaiting completion of the current feasibility process.The needs are present,palpable,and urgent,and we must meet them now by providing additional resources to those who are already doing this critical care work.MXCAB also recommends that the Board of Supervisors provide additional dedicated funding over the next several funding cycles to bring this vital project to full fruition. 2.Programs to address food insecurity Food is a basic human need.MXCAB received in-person and virtual testimony from those with lived experience regarding the dire level of food insecurity affecting so many county residents, including seniors,working adults,and children.Public testimony highlighted that since the pandemic,more people are now utilizing food banks and food distribution programs,even while funding has become increasingly scarce due to the end of federal Covid relief funds. Programs that address food insecurity align with all five goal areas previously identified by the Board of Supervisors,which include mental well-being,equity in action,healthy communities, intergenerational thriving,and welcoming and safe communities. (https://www.contracosta.ca.gov/8530/Measure-X).In addition to affecting psychological and emotional well-being,food insecurity is often linked to and exacerbated by economic 7 MXCAB funding recommendations -Final Nov.29,2023 vulnerability.It is worth noting that seniors comprise one of the most vulnerable populations and fastest-growing populations in the County,and MXCAB received significant public testimony regarding support for senior services.The County cannot have healthy,welcoming,and safe communities if all residents do not have access to food.Funding programs to address food insecurity is funding crucial safety net services and protecting vulnerable populations.This funding meets an urgent,emergent,and ongoing need that has intensified since 2021. 3.Mental health services for the following priority populations:children ages 0-5, school-aged children ages 6-18,young adults up to age 26,and LGBTQI+residents Children ages 0-5:Early childhood services were explicitly named in the Measure X ballot language,in recognition of the importance of investing in preventative programs and upstream solutions.Additionally,mental health services for children,especially for those ages 0-5,was an unfunded area from the original 2021 MXCAB recommendations. The need for these services has grown exponentially in the last two years.Early mental health interventions mitigate stresses on children and families and help prevent issues from compounding as children grow older.These services provide young children,families,and caregivers with concrete skills and practical strategies to stay healthy and foster positive relationships. Across the county,there are significant unmet needs for early childhood mental health services. For young children to thrive,counties and communities must support their social-emotional health and that of the adults in their lives.During the community input process,many stakeholders emphasized the urgent need for funding community-based early childhood mental health supports,including counseling,support groups,screenings,home visiting,consultations for child care providers and more. School-aged children and adolescents (ages 6-18):The importance of accessible mental health services for school-age children and adolescents was also voiced during the MXCAB community input process.Mental health issues have skyrocketed since the pandemic,and this is a critical area to intervene to promote wellness,belonging,and stability for our youth,amidst significant gaps and disparities in school-based mental health supports. Young adults up to age 26:Young people have been experiencing increased symptoms of anxiety and depression since the onset of the pandemic,especially in African-American and Latino communities.Young adults are living with stress,anxiety,and depression,exacerbated by family hardships and uncertainty about their future.Systemic injustices,including the 8 MXCAB funding recommendations -Final Nov.29,2023 disproportionate engagement of Black and Brown youth and young adults in the carceral system,deeply impact the need for mental health services for this population.The disproportionate impact of Covid on these populations has both created and heightened mental health challenges.Culturally responsive,community-provided mental health services can help young adults chart a clearer path to a thriving future. The best way to ensure young adults are not incarcerated is to improve our schools;increase access to healthcare,including mental health;strengthen social networks;and expand economic opportunity.Young adults who don’t receive preventative mental health services often become part of the school to prison pipeline.According to the Contra Costa County Racial Justice Coalition’s Services not Cells 2017 report,the detention of people with mental illness is a national crisis.Young adults with severe mental illness disproportionately suffer from homelessness,unemployment,lack of health insurance,substance abuse,and arrest.Although the vast majority of people experiencing mental illness are not violent,when they are detained, they suffer irreparable harms and often endure longer sentences than people who do not experience mental illness. LGBTQI+residents:A report by the National Institutes of Health found that,due to stigma and discrimination,LGBTQI+people experience poorer mental health outcomes than heterosexual and cisgender community members.Testimony provided to MXCAB by the Rainbow Community Center emphasized that the growth in the number of hate crimes targeting LGBTQI+residents, added to an already-hostile environment experienced in the workplace,schools,and other community spaces,has led to an unprecedented and rapidly increasing number of LGBTQI+ residents seeking mental health support from trusted,community-based organizations. 4.Guaranteed income pilot programs Guaranteed income consists of unconditional,unrestricted cash payments distributed to a defined population for a set period of time.Payments made to participants typically range from $300 to $1,800 a month for periods of six months to three years.Pilots,which now number in the hundreds,have focused specifically on Black mothers,foster youth,unhoused or unstably housed individuals and families,students,formerly incarcerated individuals,and economically marginalized individuals in specific catchment areas.These pilots have explicitly referenced and attempted to ameliorate the effects of generational poverty,the trauma of racial discrimination, and the deliberate under-resourcing of low-income communities and those of Color. Guaranteed income addresses the inherent violence of poverty and the interface of barriers, vulnerabilities,harms,and negative outcomes that accrue with it.Economic security lays the 9 MXCAB funding recommendations -Final Nov.29,2023 groundwork for a healthy life and community:elevated well-being,safe and stable housing, strong family networks,food security and enhanced nutrition,pathways to better employment and educational outcomes,and an abundance of intangible rewards and reliefs.Guaranteed income is a critical intervention,but it is just one part of broader systemic changes that must happen to shift resources more robustly,swiftly,and consistently to points of need and channels of prevention. One of MXCAB’s goals is to support innovative and transformational ideas.Guaranteed income is equity-based,data-driven,and prevention-focused.It responds to the immediacy and urgency of residents’uplifted needs.Declining social mobility,widening income inequality,and rising living costs are impoverishing individuals,straining families,and fragmenting communities within our county.The pandemic widened existing inequities and created new ones,and our region’s recovery has been drastically uneven across population sectors,as evidenced by the Bay Area Equity Atlas’s January 2023 report to the Board of Supervisors. Data from dozens of guaranteed income pilots around the country,targeted toward diverse populations,show uniformly positive impacts on health,belonging,and self-worth,among other concrete achievements,like paying off debt,boosting savings,and securing better jobs. Aside from providing for people’s basic needs,these regular,unconditional payments are also building people up in other ways—through self-care;educational advancement;and time off from work to attend an interview for a better job,chaperone a child’s school field trip,or volunteer.Investing in and empowering individuals’economic security also helps to build stronger,more cohesive communities.We believe it is urgent and timely for Contra Costa County to invest Measure X funds to support additional guaranteed income pilot programs in our county. 5.Services for older adults and disabled residents MXCAB believes that to serve underserved populations,it is vital to focus on supporting the fastest growing segment of our population:older adults and people with disabilities.In 2010, the California Department of Finance released projections for age demographics in Contra Costa for the next fifty years.These numbers,coupled with the recent findings that the largest growing unhoused population in Contra Costa is older adults,make these investments imperative. 10 MXCAB funding recommendations -Final Nov.29,2023 California Department of Finance Age 50-Year Demographic Projections (2010) Total Population Increase Preschool Age (0-4) School Age (5-17) College Age (18-24) Working Age (25-64) Young Retirees (65-74) Mature Retirees (75-84) Seniors (85 &over) 54%41%25%54%38%125%198%299% In 2015,Contra Costa aging-and disability-focused nonprofits,government agencies,for-profit providers,and community members began to develop an Aging Policy Platform for Contra Costa County.That work culminated in a four-year plan,with a focus on services that allow everyone to age in place.The plan was presented to the Board of Supervisors,who adopted the recommended policy priorities and subsequently incorporated them into the County ’s state and Federal legislative platforms. In 2019,the Advisory Council on Aging (ACOA),in partnership with Choice in Aging,convened a broad array of aging and disability communities and service providers to begin working on a statewide Master Plan for Aging (MPA).In subsequent years,as the plan was being developed at the state level,the ACOA and Choice in Aging continued to bring together a range of stakeholders to help identify and prioritize the areas most important to our aging and disability community. Once the State’s Master Plan for Aging was released in January 2021,the Contra Costa Area Agency on Aging began working with the ACOA and Choice in Aging to assume leadership of the Master Plan for Aging ’s local implementation,including continuing to engage diverse stakeholders throughout the county.They were able to combine the analysis of stakeholder feedback with their four-year Area Plan and compile a comprehensive field of data to use for service gap identification and delivery mapping. Contra Costa MPA’s work is centered on equity and prioritization of the most historically underserved populations,coupled with a deep community engagement process,in alignment with MXCAB’s core values.The Aging &Adult Services Division is poised to distribute any newly allocated Measure X funding quickly to an existing provider network that is ready to meet already-identified critical needs. 11 MXCAB funding recommendations -Final Nov.29,2023 6.Capacity-building grants for community-based organizations (including tax-exempt 501c3s and those that are fiscally sponsored),prioritizing but not limited to organizations founded and based in East Contra Costa In numerous community settings,including Board of Supervisors meetings,the recent STRONG Funders convening in East County,and testimony provided by residents and stakeholders during MXCAB’s public input process,a recurring theme has been the need to build the capacity and resources of community organizations --including those with tax-exempt status,those that are fiscally sponsored,faith organizations,and other civic organizations --so that they can fund, sustain,amplify,and coordinate their work within high-priority local communities to achieve greater individual and collective impact for the populations that most need our support. MXCAB’s recommendation is to create a fund that will issue capacity-building and incubation grants directly to organizations that serve our priority communities.In contrast to the County ’s current Innovation Fund,this work should be informed and led by community residents from the most impacted communities,as described throughout this report. Prioritizing community-provided services On a final important note,MXCAB members strongly recommend that this current round of Measure X funds be allocated to work led by community-led organizations,rather than County departments.While we acknowledge and appreciate the County ’s vital role in providing services to residents,we believe that the first round of funding disproportionately prioritized County-provided services.The next round should focus on community-led and community-provided services,with a particular focus on organizations that are founded and based in local communities and that are led and staffed by people who represent the demographics and life experiences of the priority populations described above. Process Recommendations MXCAB members recognize the immense need for community-defined,community-centered, community-led pathways to healing and wellness.Through these recommendations,we aspire to create and sustain a culture of repair by building and maintaining institutional accountability. Making such a cultural shift entails requesting that the County enact a deliberately-designed process that brings community directly into the spaces of decision-making,implementation, impact,and evaluation.In both allocation and dispensation,we strongly recommend that the community organizations and members who are already doing this work,often with little to no compensation,should lead and be funded for this work. 12 MXCAB funding recommendations -Final Nov.29,2023 We understand that the costs of the MXCAB-recommended programs will require the allocation of all of the limited funds available in this funding cycle.We have also learned that as we near the end of the fiscal year it is likely that additional Measure X funds will become available.It is with this information in mind that MXCAB would like to propose the following funding strategies: 1.Prioritize distributing Measure X funds quickly to address urgent current needs and ensure community-based organizations can launch and sustain their work. 2.Multi-year,strategic funding:Large and complex initiatives such as the African American Holistic Wellness and Resource Hub will benefit from an upfront commitment to funding various phases of planning and implementation work over the next several years.As Measure X monies become available,programs and services can be created or expanded to meet the community ’s evolving needs. 3.While the African American Holistic Wellness and Resource Hub is being developed, make small grants to existing community-and faith-based organizations that are already doing the work and can best define services that address system harms and racial disparities.Amplifying these efforts through increased funding will create more immediate impact for a greater number of people and feed into the success of the Hub once established.Community members testified that the greatest need for these services is in Antioch. 4.Responsible contracting practices:During the joint Board of Supervisors/MXCAB meeting on November 28,we heard compelling testimony from community-based organizations that were harmed by the County ’s incredibly slow contracting process. Specific examples include the Employment and Human Services Department ’s decision to shift Measure X funds from the prior funding round out of Older Adult services and into a proposed third youth center;senior-serving organizations expressed frustration that the entire fiscal year went by with no opportunity to apply for the allocated Measure X funds.In addition to harming the fiscal well-being of community-based organizations,these process challenges also hamper mission delivery,and most importantly,harm the ability of residents to get the services they need,deserve,and are paying for with their tax dollars. 5.Community input from County advisory bodies:MXCAB recommends that the Board of Supervisors require departments to inform and consult with their relevant advisory bodies on program design for key initiatives and before proposing a reallocation of Measure X funds to the Board of Supervisors.As an example,members of the Advisory Council on Aging testified that they were completely unaware of the Employment and Human Services Department ’s plan to shift $1.7 million in Measure X funds from the prior round from senior services to a third planned youth center. 13 MXCAB funding recommendations -Final Nov.29,2023 6.Prioritize people over capital projects.MXCAB members feel strongly that the spirit and intent of Measure X is not to simply back-fill County needs.As stated in our Vision and Operating Principles,MXCAB members --and the hundreds of community members who have shared their hopes,needs,and expertise with us --believe that Measure X funds should be strategically prioritized to address the needs of those who are most vulnerable in our community and who have been most harmed by persistent system injustices,including racial and economic discrimination.While we recognize that infrastructure improvements are often critical to maintaining services and expanding their delivery capacity,we feel strongly that this should not come at the expense of prioritizing human needs and investments. MXCAB members understand the complex financial landscape of our large County and the many demands on limited funds.We recognize that County departments have come before the Board of Supervisors with requests that exceed the current Measure X funding available for new programs and projects and for improvements to current operations.We acknowledge that you have difficult decisions before you. As you determine how Measure X dollars are to be spent in this funding cycle,we respectfully ask that you consider prioritizing programs and services that address the intent of the voters who agreed to pay an additional sales tax and reflect the landscape of community needs and input shared over the past few months.County residents have spoken at community meetings and sent written correspondence asking that their tax dollars be spent to ensure that residents in our community are not harmed by racism and other forms of discrimination,do not go to bed hungry,and do not suffer emotional anguish.Please act on their appeals and fund MXCAB’s recommendations.Thank you. Attachments: ●MXCAB member poll #1 results summary ●MXCAB member poll #2 results summary ●Community needs tracker (summary of public comment) ●Summarizing the State of Equity in Contra Costa County (Bay Area Equity Atlas,January 2023) ●An Equity Profile of the Five-County San Francisco Region (PolicyLink,2017) 14 Measure X Priorities Poll #2 Results - 11/15/23 Priority #1 Total Priorities Summary Totals African American holistic wellness hub 12 African American holistic wellness hub 24 East Bay Radio Communications System 1 Food insecurity 12 Food insecurity 2 Guaranteed income pilot program 8 Guaranteed income pilot program 2 Mental health services for children ages 0-5 8 Mental health services for children ages 0-5 2 Mental health services - school-age children/adolescents 7 Grand Total 19 Mental health services - LGBTQ+5 Supportive housing for unhoused residents 5 Priority #2 Total Fire Training Facility & Emergency Communications Center 4 African American holistic wellness hub 6 Capacity building for community-based organizations (CBOs)3 Fire Training Facility & Emergency Communications Center 1 Mental health services - transition-age youth 3 Food insecurity 3 Services for seniors - food insecurity 3 Guaranteed income pilot program 1 Services for seniors - general 3 Mental health services - school-age children/adolescents 4 Mental health services - older adults 2 Mental health services for children ages 0-5 3 Services for youth 2 Services in East County 1 Services in East County 2 Grand Total 19 East Bay Radio Communications System 1 Other: Mental health support for Asian Pacific Islander residents 1 Priority #3 Total Services for seniors - legal services 1 African American holistic wellness hub 3 Spay/neuter services 1 Capacity building for community-based organizations (CBOs)1 Grand Total 95 Fire Training Facility & Emergency Communications Center 1 Food insecurity 3 Guaranteed income pilot program 2 Mental health services - older adults 1 Mental health services - school-age children/adolescents 2 Mental health services for children ages 0-5 1 Services for seniors - food insecurity 2 Services for seniors - general 1 Spay/neuter services 1 Supportive housing for unhoused residents 1 Grand Total 19 Priority #4 Total African American holistic wellness hub 1 Fire Training Facility & Emergency Communications Center 2 Food insecurity 3 Guaranteed income pilot program 2 Mental health services - LGBTQ+3 Mental health services - older adults 1 Mental health services - transition-age youth 1 Mental health services for children ages 0-5 1 Other: Mental health support for Asian Pacific Islander residents 1 Services for seniors - legal services 1 Services for youth 1 Services in East County 1 Supportive housing for unhoused residents 1 Grand Total 19 Priority #5 Total African American holistic wellness hub 2 Capacity building for community-based organizations (CBOs)2 Food insecurity 1 Guaranteed income pilot program 1 Mental health services - LGBTQ+2 Mental health services - school-age children/adolescents 1 Mental health services - transition-age youth 2 Mental health services for children ages 0-5 1 Services for seniors - food insecurity 1 Services for seniors - general 2 Services for youth 1 Supportive housing for unhoused residents 3 Grand Total 19 Measure X Community Advisory Board - Polling Results for Priorities, 10/18/23 Priority categories Total Mental health (4)13 Mental health - Children (8) Mental health - LGBTQ (1) Food insecurity 8 African American Wellness 6 Guaranteed income 6 Senior services (2)4 Senior services - Housing support (1) Senior services - Legal (1) Early childhood services 2 CBO capacity building 1 East Bay Radio Communications System 1 East County services 1 Fire Training Facility and Emergency Communications Center 1 Healthy communities 1 Intergenerational thriving 1 LGBTQ services 1 Spay/neuter services 1 Supportive Housing 1 Wellness programs 1 Workforce development 1 Youth services 1 Grand Total 51 MXCAB community needs tracker - Fall 2023 110/12/2023 Meeting Date *MXCAB goal areas. Many address multiple goals; see goals listed at bottom of column Specific focus of need/request Speaker **Aligns with MXCAB Operating Principles Addresses immediate needs/ gaps Evidence of community interest/ need? (# of speakers) Addresses inequities & disparities Prevention focused Region(s) of County served Demographic population(s) served Notes MXCAB - 9/5/23 Equity in action 1, 5 AAPI Coalition Vy Vo 1 x 3 x x Full County AAPI Focus needs to be on vulnerable communities; hate speech Sup. Gioia 9/14/23 Equity in action 1,5 AAPI community’s health and needs Sary Tatapour 1 x 3 x x Full County AAPI Able Community Development Foundation &the Asian Pacific Islander Coalition/Stop the Hate MXCAB - 9/5/23 Equity in action 3 AAPI health study Sary Tatapour 1 x 3 x x Full County AAPI 100k in county. Matching state grant 200k/2yeard MXCAB - 9/5/23 Equity in action 1,5 African American Holistic Wellness Phil Arnold 4 x 12 x x East County AA 40 Voices Campaign MXCAB- 9/5/23 Equity in action1,5 African American Holistic Wellness Hub Jeralynn Brown- Blueford 4 x 12 x x East County 7]Urgent & unmet need MXCAB 9/5/23 Equity in action 1,5 African American Holistic Wellness Hub Stephanie Taddeo 4 x 12 x x East County AA Adultification of Black children MXCAB 9/5/23 Equity in action 1,5 African American Holistic Wellness Hub Alphonso Edwards 4 x 12 x x East County AA Support 40 Voices MXCAB 8/16/23 Mental well-being 2,5 African American Holistic Wellness Hub Elder Desiree Rushing 4 x 12 x x East County AA Trauma, pain and shock from abuse by police MXCAB 8/16/23 Mental well-being 2,5 African American Holistic Wellness Hub Jeralyyn Brown- Bluford 4 x 12 x x East County AA Place of hope and safety to gather, learn, and help one another MXCAB 9/5/23 Mental well-being 2,5 African American Holistic Wellness Hub Barbara Howard 4 x 12 x x East County AA Remember to listen to the community with an open heart MXCAB - 9/5/23 Equity in action 1,5 African American Holistic Wellness Hub-NAMI Wanda Johnson 4 x 12 x x East County AA AA’s are 9% of CCC population, but make up 41% of incarcerated youth. MXCAB 8/16/23 Mental well-being 2,5 African American Wellness Hub Stephanie Taddeo 4 x 12 x x East County AA Need a fully funded center not just $80k for feasibility study. MXCAB 8/16/23 Mental well-being 2,5 African American Wellness Hub Barbara Howard 4 x 12 x x East County AA Stand up for people who can’t speak for ourselves (seniors, children), people most harmed. MXCAB 8/16/23 Mental well-being 2,5 African American Wellness Hub Wanda Johnson 4 x 12 x x East County AA Mental health issues - AAs are more affected MXCAB 8/16/23 Mental well-being 2,5 African American Wellness Hub Phil Arnold 4 x 12 x x East County AA A very real idea that can greatly benefit our community. Sup. Gioia 9/14/23 Healthy Communities Animal Services- reduce animal euthanasia Bara Sapir 3 x 4 Full County Animals Need more funding for more spay and neuter. Sup. Gioia 9/14/23 Healthy Communities Animal Services T – Central County resident 3 x 4 Full County Animals Allocate $10 million for 2024 for Animal Services. MXCAB community needs tracker - Fall 2023 210/12/2023 Meeting Date *MXCAB goal areas. Many address multiple goals; see goals listed at bottom of column Specific focus of need/request Speaker **Aligns with MXCAB Operating Principles Addresses immediate needs/ gaps Evidence of community interest/ need? (# of speakers) Addresses inequities & disparities Prevention focused Region(s) of County served Demographic population(s) served Notes Sup. Gioia 9/14/23 Healthy Communities Animal Services- spay/neuter programs Therese Breen 3 x 4 Full County Animals People for Animal Advocacy and Welfare Sup. Gioia 9/14/23 Healthy Communities Animal Services- spay/neuter programs Malu 3 x 4 Full County Animals More support for animal services and spay/neuter Sup. Gioia 9/14/23 Equity in action Ballot disclosures Carol Weed 1 2 x Full County Voters Use funds to pay to better inform voters about ballot initiatives Sup. Gioia 9/14/23 Equity in action Ballot measure supporters/oppone nts to be listed Renee Zeimer 1 2 x Full County Voters Economic Opportunity Council. Support more transparency to voters. MXCAB 8/16/23 BJC- unfunded MXCAB recommendations Sara Gurdian 1 1 Full County 23 unfunded priorities from MX 2021 funding cycle MXCAB 8/16/23 Intergenerational thriving Black Parent Resource Center Zelon Harrison 2 x 1 x x West County AA Parents Pregnant women and children up to 5 years old Sup. Gioia 9/14/23 Equity in action Black Women and Girls Support Jim Becker 2 x 1 x x West County Women and Girls Richmond Community Foundation Priority Sup. Gioia 9/14/23 Mental Well-Being Early Childhood Mental Health Judy Bendix 3 x 12 x x Full County Children Funding cuts Sup. Gioia 9/14/23 Mental Well-Being Early Childhood Mental Health Christine Rottger 3 x 12 x x Full County Children Greater support for Children’s Mental Health services. Sup. Gioia 9/14/23 Mental Well-Being Early Childhood Mental Health Jeff Sloan 3 x 12 x x Full County Children Greater needs for mental health. MXCAB 8/16/23 Mental well-being Early Childhood Mental Health CoCo Kids Margaret Wicker-Jacobs 3 x 12 x x Full County Children Need early child mental health services for children. MXCAB - 9/5/23 Mental well-being Early Childhood Mental Health CoCo Kids John Jones 3 x 12 x x Full County Children Early Intervention is key MXCAB 8/16/23 Mental well-being Early Childhood Mental Health First 5 Camilla Rand 3 x 12 x x Full County Children Pandemic exacerbated mental health needs, trauma, adverse early experiences. MXCAB - 9/5/23 Mental well-being Early Childhood Mental Health First 5 Camilla Rand 3 x 12 x x Full County Children 10,000 children have unmet mental health need MXCAB 9/5/23 Mental well-being Early Childhood Mental Health La Concordia Wellness Center Dr. Fernandez 3 x 12 x x Full County Children In process of expanding to early childhood mental health Sup. Gioia 9/14/23 Mental Well-Being Early Childhood Mental Health program Samantha Watson-Alvarado 3 x 12 x x Full County Children Recent cuts will impact services MXCAB community needs tracker - Fall 2023 310/12/2023 Meeting Date *MXCAB goal areas. Many address multiple goals; see goals listed at bottom of column Specific focus of need/request Speaker **Aligns with MXCAB Operating Principles Addresses immediate needs/ gaps Evidence of community interest/ need? (# of speakers) Addresses inequities & disparities Prevention focused Region(s) of County served Demographic population(s) served Notes Sup. Gioia 9/14/23 Mental Well-Being Early Childhood Mental Health Services Wanda Davis 3 x 12 x x Full County Children First 5 Contra Costa. Sup. Gioia 9/14/23 Mental Well-Being Early Childhood Mental health services Roxanne Bellotti 3 x 12 x x Full County Children Therapist for We Care Services MXCAB 8/16/23 Mental well-being Early Childhood Mental Health We Care Kelly Ransom 3 x 12 x x Full County Children Early childhood mental health services were a high priority recommendation by MXCAB yet was not funded in the original round by BOS. MXCAB 8/16/23 Mental well-being Family Support Center COPE Natasha Paddock 3 1 x Full County All Counseling, support groups and home visiting services Sup. Gioia 9/14/23 Healthy Communities 2 Food Insecurity White Pony Express Becky Coburn 2 x 14 x Full County All More funding for food insecurity programs MXCAB - 9/20/23 Healthy Communities 2 Food Insecurity Food Bank of Solano & CCC Keva Dean 2 x 14 x Full County All 60% of food served at the Food Bank is fruits, veggies, proteins. MXCAB 9/5/23 Equity in action 3 Food Insecurity Loaves & Fishes Jeanette Kennedy 2 x 14 x Full County All Expand # partners in program MXCAB 8/16/23 Equity in action 3 Food Insecurity Loaves & Fishes Jeanette Kennedy 2 x 14 x Full County All Four-fold increase in demand since pandemic started and it’s challenging to keep up with the demand MXCAB 9/20/23 Healthy Communities 2 Food Insecurity Loaves & Fishes Tina 2 x 14 x Full County All Dining room manager. Food security; hot meals MXCAB - 9/20/23 Healthy Communities 2 Food Insecurity Loaves & Fishes Nick 2 x 14 x Full County All 1 in 6 residents of Contra Costa is food insecure. 1 in 5 children are food insecure. 35% of residents who are unhoused have a full-time job. MXCAB 9/20/23 Healthy Communities 2 Food Insecurity Loaves & Fishes Janette Kennedy 2 x 14 x Full County All Hot meal costs $2.08 per person. Loaves & Fishes is the only organization in Contra Costa serving hot meals MXCAB - 9/20/23 Healthy Communities 2 Food Insecurity Loaves & Fishes Brittany 2 x 14 x Full County All American Cancer Center- important for all cancer patients to have access to nutritious food. Sup. Gioia 9/14/23 Intergenerational thriving 3 Food Insecurity Loaves & Fishes Nick Wilson 2 x 14 x Full County All 1 in 5 children are food insecure Sup. Gioia 9/14/23 Healthy Communities 2 Food Insecurity Loaves a& Fishes Janette Kennedy 2 x 14 x Full County All Funding for food insecurity issues MXCAB 8/16/23 Intergenerational thriving 3 Food Insecurity Meals on Wheels Diablo Region Caitlin Sly 2 x 14 x Full County All Increased needs older adults, housing,food, transportation MXCAB community needs tracker - Fall 2023 410/12/2023 Meeting Date *MXCAB goal areas. Many address multiple goals; see goals listed at bottom of column Specific focus of need/request Speaker **Aligns with MXCAB Operating Principles Addresses immediate needs/ gaps Evidence of community interest/ need? (# of speakers) Addresses inequities & disparities Prevention focused Region(s) of County served Demographic population(s) served Notes MXCAB 9/5/23 Intergenerational thriving 3 Food Insecurity Meals on Wheels Diablo Region Caitlin Sly 2 x 14 x Full County All Growing needs of older adults in our community. Sup. Gioia 9/14/23 Healthy Communities 2 Food Insecurity Solano/CCC Food Bank Jennifer Costa /Kim Castenada 2 x 14 x Full County All With Federal funds for food cut, we need more local funding.MXCAB - 9/5/23 Intergenerational thriving 3 Food Insecurity White Pony Express Eve Birge 2 x 14 x Full County All Food insecurity - provide access to healthy, nutritious meals MXCAB 8/16/23 Equity in action Guaranteed Income Keva Dean 8 x 5 x x Full County All Intersectionality across homelessness, hunger, and constant stress among children. MXCAB 8/16/23 Equity in action Guaranteed income Sherina Criswell 8 x 5 x x Full County All Aged out foster care kids (18- 26) homeless MXCAB 8/16/23 Equity in action Guaranteed Income pilot Reshonda Trammel 8 x 5 x x Full County All Homelessness people need housing. MXCAB - 9/5/23 Equity in action Guaranteed income pilot Lauren Dalbert 8 x 5 x x Full County All CCC’s unincorporated areas -s uffer from higher unemployment, food insecurity,homelessness, MXCAB - 9/5/23 Intergenerational thriving Guaranteed income Richmond Com on Aging Michelle Hayes 8 x 5 x x Full County All Poverty was 4th leading cause of death Sup. Gioia 9/14/23 Healthy Communities Health Asthma Home Visiting Program J.J. – LifeLong Medical Care 2 x 2 x Full County People with asthma Support for Asthma Home Visiting Program. Sup. Gioia 9/14/23 Healthy Communities 2 Healthcare for those who do not qualify for Medi-Cal Max Perrey 2 x 2 x x Full County All Aliados Health (Community Clinic Consortium of Contra Costa) Sup. Gioia 9/14/23 Healthy Communities 2 Housing - affordable housing Andrew Becker 2 x 8 x x East County All Care Association and Re- Imagining Antioch Sup. Gioia 9/14/23 Healthy Communities 2 Housing Affordable and transitional Meemee Khine 2 x 8 x x West County Lao Lao Family Community Development Sup. Gioia 9/14/23 Healthy Communities 2 Housing Affordable home ownership Jim Becker 2 x 8 x x West County All Richmond Community Foundation Priority MXCAB - 9/5/23 Healthy Communities 2 Housing Consortium of East Bay Francyne Hari 2 x 8 x x Full County All Provide housing and ensure people can sustain their housing Sup. Gioia 9/14/23 Healthy Communities 2 Housing Highly affordable small units Kyndelle J.2 x 8 x x West County All Base Building Coordinator for Richmond Land Housing MXCAB - 9/5/23 Healthy Communities 2 Housing Resources for Community Development Courtney Pal 2 x 8 x x Full County All Rental assistance,rehab of affordable housing,Interim housing programs Sup. Gioia 9/14/23 Healthy Communities 2 Housing Transitional Miguel Dwin 2 x 8 x x Full County All Transitional home for people coming out of incarceration. MXCAB community needs tracker - Fall 2023 510/12/2023 Meeting Date *MXCAB goal areas. Many address multiple goals; see goals listed at bottom of column Specific focus of need/request Speaker **Aligns with MXCAB Operating Principles Addresses immediate needs/ gaps Evidence of community interest/ need? (# of speakers) Addresses inequities & disparities Prevention focused Region(s) of County served Demographic population(s) served Notes Sup. Gioia 9/14/23 Healthy Communities 2 Housing-Homeless issues and affordable housing Jackie Lowery 2 x 8 x x Full County All Hope Solutions Wraparound services needed MXCAB - 9/5/23 Healthy Communities Innovation Fund Getting Ahead Barbara Hunt 4 x 2 x x Full County All Getting Ahead program - participants develop their own plan to get ahead in a supportive group MXCAB 8/16/23 Healthy Communities Innovation Fund St. Vincent de Paul Barbara Hunt 4 2 x x Full County All Intensive introspection and study re: how to move themselves out of poverty. Sup. Gioia 9/14/23 Equity in Action 1 LGBTQ+Rainbow Community Center Jorge Chamorro 7 x 13 x x Full County Intersectional LGBTQI+ Support LGBTQ+ services. Sup. Gioia 9/14/23 Mental Well-Being 2 LGBTQI+ Mental health services Christopher Holden 7 x 13 x x Full County Intersectional LGBTQI+ Rainbow Community Center- only LGBTQ+ center in CCC Sup. Gioia 9/14/23 Equity in Action 1 LGBTQI+ Rainbow Community Center Dee Vieira 7 x 13 x x Full County Intersectional LGBTQI+ Allocate money to Rainbow Community Center. Sup. Gioia 9/14/23 Equity in Action 1.3 LGBTQI+Rainbow Community Center Gretchen Burgess 7 x 13 x x Full County Intersectional LGBTQI+ Funding for mental health, HIV education and prevention, housing, food for queer population. Sup. Gioia 9/14/23 Equity in Action 1 LGBTQI+Rainbow Community Center Johanna Meyer- Mitchell 7 x 13 x x Full County Intersectional LGBTQI+ Support for LGBTQ+ population. Sup. Gioia 9/14/23 Equity in Action 1 LGBTQI+Rainbow Community Center Kirwan McHarry 7 x 13 x x Full County Intersectional LGBTQI+ Kaiser Permanente transgender advisory committee Sup. Gioia 9/14/23 Equity in Action 1 LGBTQI+Rainbow Community Center Christina Zaldana 7 x 13 x x Full County Intersectional LGBTQI+ Funding for LGBTQ+ services and food pantry services Sup. Gioia 9/14/23 Equity in Action 1 LGBTQI+Rainbow Community Center Dana Johnson 7 x 13 x x Full County Intersectional LGBTQI+ LGBTQ+ services – youth housing program Sup. Gioia 9/14/23 Equity in Action 1 LGBTQI+Rainbow Community Center Jonathan Lee 7 x 13 x x Full County Intersectional LGBTQI+ More funding for LGBTQ+ services. Sup. Gioia 9/14/23 Equity in Action 1 LGBTQI+Rainbow Community Center Christian Aguirre 7 x 13 x x Full County Intersectional LGBTQI+ RCC serves over 600 people per year including people of color. MXCAB - 9/5/23 Equity in action 1 ,3 LGBTQI+Rainbow Community Center HIV education Christian Aguirre 7 x 13 x x Full County Intersectional LGBTQI+ Increase in # cases in seniors (60+) & youth (14-18) especially communities of color (Latinx and Black) MXCAB - 9/5/23 Equity in action 1, 3 LGBTQI+Rainbow Community Center HIV prevention Jorge Chamorro 7 x 13 x x Full County Intersectional LGBTQI+ HIV prevention - work with various cities. Youth, seniors MXCAB community needs tracker - Fall 2023 610/12/2023 Meeting Date *MXCAB goal areas. Many address multiple goals; see goals listed at bottom of column Specific focus of need/request Speaker **Aligns with MXCAB Operating Principles Addresses immediate needs/ gaps Evidence of community interest/ need? (# of speakers) Addresses inequities & disparities Prevention focused Region(s) of County served Demographic population(s) served Notes MXCAB - 9/5/23 Equity in action 1,3 LGBTQI+RCC youth housing program Dana Johnson 7 x 13 x x Richmond Intersectional LGBTQI+ Wraparound services for different marginalized groups - intersection w/ BIPOC Sup. Gioia 9/14/23 Equity in Action Parent Education- address achievement gap Hank Roberts 3 x 2 x x Full County AA Calif NAACP Education Committee and Parent Engagement Initiative MXCAB 8/16/23 Intergenerational thriving Parent Engagement NAACP state education committee Hank Roberts 3 x 2 x x Full County AA To grow parent power and improve outcomes around attendance, academics, and behavior. Sup. Gioia 9/14/23 Healthy Communities Re--entry population Shantina Jackson- Romero 8 x 2 x x Full County Formerly incarerated More funding for the formerly incarcerated – helping them with housing, training, etc. Sup. Gioia 9/14/23 Healthy Communities Re-entry and justice impacted population support Nicole Green 8 x 2 x x Full County Formerly incarerated Housing, pre post release, employment, substance abuse, mental health MXCAB - 9/5/23 Mental well-being 3 Recovery House- tech-based John Dante 4 x 1 x x Full County Substance Use Disorder Recovery from addiction; homelessness, crime MXCAB - 9/5/23 Intergenerational thriving Senior Legal Services Matt Hulse 2 x 5 x x Full County Seniors Funding in US for seniors is not enough Sup. Gioia 9/14/23 Healthy Communities 4 Senior services, food programs, animal services Claudia Madiro 2 x 5 x x Full County Seniors More funding Sup. Gioia 9/14/23 Healthy Communities 4 Seniors Adult Education services Paul Mansingh 1 x 5 x x West County Seniors West County Adult Education MXCAB - 9/5/23 Intergenerational thriving 3 Seniors Empowered Aging Susannah Meyer 1 x 5 x x Full County Seniors Advocate for quality of life, protect against exploitation Sup. Gioia 9/14/23 Intergenerational thriving 1, 3 Seniors Older adult education program WCCCUSD Leslie Reckle 1 x 5 x x Full County Seniors Older adult loneliness and isolation is a serious problem. Sup. Gioia 9/14/23 Equity in Action Workforce services for the most vulnerable Gloribel Pastrano 8 x 2 x x Full County All Rubicon Services , services for smaller and mid size businesses to hire local Sup. Gioia 9/14/23 Healthy Communities 2 Workforce training for low income job seekers Brianna Robinson 8 x 2 x x Full County All Opportunity Junction MXCAB 8/16/23 Mental well-being 3 YES Nature to Neighborhoods Angelica Delgado 7 x 1 x x Richmond Those most harmed by war on drugs Prioritize funding to help families in communities disproportionately harmed by war on drugs MXCAB - 9/5/23 Equity in action 5 Youth aging out of foster care Rina Criswell 7 x 1 x x Full County All Small grassroots orgs deserve support MXCAB community needs tracker - Fall 2023 710/12/2023 Meeting Date *MXCAB goal areas. Many address multiple goals; see goals listed at bottom of column Specific focus of need/request Speaker **Aligns with MXCAB Operating Principles Addresses immediate needs/ gaps Evidence of community interest/ need? (# of speakers) Addresses inequities & disparities Prevention focused Region(s) of County served Demographic population(s) served Notes * 5 GOAL AREAS: **MXCAB Operating Principles 1. Mental Well-being 2. Equity in Action 1.Shared responsibility to practice core values of equity, justice, inclusion, compassion3. Healthy Communities 4. Intergenerational Thriving 2.Importance of strong safety net 5. Welcome & Safe Community 3. Address prevention as well as current system gaps 4.Actively seek transformational ideas 5. Leverage other funding sources 6. Resident POV: Interconnected, intersectional vs. turf and silos 7. Name inequities & disparities, and those most harmed by them (especially anti-Black racism) 8. Economic opportunity and equity are at the heart of our work MXCAB community needs tracker - Fall 2023 810/12/2023 Meeting Date *MXCAB goal areas. Many address multiple goals; see goals listed at bottom of column Specific focus of need/request Speaker **Aligns with MXCAB Operating Principles Addresses immediate needs/ gaps Evidence of community interest/ need? (# of speakers) Addresses inequities & disparities Prevention focused Region(s) of County served Demographic population(s) served Notes 9. Create a culture of inclusion, welcoming, and belonging January 24, 2023 to the Contra Costa County Board of Supervisors by Ryan Fukumori, Ph.D., Senior Associate, PolicyLink Summarizing the State of EquityinContra Costa County How do we measure community health and wellbeing from an equity perspective? •Data snapshots from US Census & American Community Survey •Excerpts from our analytical reports and data tools (Bay Area Equity Atlas and National Equity Atlas) •Testimonials from Contra Costa County community members MAIN DATA SOURCES •Offer a high-level summary of equity concerns in Contra Costa County to inform Supervisors’ considerations re: budget allocation •Support government and community efforts to operationalize the county’s Office of Racial Equity and Social Justice in 2023 TODAY’S GOALS Bay Area Equity Atlas (bayareaequityatlas.org) A comprehensive data support system to track the state of equity across the region and equip community leaders with data to inform solutions for inclusive prosperity. •23 equity indicators for 272 geographies (cities, counties, Census tracts, etc.) •Policy solutions •Original demographic & socioeconomic research/analysis •Training •Data support for advocacy campaigns THREE KEY TRENDS #1 : THE ENDURING LEGACY of RACIAL EXCLUSIONDespite a more diverse population, significant racial disparities in housing have persisted in the County despite the enactment of fair housing laws in the 1960s. #2 : THE INEQUITABLE LANDSCAPE BEFORE COVID-19Existing housing, employment, and health disparities in Contra Costa County led to residents of color facing higher financial and health risks during, and after, the shelter-in-place order. #3 : ONGOING DISPARITIES IN COVID-19 RECOVERYResidents of color have been slower to financially recover from the COVID-19 pandemic, reinforcing if not worsening these longstanding inequities. TREND #1 : THE ENDURING LEGACY of RACIAL EXCLUSIONSince the 1960s, Contra Costa County has become more racially diverse. Percent of White Residents by Census Tract, 1960 –2020 (includes Hispanic/Latino residents who identify as white) Source: 1970 US Census & 2016-2020 American Community Survey Data, mapped on Social Explorer TREND #1 : THE ENDURING LEGACY of RACIAL EXCLUSIONHowever,major racial inequities have persisted in Contra Costa County since the Civil Rights Era. Source: 1970 US Census & 2016-2020 American Community Survey Data, via Social Explorer and IPUMS In 2020, 45%of all county residents living in families met HUD standards for low-income or very low-income status, vs. 59% of Black and 60% of Latino family household members. 40% 50% 60% 70% 1970 1980 1990 2000 2010 2020 Homeownership Rate in CCC by Decade All Residents Black Latino 0% 10% 20% 1970 1980 1990 2000 2010 2020 Poverty Rate in CCC by Decade All Residents Black Latino TREND #1 : THE ENDURING LEGACY of RACIAL EXCLUSIONContra Costa County is home to 5 of the 20 most segregated wealthy, white Census tracts* in the 9-County Bay Area, per a recent Bay Area Equity Atlas study. Source: Bay Area Equity Atlas, “One in 10 Bay Area Neighborhoods are Segregated Areas of White Wealth” (2022) *These neighborhoods make up parts of Orinda, Lafayette, and Alamo. TREND #2 : THE INEQUITABLE LANDSCAPE BEFORE COVID-19In the decades leading up to the COVID-19 pandemic, renters in Contra Costa County faced growing challenges with housing affordability. ALL MONETARY FIGURES WERE INFLATION ADJUSTED TO 2021 DOLLAR VALUES. Source: 2000 US Census & 2016-2020 American Community Survey Data, via Social Explorer •Between 2000 and 2020: o The county’s median rent increased by 42%, while the median household income for renters increased by just 11%. o The share of rent-burdened households* grew by 9 percentage points (41% to 50%). •Compared to white households, Black households were twice as likely to be overcrowded in 2020. Latino households were 8 times as likely to be overcrowded.** * Defined as spending more than 30% of income on rent and utilities.** Defined as more than one occupant per room in the unit, minus kitchens and bathrooms. It’s not fair that working people have to [struggle] for a roof over their head that is literally crumbling. EDITH PASTRANO, ALLIANCE of CALIFORNIANS for COMMUNITY EMPOWERMENT, to the EAST BAYTIMES(2022) TREND #2 : THE INEQUITABLE LANDSCAPE BEFORE COVID-19Income inequality in Contra Costa County has worsened over the past two generations. Since 1980, pay for the highest-wage workers has increased, while earned income has decreased for those with thelowest paying jobs. Source: ReWork the Bay Data Dashboards for Contra Costa County Earned Income Growth for Full-Time Workers inContraCostaCounty, 1980 -2019 TREND #2 : THE INEQUITABLE LANDSCAPE BEFORE COVID-19Prior to COVID-19, local residents of color were disproportionately represented in occupations that predisposed workers to COVID-19 risk. Contra Costa County Residents by Race/Ethnicity (2020 Data)% of Workforce in Service, Manufacturing, & Transportation % of Workforce in Business, Finance, STEM, and Arts Non-Hispanic White 18%55% Asian American 22%55% ALL RESIDENTS 26%46% Black 32%37% Native Hawaiian/Pacific Islander 37%26% Latino 41%25% American Indian/Alaskan Native 41%26% Source: 2016-2020 American Community Survey Data, via Social Explorer TREND #2 : THE INEQUITABLE LANDSCAPE BEFORE COVID-19Residents of color are concentrated in areas adjacent to the refineries, which elevate asthma rates. These respiratory disabilities can make COVID-19 more dangerous. Source: 2016-2020 American Community Survey Data, mapped on Social Explorer; Reina Rau, “Asthma rates near oil refineries and terminals in Contra Costa County” (2017) Percent of Nonwhite Residents by Census Tract, 2020 Pollution Burden by Census Tract, 2017 A few people in my family have respiratory issues. The elderly people in my family, my mom and my auntie –they can’t breathe and they’re always sick. BRANDY KHANSOUVONG, ASIAN PACIFIC ENVIRONMENTAL NETWORK & RICHMOND RESIDENT, to THE GUARDIAN (2022) TREND #3 : ONGOING DISPARITIES IN COVID-19 RECOVERYBlack and Latino residents in Contra Costa County died from COVID-19 at elevated rates before vaccines became widely accessible. Increased spread of the disease can also lead to increased levels of long COVID, which threatens to remove people from the workforce and imperil households dependent on the incomes of newly disabled family members. COVID-19 Cases and Deaths Relative to White Residents, Contra Costa County (Through December 2020) TREND #3 : ONGOING DISPARITIES IN COVID-19 RECOVERYThousandsofresidentsinContraCosta County still face rental debts incurred during the COVID-19 pandemic and eviction moratorium. Source: National Equity Atlas, ”Rent Debt in America” interactive dashboard (orig. 2021, updated Dec. 2022) We estimate that, as of December 2022: •There are 11,700 households in Contra Costa County that are behind on rent. •The cumulative rental debt totals $51.2 million,or an averageof$4,400 per household. •Roughly 6,600 children live in these households behind on their rent. For these families (and many others), surging inflation and the looming threat of a recession can only compound their ongoing financial burdens. Since tenants didn’t have lawyers, [landlord] stories became over-simplified, morally and legally, in ways that forced families from their homes. REV. MILLIE PHILLIPS, FAITH ALLIANCE for a MORAL ECONOMY, RECOUNTING THEIR EXPERIENCE AS AN EVICTION COURT OBSERVER IN CONTRA COSTA COUNTY (2022) TREND #3 : ONGOING DISPARITIES IN COVID-19 RECOVERYAcross the Bay Area, residents of color have been slower to recover financial losses from the pandemic, and still are likelier to struggle with meeting basic needs. Source: Bay Area Equity Atlas, ”Bay Area Recovery Tracker” interactive dashboard (2022) Percent of Bay Area Households Reporting Employment Income Loss (L) and Experiencing Food Insecurity (R), Aug. 2020 to Oct. 2 022 THREE KEY TAKEAWAYS Antidiscrimination and equal opportunity policies alone have not flattened the racial and class disparities present over the past 60 years. Advancing racial equity requires long-term commitment and explicit attention to the legacies of historical injury. Without equitable recovery efforts, the COVID-19 pandemic threatens to worsen generations-old racial wealth gaps. The pandemic must be a lesson about how future crises (earthquakes, fires, floods) could also exacerbate long-term inequities. Building equity demands robust data collection and tracking, including the sustainedinputofresidentswho have lived experiences navigating the systems, structures, and institutions we seek to make more equitable. Explore more data about our region on the Bay Area Equity Atlas at: http://bayareaequityatlas.org Questions? Contact me at: ryan@bayareaequityatlas.org Thank you! An Equity Profile of theFive-County San Francisco Bay Area Region2017 updated analyses and projections PolicyLink and PEREAn Equity Profile of the Five-County San Francisco Bay Area RegionEquity Profiles are products of a partnership between PolicyLink and PERE, the Program for Environmental and Regional Equity at the University of Southern California.The views expressed in this document are those of PolicyLink and PERE, and do not necessarily represent those of The San Francisco Foundation.2Table of contentsSummaryForewordIntroductionDemographicsEconomic vitalityReadinessConnectednessEconomic benefitsData and methods378142662758894 An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE3SummaryThe five-county San Francisco Bay Area region is already a majority people-of-color region, and communities of color will continue to drive growth and change into the foreseeable future. The region’s diversity is a tremendous economic asset – if people of color are fully included as workers, entrepreneurs, and innovators. But while the Bay Area economy is booming, rising inequality, stagnant wages, and persistent racial inequities place its long-term economic future at risk.In fact, closing racial gaps in income would boost the regional economy by nearly $138 billion. Equitable growth is the path to sustained economic prosperity. To build a Bay Area economy that works for all, regional leaders must commit to putting all residents on the path to economic security through strategies to grow good jobs, build capabilities, remove barriers, and expand opportunities for the people and places being left behind. PolicyLink and PEREAn Equity Profile of the Five-County San Francisco Bay Area Region4IndicatorsDemographics16Race/Ethnicity and Nativity, 201416Latino and Asian or Pacific Islander Populations by Ancestry, 201417Diversity Score in 2014: Largest 150 Metros Ranked18Racial/Ethnic Composition, 1980 to 201418Composition of Net Population Growth by Decade, 1980 to 201419Growth Rates of Major Racial/Ethnic Groups, 2000 to 201419Share of Net Growth in Latino and Asian or Pacific Islander (API) Population by Nativity, 2000 to 201420Percent Change in Population, 2000 to 201421Percent Change in People of Color by Census Block Group, 2000 to 2014 22Racial/Ethnic Composition by Census Block Group, 1990 and 201423Racial/Ethnic Composition, 1980 to 205024Racial Generation Gap: Percent People of Color (POC) by Age Group, 1980 to 201424Median Age by Race/Ethnicity, 201425The Racial Generation Gap in 2014: Largest 150 Metros RankedEconomic vitality28Cumulative Job Growth, 1979 to 201428Cumulative Growth in Real GRP, 1979 to 201429Unemployment Rate, 1990 to 201530Cumulative Growth in Jobs-to-Population Ratio, 1979 to 201431Labor Force Participation Rate by Race/Ethnicity, 1990 and 201431Unemployment Rate by Race/Ethnicity, 1990 to 201432Unemployment Rate by Race/Ethnicity, 201433Unemployment Rate by Census Tract, 201434Gini Coefficient, 1979 to 201435The Gini Coefficient in 2014: Largest 150 Metros Ranked36 Real Earned Income Growth for Full-Time Wage and Salary Workers Ages 25-64, 1979 to 201437Median Hourly Wage by Race/Ethnicity, 2000 and 201438Household by Income Level, 1979 and 201439Racial Composition of Middle-Class Households and All Households, 1979 and 201440Poverty Rate, 1980 to 201440Working-Poverty Rate, 1980 to 201441Working-Poverty Rate in 2014: Largest 150 Metros Ranked 42Poverty Rate by Race/Ethnicity and Nativity, 201442Working-Poverty Rate by Race/Ethnicity and Nativity, 2014 PolicyLink and PEREAn Equity Profile of the Five-County San Francisco Bay Area Region5IndicatorsEconomic vitality (continued)43Unemployment Rate by Educational Attainment and Race/Ethnicity, 201444Median Hourly Wage by Educational Attainment and Race/Ethnicity, 201445Unemployment Rate by Educational Attainment, Race/Ethnicity, and Gender, 201445Median Hourly Wage by Educational Attainment, Race/Ethnicity, and Gender, 201446Growth in Jobs and Earnings by Industry Wage Level, 1990 to 201547 Industries by Wage-Level Category in 1990 and 201548Industry Employment Projections, 2014 to 202449Occupations Employment Projections, 2014 to 202450Industry Strength Index52Occupation Opportunity Index55Occupation Opportunity Index: Occupations by Opportunity Level for Workers with a High School Diploma or Less56Occupation Opportunity Index: Occupations by Opportunity Level for Workers with More Than a High School Diploma but Less Than a Bachelor’s Degree57Occupation Opportunity Index: Occupations by Opportunity Level for Workers with a Bachelor’s Degree or Higher 58Opportunity Ranking of Occupations by Race/Ethnicity and Nativity, All Workers59Opportunity Ranking of Occupations by Race/Ethnicity and Nativity, Workers with Low Educational Attainment60Opportunity Ranking of Occupations by Race/Ethnicity and Nativity, Workers with Middle Educational Attainment61Opportunity Ranking of Occupations by Race/Ethnicity and Nativity, Workers with High Educational AttainmentReadiness64Educational Attainment by Race/Ethnicity, 201465Share of Working-Age Population with an Associate’s Degree or Higher by Race/Ethnicity and Nativity, 2014 and Projected Share of Jobs that Require an Associate’s Degree or Higher, 202066Percent of the Population with an Associate’s Degree or Higher in 2014: Largest 150 Metros Ranked67Asian or Pacific Islander Immigrants, Percent with an Associate’s Degree or Higher by Origin, 201467Latino Immigrants, Percent with an Associate’s Degree or Higher by Origin, 2014 PolicyLink and PEREAn Equity Profile of the Five-County San Francisco Bay Area Region6IndicatorsReadiness (continued)68Percent of 16- to 24-Year-Olds Not Enrolled in School and Without a High School Diploma, 1990 to 201469Disconnected Youth: 16- to 24-Year-Olds Not in Work or School, 1980 to 201470Percent of 16- to 24-Year-Olds Not in Work or School, 2014: Largest 150 Metros Ranked71Percent Living in Limited Supermarket Access Areas by Race/Ethnicity, 201472Poverty Composition of Food Environments, 201473Percent People of Color by Census Block Group and Limited Supermarket Access Block Groups, 201474Adult Overweight and Obesity Rates by Race/Ethnicity, 201274Adult Diabetes Rates by Race/Ethnicity, 201274Adult Asthma Rates by Race/Ethnicity, 2012Connectedness77Residential Segregation, 1980 to 201478Residential Segregation, 1990 and 2014, Measured by the Dissimilarity Index79Percent Population Below the Poverty Level by Census Tract, 201480Percent Using Public Transit by Annual Earnings and Race/Ethnicity and Nativity, 201480Percent of Households Without a Vehicle by Race/Ethnicity, 201481Means of Transportation to Work by Annual Earnings, 201482Percent of Households Without a Vehicle by Census Tract, 201483Average Travel Time to Work by Census Tract, 201484Share of Households that Are Rent Burdened, 2014: Largest 150 Metros Ranked85Renter Housing Burden by Race/Ethnicity, 201485Homeowner Housing Burden by Race/Ethnicity, 201486Low-Wage Jobs and Affordable Rental Housing by County, 201487Low-Wage Jobs, Affordable Rental Housing, and Jobs-Housing Ratios by County Economic benefits90Actual GDP and Estimated GDP Without Racial Gaps in Income, 201491Percentage Gain in Income with Racial Equity by Race/Ethnicity, 201492Gain in Average Income with Racial Equity by Race/Ethnicity, 201493Source of Gains in Income with Racial Equity By Race/Ethnicity, 2014 An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE7The 2017 Five-County San Francisco Bay Area Equity Profile is an update to the initial profile released two years ago. The revised profile includes the following changes.•Updated information on a wide variety of indicators from the 2014 five-year American Community Survey•Updated demographic projections that extend to 2050•More detail on immigrant and native-born residents•An updated analysis of access to healthy food•New industry and occupational projections for the region•An updated and more detailed analysis of the economic benefits of inclusionFor similar data on the nine-county Bay Area, please see the Nine-County San Francisco Bay Area Equity Profile. Advancing economic and racial equity is the defining challenge of our time. In the Bay Area, far too many of our families are being left behind, struggling to make ends meet, spending two-thirds of their income on housing and transportation alone. As a region, we are experiencing some of the greatest inequities in wealth and income in the nation. Our region is also the second most diverse in the country, and a microcosm of the nation’s future. Communities of color are already the majority in the Bay Area. Our diverse, growing population is a major asset that can only be fully realized when all communities have the resources and opportunities they need to participate, prosper, and reach their full potential. This Five-County San Francisco Bay Area Equity Profile adds to the growing body of research that finds that greater economic and racial inclusion fosters stronger economic growth and a more equitable region. When we are talking about innovation, when we are talking about making the economy work for families and children, we are talking about geography, race, and class. We must take bold steps to build pathways of opportunity for communities of color and those at the lowest rungs of the economic ladder in partnership with the public and private sectors. Our call to action is clear. When we innovate and create new models for economic growth here in the Bay Area, we are making change that will become a model for our nation. This work will take patience. It will take partnership. It will take fortitude. Now is the time to take action to achieve new models for economic growth.Fred BlackwellChief Executive OfficerThe San Francisco FoundationForeword An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE8Introduction An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE9OverviewAcross the country, regional planning organizations, local governments, community organizations and residents, funders, and policymakers are striving to put plans, policies, and programs in place that build healthier, more vibrant, more sustainable, and more equitable regions. Equity – fair and just inclusion into a society in which all can participate, prosper, and reach their full potential – is an essential element of the plans.Knowing how a region stands in terms of equity is a critical first step in planning for greater equity. To assist communities with that process, PolicyLink and the Program for Environmental and Regional Equity (PERE) developed an equity indicators framework that communities can use to understand and track the state of equity in their regions. IntroductionThis document presents an equity analysis of the five-county San Francisco Bay Area region. It was developed to help The San Francisco Foundation effectively address equity issues through its grantmaking for a more integrated and sustainable region. PolicyLink and PERE also hope this will be a useful tool for advocacy groups, elected officials, planners, and others. The data in this profile are drawn from a regional equity database that includes data for the largest 150 regions in the United States. This database incorporates hundreds of data points from public and private data sources including the U.S. Census Bureau, the U.S. Bureau of Labor Statistics, the Behavioral Risk Factor Surveillance System (BRFSS), and Woods & Poole Economics, Inc. See the "Data and methods" section of this profile for a detailed list of data sources. An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE10Defining the regionThroughout this profile and data analysis, the five-county Bay Area region is defined as the San Francisco-Oakland-Fremont Metropolitan Statistical Area, which includes Alameda, Contra Costa, Marin, San Francisco, and San Mateo counties. Unless otherwise noted, all data presented in the profile follow this five-county geography, which is sometimes referred to simply as the “Bay Area” or “five-county region.” Some exceptions due to lack of data availability are noted beneath the relevant figures. Information on data sources and methodology can be found in the “Data and methods” section beginning on page 94.Introduction An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE11Why equity matters nowIntroductionFor example: •More equitable regions experience stronger, more sustained growth.1•Regions with less segregation (by race and income) and lower income inequality have more upward mobility.2•The elimination of health disparities would lead to significant economic benefits from reductions in health-care spending and increased productivity.3•Companies with a diverse workforce achieve a better bottom line.4•A diverse population more easily connects to global markets.5•Less economic inequality results in better health outcomes for everyone.6The way forward is with an equity-driven growth model. To secure America’s health and prosperity, the nation must implement a new economic model based on equity, fairness, and opportunity. Leaders across all sectors must remove barriers to full participation, connect more people to opportunity, and invest in human potential.The face of America is changing. Our country’s population is rapidly diversifying. Already, more than half of all babies born in the United States are people of color. By 2030, the majority of young workers will be people of color. And by 2044, the United States will be a majority people-of-color nation.Yet racial and income inequality is high and persistent.Over the past several decades, long-standing inequities in income, wealth, health, and opportunity have reached unprecedented levels. Wages have stagnated for the majority of workers, inequality has skyrocketed, and many people of color face racial and geographic barriers to accessing economic opportunities.Racial and economic equity is necessary for economic growth and prosperity. Equity is an economic imperative as well as a moral one. Research shows that inclusion and diversity are win-win propositions for nations, regions, communities, and firms.Regions play a critical role in shifting to inclusive growth.Local communities are where strategies are being incubated to foster equitable growth: growing good jobs and new businesses while ensuring that all – including low-income people and people of color – can fully participate as workers, consumers, entrepreneurs, innovators, and leaders.1Manuel Pastor, “Cohesion and Competitiveness: Business Leadership for Regional Growth and Social Equity,” OECD Territorial Reviews, Competitive Cities in the Global Economy, Organisation For Economic Co-Operation And Development (OECD), 2006; Manuel Pastor and Chris Benner, “Been Down So Long: Weak-Market Cities and Regional Equity” in Retooling for Growth: Building a 21st Century Economy in America’s Older Industrial Areas (New York: American Assembly and Columbia University, 2008); Randall Eberts, George Erickcek, and Jack Kleinhenz, “Dashboard Indicators for the Northeast Ohio Economy: Prepared for the Fund for Our Economic Future” (Cleveland, OH: Federal Reserve Bank of Cleveland, 2006), https://www.clevelandfed.org/newsroom-and-events/publications/working-papers/working-papers-archives/2006-working-papers/wp-0605-dashboard-indicators-for-the-northeast-ohio-economy.aspx. 2 Raj Chetty, Nathaniel Hendren, Patrick Kline, and Emmanuel Saez, “Where is the Land of Economic Opportunity? The Geography of Intergenerational Mobility in the U.S.,” Quarterly Journal of Economics 129 (2014): 1553-1623, http://www.equality-of-opportunity.org/assets/documents/mobility_geo.pdf.3 Darrell Gaskin, Thomas LaVeist, and Patrick Richard, The State of Urban Health: Eliminating Health Disparities to Save Lives and Cut Costs (New York, NY: National Urban League Policy Institute, 2012). 4Cedric Herring, “Does Diversity Pay?: Race, Gender, and the Business Case for Diversity,” American Sociological Review 74 (2009): 208-22; Slater, Weigand and Zwirlein, “The Business Case for Commitment to Diversity,” Business Horizons 51 (2008): 201-209. 5 U.S. Census Bureau, “Ownership Characteristics of Classifiable U.S. Exporting Firms: 2007,” Survey of Business Owners Special Report, June 2012, https://www2.census.gov/econ/sbo/07/sbo_export_report.pdf.6Kate Pickett and Richard Wilkinson, “Income Inequality and Health: A Causal Review,” Social Science & Medicine 128 (2015): 316-326. An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE12Regions are equitable when all residents – regardless of their race/ethnicity and nativity, gender, or neighborhood of residence –are fully able to participate in the region’s economic vitality, contribute to the region’s readiness for the future, and connect to the region’s assets and resources. What is an equitable region?Strong, equitable regions:•Possess economic vitality, providing high-quality jobs to their residents and producing new ideas, products, businesses, and economic activity so the region remains sustainable and competitive. •Are ready for the future, with a skilled, ready workforce, and a healthy population.•Are places of connection, where residents can access the essential ingredients to live healthy and productive lives in their own neighborhoods, reach opportunities located throughout the region (and beyond) via transportation or technology, participate in political processes, and interact with other diverse residents. Introduction An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE13Equity indicators frameworkDemographics: Who lives in the region, and how is this changing?•Is the population growing?•Which groups are driving growth?•How diverse is the population?•How does the racial composition vary by age?Economic vitality:How is the region doing on measures of economic growth and well-being?•Is the region producing good jobs?•Can all residents access good jobs?•Is growth widely shared?•Do all residents have enough income to sustain their families?•Are race/ethnicity and nativity barriers to economic success?•What are the strongest industries and occupations?IntroductionReadiness: How prepared are the region’s residents for the 21stcentury economy?•Does the workforce have the skills for the jobs of the future?•Are all youth ready to enter the workforce?•Are residents healthy? Do they live in health-promoting environments? •Are health disparities decreasing?•Are racial gaps in education decreasing?Connectedness: Are the region’s residents and neighborhoods connected to one another and to the region’s assets and opportunities?•Do residents have transportation choices?•Can residents access jobs and opportunities located throughout the region?•Can all residents access affordable, quality, convenient housing?•Do neighborhoods reflect the region’s diversity? Is segregation decreasing?The indicators in this profile are presented in five sections. The first section describes the region’s demographics. The next three sections present indicators of the region’s economic vitality, readiness, and connectedness. The final section explores the economic benefits of equity. Below are the questions answered within each of the five sections.Economic benefits: What are the benefits of racial economic inclusion to the broader economy?•What are the projected economic gains of racial equity?•Do these gains come from closing racial wage or employment gaps? An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE14Demographics An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE15Highlights•The five-county San Francisco Bay Area is 58 percent people of color. Asians or Pacific Islanders and Latinos make up a growing share of the population accounting for 24 and 22 percent, respectively, of the total population.•The region is the second most diverse among the largest 150 metro areas, surpassed only by Vallejo-Fairfield, California.•Asians or Pacific Islanders and Latinos will continue to drive growth and change in the region over the next several decades.•Marin County is the least diverse of the five counties in the region, but the people-of-color population grew more than eight times as fast as the total population since 2000.•There is a large racial generation gap between the region’s mainly White senior population and its increasingly diverse youth population.People-of-color population share in 2014:DemographicsDiversity rank (out of the largest 150 regions):Latino population share by 2050:58%#231%Who lives in the region, and how is this changing? An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE1637%5%7%0.5%13%9%9%15%0.2%4%Asian or Pacific Islander PopulationChinese 403,419Filipino 216,486Indian 130,799Vietnamese 55,077Japanese 41,965Korean 39,077All other Asians 201,722Total 1,088,545Latino PopulationMexican 552,448Salvadoran 65,815Guatemalan 32,448Nicaraguan 23,141Puerto Rican 16,996All other Latinos 284,319Total 975,167Mexicans make up the largest Latino subgroup while people of Chinese ancestry make up the largest API subgroupOne of the most diverse regionsFifty-eight percent of residents in the San Francisco Bay Area region are people of color, including many different racial and ethnic groups. Non-Hispanic Whites are the single largest group (42 percent) followed by Asians or Pacific Islanders (24 percent) and Latinos (22 percent). The Latino population is predominately of Mexican ancestry (57 percent), though a significant proportion are of Salvadoran ancestry (7 percent). The Asian or Pacific Islander population is also diverse with people of Chinese, Filipino, and Indian ancestries making up the largest subgroups.The Bay Area is majority people of colorDemographicsRace/Ethnicity and Nativity, 2014Latino and Asian or Pacific Islander Populations by Ancestry, 2014Source: Integrated Public Use Microdata Series; U.S. Census Bureau.Note: Data represent a 2010 through 2014 average. The Integrated Public Use Microdata Series American Community Survey (ACS) microdata was adjusted to match the ACS summary file percentages by race/ethnicity.Source: Integrated Public Use Microdata Series. Note: Data represent a 2010 through 2014 average.White, U.S.-bornWhite, ImmigrantBlack, U.S.-bornBlack, ImmigrantLatino, U.S.-bornLatino, ImmigrantAPI, U.S.-bornAPI, ImmigrantNative AmericanMixed/other An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE17Vallejo-Fairfield, CA: #1 (1.45)Bay Area: #2 (1.39)Portland-South Portland-Biddeford, ME: #150 (0.36)One of the most diverse regionsThe five-county Bay Area region is the nation’s second most diverse metropolitan area out of the largest 150 regions. The Bay Area has a diversity score of 1.39; only the Vallejo-Fairfield region is more diverse.The diversity score is a measure of racial/ethnic diversity a given area. It measures the representation of the six major racial/ethnic groups (White, Black, Latino, Asian or Pacific Islander, Native American, and Other/mixed race) in the population. The maximum possible diversity score (1.79) would occur if each group were evenly represented in the region – that is, if each group accounted for one-sixth of the total population. Note that the diversity score describes the region as a whole and does not measure racial segregation, or the extent to which different racial/ethnic groups live in different neighborhoods. Segregation measures can be found on pages 77-78.The Bay Area is the second most diverse regionDemographicsDiversity Score in 2014: Largest 150 Metros RankedSource: U.S. Census Bureau.Note: Data represent a 2010 through 2014 average.(continued) An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE1866%59%49%42%12%11%9%8%11%14%18%22%10%16%20%24%1%4%4%1980 1990 2000 2014Mixed/otherNative AmericanAsian or Pacific IslanderLatinoBlackWhite13,941-138,055-169,382422,021575,203511,8931980 to 1990 1990 to 2000 2000 to 2014Dramatic growth and change over the past several decadesDespite a decreasing White population since 1980, the Bay Area has experienced significant population growth. The five-county region grew from nearly 3.3 million to 4.5 million residents between 1980 and 2014. In the same time period, it has become a majority people-of-color region, increasing from 34 percent people of color to 58 percent people of color. People of color have driven the region’s growth over the past three decades, contributing 97 percent of the growth in the 1980s and driving all growth in the 1990s and 2000s.The population has rapidly diversifiedDemographicsRacial/Ethnic Composition, 1980 to 2014Source: U.S. Census Bureau.Note: Data for 2014 represent a 2010 through 2014 average.Source: U.S. Census Bureau.Note: Data for 2014 represent a 2010 through 2014 average. Much of the increase in the Mixed/other population between 1990 and 2000 is due to a change in the survey question on race.The White population has declined each decade since 1990 while the people-of-color population has grownComposition of Net Population Growth by Decade, 1980 to 2014WhitePeople of Color An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE1923%77%53%47%-8%-11%33%35%-18%22%WhiteBlackLatinoAsian or Pacific IslanderNative AmericanMixed/otherForeign-born LatinoU.S.-born LatinoLatinos and Asians or Pacific Islanders are leading the region’s growthSince 2000, the Bay Area’s Asian or Pacific Islander population grew fastest – by 35 percent – adding over 283,000 residents to the total population. The Latino population followed closely, growing by 33 percent, or nearly 242,000 residents.Over the same time period, the region’s White, Black, and Native American populations decreased. The White population saw the greatest absolute decrease of 169,000 people.Immigration played a larger role in the growth of the Bay Area’s Asian or Pacific Islander population than its Latino population: 53 percent of the growth in the Asian or Pacific Islander population was from foreign-born residents, while only 23 percent of growth in the Latino population was from immigrants.The Latino and Asian or Pacific Islander populations experienced the most growth since 2000DemographicsGrowth Rates of Major Racial/Ethnic Groups, 2000 to 2014Source: Integrated Public Use Microdata Series.Note: Data for 2014 represent a 2010 through 2014 average.Source: U.S. Census Bureau.Note: Data for 2014 represent a 2010 through 2014 average.Latino population growth was mainly due to an increase in U.S.-born Latinos, while immigration had a larger contribution to growth in the Asian populationShare of Net Growth in Latino and Asian or Pacific Islander Population by Nativity, 2000 to 2014Foreign-born APIU.S.-born API An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE204%5%7%14%8%34%23%11%45%22%Marin CountySan Mateo CountySan Francisco CountyContra Costa CountyAlameda CountyPeople of color are driving growth throughout the regionAll counties in the region experienced population growth over the past decade, and in every county the people-of-color population grew at a faster rate than the population as a whole.Alameda County grew 8 percent overall, but the people-of-color population grew 22 percent. Similarly, while Contra Costa County’s total population grew 14 percent, its people-of-color population grew three times faster at 45 percent – more than any other county in the region.Marin County, the least diverse of the five counties, had a significantly larger growth in its people-of-color population compared to the total population. In fact, people-of-color growth was more than eight times as high as total population growth. The people-of-color population grew the slowest in San Francisco County, but still faster than the total population.The people-of-color population is growing faster than the overall population in every county DemographicsPercent Change in Population, 2000 to 2014 (in descending order by 2014 county population)Source: U.S. Census Bureau.Note: Data for 2014 represent a 2010 through 2014 average.People-of-Color GrowthTotal Population Growth An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE21Decline of 15% or moreDecline of less than 15% or no growthIncrease of less than 36%Increase of 36% to 85% Increase of 85% or morePeople of color are driving growth throughout the regionMapping the growth in people of color by census block group illustrates growing communities of color throughout all of the region’s counties. Although this growth is slower in the most diverse, inner-core areas in the region (San Francisco and Oakland), the people-of-color population is increasing most rapidly in the eastern portions of Contra Costa and Alameda counties and in San Mateo County as well.Significant growth in communities of color throughout the regionDemographicsPercent Change in People of Color by Census Block Group, 2000 to 2014 Sources: U.S. Census Bureau, GeoLytics, Inc.; TomTom, ESRI, HERE, DeLorme, MaymyIndia, © OpenStreetMap contributors, and the GIS user community. Note: One should keep in mind when viewing this map and others that display a share or rate that while there is wide variation in the size (land area) of the census block groups in the region, each has a roughly similar number of people. Thus, a large block group on the region’s periphery likely contains a similar number of people as a seemingly tiny one in the urban core, so care should be taken not to assign an unwarranted amount of attention to large block groups just because they are large. Data for 2014 represent a 2010 through 2014 average.(continued) An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE22Suburban areas are becoming more diverseSince 1990, the region’s population has grown by 780,000 residents. This growth can be seen throughout the region, but is most notable in the inland areas – particularly eastern Contra Costa and Alameda counties. The cities of Concord, Pittsburg, Antioch, Dublin, and Livermore have seen large growth in their Latino and African American communities. The Asian or Pacific Islander population has grown significantly in the East Bay in Oakland, Union City, and Fremont, and along the Peninsula between San Francisco and San Jose.Diversity is spreading outwardsDemographicsRacial/Ethnic Composition by Census Block Group, 1990 and 2014Sources: U.S. Census Bureau, GeoLytics, Inc.; TomTom, ESRI, HERE, DeLorme, MaymyIndia, © OpenStreetMap contributors, and the GIS user community. Note: Data for 2014 represent a 2010 through 2014 average. An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE23U.S. % WhiteMixed/otherNative AmericanAsian or Pacific IslanderLatinoBlackWhite66%59%49%42%38%34%30%27%12%11%9%8%7%6%6%5%11%14%18%22%24%26%29%31%10%16%20%24%26%29%30%30%4%4%5%5%6%6%1980 1990 2000 2010 2020 2030 2040 2050ProjectedAt the forefront of the nation’s demographic shiftThe five-county Bay Area has long been more diverse than the nation as a whole. While the country is projected to become majority people of color by the year 2044, the Bay Area passed this milestone in the 2000s. By 2050, 72 percent of the region’s residents –predominantly Latinos and Asians or Pacific Islanders – are projected to be people of color. At the same time, the Black and White population shares are projected to decrease. The Black population is projected to make up just 5 percent of the population while the White population is projected to make up 27 percent of the population by 2050. The share of people of color is projected to increase through 2050DemographicsRacial/Ethnic Composition, 1980 to 2050Sources: U.S. Census Bureau; Woods & Poole Economics, Inc.Note: Much of the increase in the Mixed/other population between 1990 and 2000 is due to a change in the survey question on race. Figures may not sum to total due to rounding. An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE2421%43%44%69%1980 1990 2000 201426 percentage point gap23 percentage point gap38453930394223AllWhiteBlackLatinoAsian or Pacific IslanderNative AmericanMixed/otherA growing racial generation gapYouth are leading the demographic shift occurring in the region. Today, 69 percent of the Bay Area’s youth (under age 18) are people of color, compared with 43 percent of the region’s seniors (over age 64). This 26 percentage point difference between the share of people of color among young and old can be measured as the racial generation gap, and has grown slightly since 1980.Examining median age by race/ethnicity reveals how the region’s fast-growing Latino population is more youthful than its White population. The median age of the Latino population is 30, which is 15 years younger than the median age of the White population. The population of mixed/other races has the lowest median age at just 23 years old.The racial generation gap between youth and seniors has grown slightly since 1980DemographicsRacial Generation Gap: Percent People of Color (POC) by Age Group, 1980 to 2014People of mixed/other races and Latinos are much younger than other groupsMedian Age by Race/Ethnicity, 2014Source: Integrated Public Use Microdata Series. Note: Data represent a 2010 through 2014 average.Source: U.S. Census Bureau.Note: Data for 2014 represent a 2010 through 2014 average.Percent of seniors who are POCPercent of youth who are POC An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE25Naples-Marco Island, FL: #1 (49)Bay Area: #60 (26)Honolulu, HI: #150 (06)A growing racial generation gapThe five-county San Francisco Bay Area’s 26 percentage point racial generation gap is the same as the national average, ranking the region 60thamong the largest 150 metro areas on this measure. The Bay Area ranks near the middle of the largest 150 metros on the racial generation gapDemographicsThe Racial Generation Gap in 2014: Largest 150 Metros RankedSource: U.S. Census Bureau. Note: Data represent a 2010 through 2014 average.(continued) An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE26Economic vitality An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE27Decline in wages for workers at the 10thpercentile since 1979:-10%Highlights•The Bay Area’s economy has shown consistent growth over the past few decades, but job growth is not keeping pace with growth in economic output, and job growth per person has been slower than the national average since the early 1990s.•Income inequality has sharply increased in the region. Since 1979, the highest paid workers have seen their wages increase significantly, while wages for the lowest paid workers have declined.•Since 1990, poverty and working-poverty rates in the region have been consistently lower than the national averages. However, people of color are more likely to be in poverty or working poor than Whites.•Although education is a leveler, racial and gender gaps persist in the labor market. At nearly every level of educational attainment, people of color have worse outcomes than Whites. Women of color earn less than their counterparts at every level of educational attainment.Economic vitalityIncome inequality rank (out of largest 150 regions)#14Wage gap between college-educated White and Latino workers:$12/hrHow is the region doing on measures of economic growth and well-being? An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE28Bay AreaUnited StatesBay AreaUnited States62%64%-5%35%75%115%155%1979 1984 1989 1994 1999 2004 2009 2014151%106%-5%35%75%115%155%1979 1984 1989 1994 1999 2004 2009 2014Strong long-term economic growthEconomic growth – as measured by increases in jobs and gross regional product (GRP), the value of all goods and services produced within the region – has been consistently strong in the Bay Area over the past several decades. After the downturn in the late 1990s, the region fell behind the national average in job growth, but the gap has been narrowing since 2012. GRP growth, on the other hand, has consistently remained above the national average. By 2014, cumulative growth in GRP was 151 percent in the Bay Area compared with 106 percent in the country overall.Job growth has fallen behind the national average since the late 1990sEconomic vitalityCumulative Job Growth, 1979 to 2014Source: U.S. Bureau of Economic Analysis.Source: U.S. Bureau of Economic Analysis.Gross regional product (GRP) growth has consistently outpaced the nationCumulative Growth in Real GRP, 1979 to 2014 An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE294.3%5.3%00.10.20.30.40.50.60.70.80.910%4%8%12%1990 1995 2000 2005 2010 2015Downturn 2006-2010Bay AreaUnited StatesEconomic resilience through the downturnThe Bay Area’s economy was affected by the economic downturn in ways similar to the nation as a whole. During the 2006 to 2010 economic downturn, unemployment sharply increased, putting the rate at the national average. Importantly, the unemployment rate decreased more rapidly in the Bay Area than in the nation. By 2015, unemployment was a full percentage point lower in the Bay Area than in the nation.Unemployment is below the national averageEconomic vitalityUnemployment Rate, 1990 to 2015Source: U.S. Bureau of Labor Statistics. Universe includes the civilian non-institutional population ages 16 and older. An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE30Bay AreaUnited States14%16%-5%5%15%25%1979 1984 1989 1994 1999 2004 2009 2014Job growth is not keeping up with population growth While overall job growth is essential, the real question is whether jobs are growing at a fast enough pace to keep up with population growth. Despite the region’s continued job growth, job growth per person has been slower than the national average for the past few decades. The number of jobs per person has only increased by 14 percent since 1979, while it has increased by 16 percent for the nation overall. The jobs-to-population ratio was lowest in 2010 after declining throughout the recession, but it has since rebounded.Job growth relative to population growth has been lower than the national average since 1989Economic vitalityCumulative Growth in Jobs-to-Population Ratio, 1979 to 2014Source: U.S. Bureau of Economic Analysis. An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE3181.2%79.7%65.6%81.7%81.2%73.5%82.5%81.4%80.9%75.5%80.5%80.3%73.1%83.2%AllMixed/otherNative AmericanAsian or Pacific IslanderLatinoBlackWhite7.6%9.7%12.0%6.8%8.3%15.9%6.4%3.8%4.9%8.9%3.5%5.5%8.7%2.7%4.4%9.0%8.8%4.1%6.6%10.4%3.2%4.4%4.9%8.8%3.7%6.2%9.2%3.5%AllMixed/otherNative AmericanAsian or Pacific IslanderLatinoBlackWhiteBlack and Native American residents face starkest labor market challengesAnother key question is who is getting the region’s jobs? Examining unemployment by race over the past two decades, we find that, despite some progress, racial employment gaps persist in the Bay Area. Despite comparable labor force participation rates (either working or actively seeking employment) to White residents, Latinos have slightly higher unemployment rates. High unemployment rates for Black and Native American residents suggest that the lower labor force participation rates are due to long-term unemployment. Black and Native American residents have at least double the unemployment rates of White residents. African Americans and Native Americans participate in the labor market at lower ratesEconomic vitalityLabor Force Participation Rate by Race/Ethnicity, 1990 and 2014Source: Integrated Public Use Microdata Series. Universe includes the civilian non-institutional labor force ages 25 through 64. Note: Data for 2014 represent a 2010 through 2014 average.Source: Integrated Public Use Microdata Series. Universe includes the civilian non-institutional population ages 25 through 64.Note: Data for 2014 represent a 2010 through 2014 average.White residents in the labor force have the lowest unemployment rateUnemployment Rate by Race/Ethnicity, 1990 to 2014199020141980199020002014 An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE326.4%15.9%8.3%6.8%12.0%9.7%7.6%WhiteBlackLatinoAsian or Pacific IslanderNative AmericanMixed/otherAllBlack and Native American residents face starkest labor market challengesPeople of color are much more likely to be jobless than White residents. Black unemployment is more than double the rate of White unemployment, and Native American unemployment is nearly double the White unemployment rate. The unemployment rates for people of mixed/other races (9.7 percent) and Latinos (8.3 percent) are also high in the Bay Area.Black residents have the highest unemployment rates in the region followed by Native AmericansEconomic vitalityUnemployment Rate by Race/Ethnicity, 2014Source: Integrated Public Use Microdata Series. Universe includes the civilian non-institutional labor force ages 25 through 64.Note: Data represent a 2010 through 2014 average.(continued) An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE33Less than 5%5% to 7%7% to 9%9% to 12%12% or more82% or more people of colorHigh unemployment in urban communities of color and in the outer suburbsKnowing where high-unemployment neighborhoods are located in the region can help the region’s leaders develop targeted solutions.As the maps to the right illustrate, concentrations of unemployment exist in pockets throughout the region, many of which are also high people-of-color communities. The darkest tracts, representing neighborhoods where unemployment is 12 percent or higher, are clustered in East Oakland, Richmond, and Bayview in San Francisco.Clusters of unemployment can be found throughout the region and in communities of colorEconomic vitalityUnemployment Rate by Census Tract, 2014Source: U.S. Census Bureau; TomTom, ESRI, HERE, DeLorme, MaymyIndia, © OpenStreetMap contributors, and the GIS user community. Universe includes the civilian non-institutional population ages 16 and older. Note: Data represent a 2010 through 2014 average. Areas in white have missing data. An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE340.400.430.460.470.400.420.470.480.350.400.450.501979 1989 1999 2014Level of InequalityGini coefficent measures income equality on a 0 to 1 scale.0 (Perfectly equal) ------> 1 (Perfectly unequal)Bay AreaUnited StatesIncreasing income inequalityIncome inequality has grown in the Bay Area over the past 30 years and surpassed the level of inequality in the nation overall by 1999. Inequality grew most rapidly in the region over the 1990s – increasing from 0.42 in 1989 to 0.47 in 1999.Inequality here is measured by the Gini coefficient, which is the most commonly used measure of inequality. The Gini coefficient measures the extent to which the income distribution deviates from perfect equality, meaning that every household has the same income. The value of the Gini coefficient ranges from zero (perfect equality) to one (complete inequality, one household has all of the income). Household income inequality has increased steadily since 1979Economic vitalityGini Coefficient, 1979 to 2014Source: Integrated Public Use Microdata Series. Universe includes all households (no group quarters).Note: Data for 2014 represent a 2010 through 2014 average. An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE35Bridgeport-Stamford-Norwalk, CT: #1 (0.54)Bay Area: #14 (0.48)Ogden-Clearfield, UT: #150 (0.40)Increasing income inequalityIn 1979, the five-county San Francisco Bay Area ranked 45thout of the largest 150 regions in terms of income inequality. Today, it ranks 14th, leaving it between Trenton-Ewing, New Jersey (13th), and Port St. Lucie-Fort Pierce, Florida (15th). Compared with other similarly sized metros in the West, the level of inequality in the Bay Area is about the same as Los Angeles (0.49) and higher than San Diego (0.47) and San Jose (0.46). The Bay Area’s income inequality rank is 14thhighest compared with other regionsEconomic vitalityThe Gini Coefficient in 2014: Largest 150 Metros RankedSource: Integrated Public Use Microdata Series. Universe includes all households (no group quarters).Note: Data represent a 2010 through 2014 average.(continued)Higher Income InequalityLower An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE36Bay AreaUnited States-10%-2%15%45%54%-11%-10%-7%6%17%10th Percentile 20th Percentile 50th Percentile 80th Percentile 90th PercentileDeclining wages for low-wage workersWage gains at the top of the distribution play an important role in the region’s increasing inequality, alongside real wage declines at the bottom. After adjusting for inflation, growth in wages for middle earners, and top earners in particular, has been significantly higher in the Bay Area than for the nation overall. For the full-time worker at the 90thpercentile, real earned income growth was 54 percent since 1979 in the Bay Area compared with a 17 percent increase at the national level.And while wages at the bottom have not fallen quite as fast as they have nationwide, the end result is widened inequality between the top and the middle, as well as between the middle and the bottom of the wage distribution. The full-time Bay Area worker at the 10thpercentile of the income distribution experienced a real decline in income of 10 percent while the worker at the 20thpercentile experienced a 2 percent decline.Wages grew only for middle-and high-wage workers and fell for low-wage workersEconomic vitalityReal Earned Income Growth for Full-Time Wage and Salary Workers Ages 25-64, 1979 to 2014Source: Integrated Public Use Microdata Series. Universe includes civilian non-institutional full-time wage and salary workers ages 25 through 64. Note: Data for 2014 represent a 2010 through 2014 average. An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE37$30.50 $23.60 $32.80 $33.80 $24.60 $23.90 $25.60 $17.80 $30.10 $24.60 $24.30 $25.80 $23.90 $31.60 $24.50 $35.80 $39.30 $24.50 $23.00 $23.70 $15.50 $30.10 $29.10 $29.10 $27.60 $24.30 20002014Uneven wage growth by race/ethnicityWage growth has been uneven across racial/ethnic groups since 2000. Despite having the lowest median wage in 2000, Latino immigrants experienced the greatest decline in median hourly wages from 2000 to 2014. At the same time, median hourly wages have increased by nearly $5/hour for Asian or Pacific Islander immigrant and Native American workers and by nearly $6/hour for White immigrant workers.Median hourly wages for Latino workers, especially Latino immigrant workers, have declined since 2000Economic vitalityMedian Hourly Wage by Race/Ethnicity, 2000 and 2014Source: Integrated Public Use Microdata Series. Universe includes civilian non-institutional full-time wage and salary workers ages 25 through 64. Note: Data for 2014 represent a 2010 through 2014 average. Values are in 2014 dollars. An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE3830%38%40%36%30%26%1979 1989 1999 2014LowerMiddleUpper$39,130 $94,010 $138,446 $57,626 A shrinking middle classThe Bay Area’s middle class is shrinking: since 1979, the share of households with middle-class incomes decreased from 40 to 36 percent. The share of upper-income households also declined, from 30 to 26 percent, while the share of lower-income households grew from 30 to 38 percent. In this analysis, middle-income households are defined as having incomes in the middle 40 percent of household income distribution. In 1979, those household incomes ranged from $39,130 to $94,010. To assess change in the middle class and the other income ranges, we calculated what the income range would be today if incomes had increased at the same rate as average household income growth. Today’s middle-class incomes would be $57,626 to $138,446, and 36 percent of households fall in that income range. The share of middle-class households declined since 1979 Economic vitalityHousehold by Income Level, 1979 and 2014Source: Integrated Public Use Microdata Series. Universe includes all households (no group quarters). Note: Data for 2014 represent a 2010 through 2014 average. Dollar values are in 2014 dollars. An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE3972.2%72.4%51.3%51.2%10.3%11.2%6.6%8.4%9.2%8.2%16.0%15.5%7.6%7.4%22.9%21.7%3.0%2.9%Middle-ClassHouseholdsAll Households Middle-ClassHouseholdsAll Households1979 2014Though the middle class is shrinking, it is representativeThe demographics of the middle class reflect the region’s changing demographics. While the share of households with middle-class incomes has declined since 1979, middle-class households have become more racially and ethnically diverse as the population has become more diverse.In 2014, 51.2 percent of all households were headed by White householders and 51.3 percent of middle-class households were headed by White householders. Asian or Pacific Islander households are slightly overrepresented in middle-class households while Black households are slightly underrepresented.The middle class reflects the region’s racial/ethnic compositionEconomic vitalityRacial Composition of Middle-Class Households and All Households, 1979 and 2014Source: Integrated Public Use Microdata Series. Universe includes all households (no group quarters).Note: Data for 2014 represent a 2010 through 2014 average. Native AmericanMixed/otherAsianLatinoBlackWhite An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE40Bay AreaUnited StatesBay AreaUnited States5%9%0%10%20%1980 1990 2000 201411%16%0%10%20%1980 1990 2000 2014Comparatively low, but slowly rising poverty and working poorPoverty rates have been fairly consistent in the Bay Area over the past 30 years, and have been much lower than the national average. Still, today, about one in every 10 Bay Area residents (11 percent) lives below the federal poverty level, which is just under $24,000 a year for a family of four. The share of the working poor, defined as working full time with an income below 200 percent of the poverty level, has also been consistently below average and has risen, though not dramatically. About 5 percent of the region’s 25- to 64-year-olds are working poor, compared with 9 percent nationally. Importantly, cost of living in the Bay Area is much higher than the national average.Poverty consistently lower than the national averageEconomic vitalityPoverty Rate, 1980 to 2014Source: Integrated Public Use Microdata Series. Universe includes the civilian non-institutional population ages 25 through 64 not in group quarters.Note: Data for 2014 represents a 2010 through 2014 average.Source: Integrated Public Use Microdata Series. Universe includes all persons not in group quarters. Note Data for 2014 represents a 2010 through 2014 average.Working poverty also lower than national averageWorking-Poverty Rate, 1980 to 2014 An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE41Brownsville-Harlingen, TX: #1 (22%)Bay Area: #142 (5%)Boston-Cambridge-Quincy, MA-NH: #150 (4%)The Bay Area ranks 142ndhighest in terms of working poverty among the largest 150 metros. Compared to other similarly sized metros in the West, the working-poverty rate in the Bay Area is about the same as in San Jose (5 percent) and much lower than in Los Angeles (11 percent).The Bay Area has the 142ndhighest working-poverty rateEconomic vitalityWorking-Poverty Rate in 2014: Largest 150 Metros RankedSource: Integrated Public Use Microdata Series. Universe includes the civilian non-institutional population ages 25 through 64 not in group quarters. Note: Data represent a 2010 through 2014 average.Comparatively low, but slowly rising poverty and working poor(continued) An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE422.0%3.1%6.6%7.8%5.7%17.8%2.5%5.2%6.2%3.6%0%10%20%6.6%9.6%24.2%16.3%16.3%18.0%8.2%10.6%21.8%13.1%0%10%20%30%People of color are more likely to be in poverty and among the working poorDespite low overall poverty rates, racial disparities exist. Nearly one in four U.S.-born Black residents and over one in five Native Americans in the Bay Area live below the poverty level – compared with one in 15 U.S.-born White residents. In other words, among the U.S. born, Black residents are nearly four times as likely as their White counterparts to be in poverty. Poverty is also higher for Latinos, people of mixed/other races, and Asians or Pacific Islanders compared with U.S.-born Whites.Latino immigrants are by far the most likely to be working poor compared with all other groups, with a near 18 percent working poor rate compared with the 5 percent average for all residents (not shown). African Americans and Native Americans also have an above-average working poor rate. U.S.-born Whites have the lowest rate of working poverty, at just 2 percent. Poverty is highest for Native Americans and African AmericansEconomic vitalityPoverty Rate by Race/Ethnicity and Nativity, 2014Source: Integrated Public Use Microdata Series. Universe includes the civilian non-institutional population ages 25 through 64 not in group quarters. Note: Data represent a 2010 through 2014 average. Data for some racial/ethnic groups in some years are excluded due to small sample size.Source: Integrated Public Use Microdata Series. Universe includes all persons not in group quarters. Note: Data represent a 2010 through 2014 average.Latino immigrants have the highest working-poverty rateWorking-Poverty Rate by Race/Ethnicity and Nativity, 2014 An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE4311.6%10.7%10.1%7.9%5.0%15.3%10.7%8.7%6.9%4.7%36.9%19.4%16.9%14.0%9.6%9.4%8.8%9.5%8.3%4.9%12.3%9.4%9.3%6.4%4.8%10.5%14.8%12.1%12.5%6.7%0%20%40%Less than aHS DiplomaHS Diploma,no CollegeSome College,no DegreeAA Degree,no BABA Degreeor higherBlack workers face highest unemployment at every education level In general, unemployment decreases with higher educational attainment. But at all education levels, Black workers are the most likely to be unemployed. The unemployment rate for African Americans with less than a high school diploma is particularly high compared with other groups with the same level of education: 37 percent of Black residents without a high school diploma are unemployed compared with 15 percent of Whites and 9 percent of Latinos.Even at the highest education levels, Black residents are twice as likely as White residents to be unemployed. Unemployment is also higher among the population of mixed/other races compared with overall unemployment across education levels.People of color have higher unemployment than Whites at nearly every education level Economic vitalityUnemployment Rate by Educational Attainment and Race/Ethnicity, 2014Source: Integrated Public Use Microdata Series. Universe includes the civilian non-institutional labor force ages 25 through 64.Note: Data represent a 2010 through 2014 average. Data for some racial/ethnic groups are excluded due to small sample size.AllWhiteBlackLatinoAsian or Pacific IslanderMixed/other An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE44$13.40 $18.90 $24.20 $25.90 $40.00 $21.10 $23.70 $28.60 $29.50 $42.30 $15.00 $19.30 $22.10 $24.70 $32.00 $12.70 $16.40 $21.00 $23.70 $30.50 $12.90 $16.50 $22.10 $24.20 $39.80 $19.00 $22.50 $24.80 $34.60 $12.90 $17.00 $21.70 $24.10 $36.90 $0$10$20$30$40$50Less than aHS DiplomaHS Diploma,no CollegeSome College,no DegreeAA Degree,no BABA Degreeor higherAllWhiteBlackLatinoAsian or Pacific IslanderMixed/otherPeople of ColorWorkers of color earn less than White workers at all educational levelsWages rise as education levels increase but racial gaps persist. At every level of education, Latino workers have the lowest median wage. The White-Latino wage gaps are the largest at the lower and higher ends of the education distribution: White workers without a high school diploma have a median wage that is $8/hour higher than Latino workers with the same level of education. Among the workers with a bachelor’s degree or higher, White workers have a median wage that is $12/hour higher than Latino workers. Asian or Pacific Islander workers with a high school diploma or less have median wages comparable to Latino workers while Asian or Pacific Islander workers with a bachelor’s degree or higher have the highest median wage among workers of color.Latino workers have the lowest median wage at nearly every education level Economic vitalityMedian Hourly Wage by Educational Attainment and Race/Ethnicity, 2014Source: Integrated Public Use Microdata Series. Universe includes civilian non-institutional full-time wage and salary workers ages 25 through 64.Note: Data represent a 2010 through 2014 average. Data for some racial/ethnic groups are excluded due to small sample size. Values are in 2014 dollars. An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE4516.7%10.7%8.8%7.6%4.8%12.3%10.7%8.5%6.0%4.6%10.6%10.6%11.7%7.8%5.4%12.3%10.8%10.7%9.5%5.4%Less than aHS DiplomaHS Diploma,no CollegeSome College,no DegreeAA Degree,no BABA Degreeor higher$22.50 $25.00 $30.70 $31.20 $48.10 $18.50 $21.10 $25.30 $27.50 $36.70 $14.30 $17.50 $22.40 $25.30 $40.90 $11.40 $15.50 $21.00 $22.90 $33.30 Less than aHS DiplomaHS Diploma,no CollegeSome College,no DegreeAA Degree,no BABA Degreeor higherThere is also a gender gap in work and payWhile men and women of color with higher education levels have higher unemployment rates than White men and women, women and men of color have lower unemployment rates at lower levels of education. Still, women of color across the board have the lowest median hourly wages. College-educated women of color with a bachelor’s degree or higher have a median wage that is $15 an hour less than their White male counterparts. Unemployment is higher for women and men of color than White women and men at higher education levelsEconomic vitalityUnemployment Rate by Educational Attainment, Race/Ethnicity, and Gender, 2014Source: Integrated Public Use Microdata Series. Universe includes civilian non-institutional full-time wage and salary workers ages 25 through 64. Note: Data represent a 2010 through 2014 average. Values are in 2014 dollars. Source: Integrated Public Use Microdata Series. Universe includes the civilian non-institutional labor force ages 25 through 64. Note: Data represent a 2010 through 2014 average. Women of color earn less than their male counterparts at every education levelMedian Hourly Wage by Educational Attainment, Race/Ethnicity, and Gender, 2014Women of colorMen of colorWhite womenWhite menWomen of colorMen of colorWhite womenWhite men An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE4635%40%7%26%44%115%Jobs Earnings per workerThe region’s middle-wage job growth is the weakestFollowing the national trend, over the past two decades, job growth in the Bay Area has been concentrated in high-wage and low-wage jobs. Middle-wage jobs have increased in the region in the past two decades, but at a much slower pace than those on the upper and lower end. Wage growth for high-wage workers was nearly three times that of low-wage workers. Importantly, earnings per worker increased by 40 percent among low-wage industries. High-wage jobs are growing fastest and they had the most earnings growthEconomic vitalityGrowth in Jobs and Earnings by Industry Wage Level, 1990 to 2015Sources: U.S. Bureau of Labor Statistics; Woods & Poole Economics, Inc. Universe includes all private sector jobs covered by the federal Unemployment Insurance (UI) programLow-wageMiddle-wageHigh-wage An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE47The region’s high-wage industries have fared well over the past two decades. Those working in information, finance and insurance, and management of companies and enterprises have seen their incomes more than double. Workers in some middle-wage industries, such as those in manufacturing, real estate and rental and leasing, and wholesale trade, have also seen strong wage growth. Earnings have also increased among low-wage industries like administrative and support and waste management and remediation services.Wage growth fast at the top, slow in the middle and bottomA widening wage gap by industry sectorEconomic vitalityIndustries by Wage-Level Category in 1990 and 2015Source: U.S. Bureau of Labor Statistics; Woods & Poole Economics, Inc. Universe includes all private sector jobs covered by the federal Unemployment Insurance (UI) program. Note: Dollar values are in 2015 dollars. Average Annual EarningsAverage Annual EarningsPercent Change in EarningsShare of JobsWage CategoryIndustry1990 20151990-2015 2015Mining $110,743 $123,159 11%Utilities $88,421 $150,564 70%Professional, Scientific, and Technical Services $74,376 $137,187 84%Management of Companies and Enterprises $73,591 $167,994 128%Finance and Insurance $70,325 $175,962 150%Information $66,913 $187,433 180%Wholesale Trade $63,640 $90,135 42%Construction $62,411 $76,345 22%Transportation and Warehousing $61,147 $64,749 6%Manufacturing $60,385 $101,912 69%Real Estate and Rental and Leasing $49,830 $76,528 54%Health Care and Social Assistance $48,637 $57,843 19%Retail Trade $37,540 $40,168 7%Arts, Entertainment, and Recreation $35,676 $51,345 44%Administrative and Support and Waste Management and Remediation Services$33,186 $56,149 69%Other Services (except Public Administration) $32,422 $43,739 35%Agriculture, Forestry, Fishing and Hunting $31,333 $35,316 13%Education Services $30,761 $46,448 51%Accommodation and Food Services $21,639 $26,865 24%Low27%High26%Middle47% An Equity Profile of the Five-County San Francisco Bay AreaPolicyLink and PERE48IndustryEstimated Employment 2014Projected Employment 2024Numeric Change 2014-2024Annual Average Percent Change Total Percent ChangeProfessional and Business Services 440,900 523,900 83,000 1.7% 19%Educational Service, Health Care, and Social Assistance 318,800 394,200 75,400 2.1% 24%Leisure and Hospitality 248,300 297,600 49,300 1.8% 20%Construction 100,800 124,400 23,600 2.1% 23%Self Employment 153,000 171,400 18,400 1.1% 12%Information 78,500 91,600 13,100 1.6% 17%Trade, Transportation, Warehousing, and Utilities 354,900 366,300 11,400 0.3% 3%Manufacturing 121,900 129,200 7,300 0.6% 6%Other Services (excludes 814-Private Household Workers) 82,300 86,100 3,800 0.5% 5%Financial Activities 126,900 127,500 600 0.0% 0%Mining and Logging 900 1,300 400 3.7% 44%Government 302,600 302,800 200 0.0% 0%Total Farm 3,600 3,600 0 0.0% 0%Private Household Workers 7,800 7,100 -700 -0.9% -9%Total Employment 2,341,000 2,627,000 286,000 1.2% 12%Economic vitalityProfessional and business services and education service, health care, and social assistance projected to grow mostBy 2024, professional and business services will add over 80,000 jobs and education services, health care, and social assistancewill add another 75,000 jobsIndustry Employment Projections, 2014 to 2024Source: State of California Employment Development Department, Labor Market Information Division. Figures may not sum to total due to rounding and/or issues relating to the projection methodology. An Equity Profile of the Five-County San Francisco Bay AreaPolicyLink and PERE49OccupationEstimated Employment 2014Projected Employment 2024Numeric Change 2014-2024Annual Average Percent Change Total Percent ChangeFood Preparation and Serving Related Occupations 195,360 238,050 42,690 2.0% 22%Computer and Mathematical Occupations 119,250 151,470 32,220 2.4% 27%Business and Financial Operations Occupations 168,990 196,150 27,160 1.5% 16%Management Occupations 181,000 205,480 24,480 1.3% 14%Personal Care and Service Occupations 131,240 155,570 24,330 1.7% 19%Construction and Extraction Occupations 99,640 121,830 22,190 2.0% 22%Healthcare Practitioners and Technical Occupations 99,260 115,450 16,190 1.5% 16%Education, Training, and Library Occupations 125,110 137,410 12,300 0.9% 10%Life, Physical, and Social Science Occupations 43,540 54,340 10,800 2.2% 25%Transportation and Material Moving Occupations 121,990 131,930 9,940 0.8% 8%Healthcare Support Occupations 46,840 56,370 9,530 1.9% 20%Office and Administrative Support Occupations 332,760 341,190 8,430 0.3% 3%Sales and Related Occupations 223,630 231,050 7,420 0.3% 3%Building and Grounds Cleaning and Maintenance Occupations 84,500 91,650 7,150 0.8% 8%Arts, Design, Entertainment, Sports, and Media Occupations 56,430 63,480 7,050 1.2% 12%Architecture and Engineering Occupations 51,730 57,690 5,960 1.1% 12%Community and Social Service Occupations 35,660 40,430 4,770 1.3% 13%Protective Service Occupations 45,560 50,250 4,690 1.0% 10%Installation, Maintenance, and Repair Occupations 62,440 66,330 3,890 0.6% 6%Production Occupations 84,000 87,570 3,570 0.4% 4%Legal Occupations 28,760 30,800 2,040 0.7% 7%Farming, Fishing, and Forestry Occupations 3,000 2,820 -180 -0.6% -6%Total, All Occupations 2,341,000 2,627,000 286,000 1.2% 12%Economic vitalityFood service and computer and mathematical occupations will see the fastest growthFood preparation and serving related occupations are projected to add nearly 43,000 jobs by 2024 while computer and mathematicaloccupations add another 32,000 jobsOccupations Employment Projections, 2014 to 2024Source: State of California Employment Development Department, Labor Market Information Division. Figures may not sum to total due to rounding and/or issues relating to the projection methodology. An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE50Identifying the region’s strong industriesUnderstanding which industries are strong and competitive in the region is critical for developing effective strategies to attract and grow businesses. To identify strong industries in the region, 19 industry sectors were categorized according to an “industry strength index” that measures four characteristics: size, concentration, job quality, and growth. Each characteristic was given an equal weight (25 percent each) in determining the index value. “Growth” was an average of three indicators of growth (change in the number of jobs, percent change in the number of jobs, and wage growth). These characteristics were examined over the last decade to provide a current picture of how the region’s economy is changing.Economic vitalityNote: This industry strength index is only meant to provide general guidance on the strength of various industries in the region, and its interpretation should be informed by an examination of individual metrics used in its calculation, which are presented in the table on the next page. Each indicator was normalized as a cross-industry z-score before taking a weighted average to derive the index.Size+Concentration+Job quality+Growth(2015) (2015) (2015) (2005 to 2015)Industry strength index =Total EmploymentThe total number of jobs in a particular industry.Location QuotientA measure of employment concentration calculated by dividing the share of employment for a particular industry in the region by its share nationwide. A score >1 indicates higher-than-average concentration.Average Annual WageThe estimated total annual wages of an industry divided by its estimated total employmentChange in the number of jobsPercent change in the number of jobsReal wage growth An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE51According to the industry strength index, the region’s strongest industries are professional, scientific, and technical services; information; and management of companies and enterprises. Professional services ranks first because of its high concentration of jobs in the region, high and growing wages, and a large and growingProfessional services, information, and management of companies and enterprises dominate Professional, scientific, and technical services, information, and management of companies and enterprises are strong and expanding in the regionEconomic vitalityIndustry Strength IndexSource: U.S. Bureau of Labor Statistics; Woods & Poole Economic, Inc. Universe includes all private sector jobs covered by the federal Unemployment Insurance (UI) program. Note: Dollar values are in 2015 dollars.employment base. Health care and social assistance was the largest industry in terms of employment in 2015 and saw the largest increase in employment from 2005 to 2015, but a relatively low average annual wage and declining real wages push this industry to fourth on the index.Size Concentration Job QualityTotal employment Location QuotientAverage annual wageChange in employment% Change in employmentReal wage growthIndustry(2015) (2015) (2015) (2005 to 2015) (2005 to 2015) (2005 to 2015)Professional, Scientific, and Technical Services 269,383 1.9 $137,187 89,804 50% 23% 162.2Information 83,562 1.9 $187,433 12,006 17% 68% 123.0Management of Companies and Enterprises 60,707 1.7 $167,994 18,431 44% 32% 89.9Health Care and Social Assistance 273,847 0.9 $57,843 97,446 55% -5% 55.9Accommodation and Food Services 217,874 1.0 $26,865 52,800 32% 10% 18.9Finance and Insurance 89,460 1.0 $175,962 -28,912 -24% 22% 17.3Utilities9,323 1.0 $150,564 -40 0% 13% -1.9Construction 109,873 1.1 $76,345 -4,034 -4% 14% -12.2Administrative and Support and Waste Management and Remediation Services 126,668 0.9 $56,149 15,638 14% 14% -15.0Transportation and Warehousing 76,261 1.0 $64,749 8,280 12% 12% -21.2Retail Trade 206,178 0.8 $40,168 303 0% 0% -21.7Real Estate and Rental and Leasing 39,150 1.2 $76,528 -273 -1% 19% -21.7Wholesale Trade 76,662 0.8 $90,135 1,953 3% 18% -22.5Manufacturing 125,960 0.6 $101,912 -12,188 -9% 9% -25.1Education Services 49,846 1.1 $46,448 12,040 32% 8% -25.7Other Services (except Public Administration) 84,177 1.2 $43,739 -12,223 -13% 25% -27.2Arts, Entertainment, and Recreation 37,711 1.1 $51,345 4,882 15% 9% -37.4Mining1,272 0.1 $123,159 -186 -13% -5% -84.3Agriculture, Forestry, Fishing and Hunting 3,375 0.2 $35,316 -726 -18% -2% -125.3Growth Industry Strength Index An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE52Identifying high-opportunity occupationsUnderstanding which occupations are strong and competitive in the region can help leaders develop strategies to connect and prepare workers for good jobs. To identify “high-opportunity” occupations in the region, we developed an “occupation opportunity index”based on measures of job quality and growth, including median annual wage, wage growth, job growth (in number and share), and median age of workers. A high median age of workers indicates that there will be replacement job openings as older workers retire.Job quality, measured by the median annual wage, accounted for two-thirds of the occupation opportunity index, and growth accounted for the other one-third. Within the growth category, half was determined by wage growth and the other half was divided equally between the change in number of jobs, percent change in the number jobs, and median age of workers. Economic vitalityNote: Each indicator was normalized as a cross-occupation z-score before taking a weighted average to derive the index.+GrowthMedian age of workersOccupation opportunity index =Median Annual WageJob qualityReal wage growthChange in the number of jobsPercent change in the number of jobs An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE53Job QualityMedian Annual Wage Real Wage GrowthChange in Employment% Change in EmploymentMedian AgeOccupation(2011) (2011) (2011) (2005-11) (2005-11) (2010)Lawyers, Judges, and Related Workers 14,610 $151,506 8% 2,390 20% 45 2.38Health Diagnosing and Treating Practitioners 64,980 $117,683 16% 14,750 29% 45 1.90Operations Specialties Managers 32,490 $129,593 11% 850 3% 43 1.88Advertising, Marketing, Promotions, Public Relations, and Sales Managers 16,640 $133,181 7% 210 1% 39 1.84Top Executives39,480 $130,557 3% 370 1% 47 1.79Other Management Occupations 40,220 $101,543 11% 970 2% 45 1.27Engineers26,330 $101,470 7% 2,100 9% 42 1.18Computer Occupations 87,550 $95,094 3% 11,140 15% 38 1.01Physical Scientists6,370 $90,626 11% 790 14% 39 0.96Mathematical Science Occupations 2,830 $89,328 6% -320 -10% 43 0.86Life Scientists11,810 $86,346 0% 3,930 50% 37 0.70Architects, Surveyors, and Cartographers 3,770 $83,418 3% -910 -19% 46 0.67Social Scientists and Related Workers 6,800 $83,625 4% -2,600 -28% 45 0.66Financial Specialists 45,120 $79,626 5% 3,590 9% 42 0.65Business Operations Specialists 60,880 $78,751 10% -6,290 -9% 42 0.61Other Healthcare Practitioners and Technical Occupations 2,550 $69,992 -14% 2,070 431% 49 0.56Postsecondary Teachers 22,790 $79,856 -1% -110 0% 43 0.51Plant and System Operators 2,400 $70,710 3% 1,090 83% 46 0.51Supervisors of Installation, Maintenance, and Repair Workers 4,720 $74,370 2% -710 -13% 47 0.47Sales Representatives, Wholesale and Manufacturing 22,500 $70,570 7% -1,370 -6% 44 0.45Supervisors of Construction and Extraction Workers 5,400 $81,420 -5% -3,180 -37% 45 0.42Legal Support Workers 6,030 $64,769 11% 570 10% 40 0.38Sales Representatives, Services 29,840 $75,122 -4% -1,410 -5% 41 0.31Supervisors of Production Workers 4,640 $62,950 6% -1,470 -24% 46 0.25Electrical and Electronic Equipment Mechanics, Installers, and Repairers 8,800 $53,720 9% 4,550 107% 42 0.24Life, Physical, and Social Science Technicians 7,050 $55,659 14% 2,080 42% 34 0.22Drafters, Engineering Technicians, and Mapping Technicians 10,290 $62,726 3% -630 -6% 45 0.20EmploymentGrowthOccupation Opportunity IndexThe two highest opportunity occupations listed below require some postsecondary education or certification. Lawyers, judges, and related workers and health diagnosing and treating practitioners collectively account for nearly 80,000 jobs in the region but require more than a bachelor’s degree. Operations specialties managers account for another Lawyers, judges, and related workers and health diagnosing and treating practitioners rank highestPreschool, primary, secondary, and special education school teachers saw the largest growth in real wagesEconomic vitalityOccupation Opportunity Index32,500 jobs and have a median annual wage of $129,600. Other health-care practitioners and technical occupations had the greatest employment growth – increasing by 431 percent – but real wages declined.Sources: U.S. Bureau of Labor Statistics; Integrated Public Use Microdata Series. Universe includes all nonfarm wage and salary jobs. An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE54Identifying high-opportunity occupationsOnce the occupation opportunity index score was calculated for each occupation, occupations were sorted into three categories (high-, middle-, and low-opportunity). The average index score is zero, so an occupation with a positive value has an above-average score while a negative value represents a below-average score. Because education level plays such a large role in determining access to jobs, we present the occupational analysis for each of three educational attainment levels: workers with a high school diploma or less, workers with more than a high school diploma but less than a bachelor’s degree, and workers with a bachelor’s degree or higher.Economic vitalityNote: The occupation opportunity index and the three broad categories drawn from it are only meant to provide general guidance on the level of opportunity associated with various occupations in the region, and its interpretation should be informed by an examination of individual metrics used in its calculation, which are presented in the tables on the following pages.High-opportunity(27 occupations)Middle-opportunity(27 occupations)Low-opportunity(22 occupations)All jobs(2011) An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE55High-opportunity occupations for workers with a high school diploma or lessSupervisorial positions are high-opportunity jobs for workers without postsecondary education Economic vitalityOccupation Opportunity Index: Occupations by Opportunity Level for Workers with a High School Diploma or LessSource: U.S. Bureau of Labor Statistics; Integrated Public Use Microdata Series. Universe includes all nonfarm wage and salary jobs for which the typical worker is estimated to have a high school degree or less.Note: Dollar values are in 2011 dollars.Job QualityMedian Annual WageReal Wage GrowthChange in Employment% Change in EmploymentMedian AgeOccupation(2011) (2011) (2011) (2005-11) (2005-11) (2010)Supervisors of Construction and Extraction Workers5,400 $81,420 -5.4% -3,180 -37.1% 45 0.42Supervisors of Production Workers4,640 $62,950 5.7% -1,470 -24.1% 46 0.25Supervisors of Transportation and Material Moving Workers4,840 $54,656 -5.8% -460 -8.7% 45 -0.14Supervisors of Building and Grounds Cleaning and Maintenance Workers3,360 $47,238 -3.4% -550 -14.1% 49 -0.23Vehicle and Mobile Equipment Mechanics, Installers, and Repairers15,670 $51,541 -4.2% -590 -3.6% 40 -0.24Other Construction and Related Workers4,540 $54,159 -9.6% -890 -16.4% 45 -0.24Other Installation, Maintenance, and Repair Occupations26,650 $47,934 -1.7% -2,890 -9.8% 45 -0.25Motor Vehicle Operators36,560 $37,859 4.1% 1,520 4.3% 44 -0.32Construction Trades Workers50,740 $58,920 -1.8% -32,290 -38.9% 37 -0.40Nursing, Psychiatric, and Home Health Aides25,140 $30,172 3.9% 6,390 34.1% 44 -0.42Metal Workers and Plastic Workers10,330 $40,431 -3.5% -1,620 -13.6% 45 -0.44Supervisors of Food Preparation and Serving Workers12,760 $34,196 3.7% 680 5.6% 36 -0.51Helpers, Construction Trades1,940 $33,550 6.8% -760 -28.1% 29 -0.59Printing Workers3,650 $41,679 -12.3% -420 -10.3% 43 -0.59Assemblers and Fabricators11,720 $31,854 3.3% -7,280 -38.3% 44 -0.60Other Production Occupations23,600 $32,705 -0.5% -1,830 -7.2% 41 -0.60Building Cleaning and Pest Control Workers45,950 $27,768 1.9% -470 -1.0% 44 -0.62Material Recording, Scheduling, Dispatching, and Distributing Workers54,360 $36,564 -5.5% -5,270 -8.8% 42 -0.63Personal Appearance Workers7,110 $25,987 -3.0% 3,710 109.1% 41 -0.63Grounds Maintenance Workers12,360 $30,884 1.0% -2,990 -19.5% 39 -0.66Other Personal Care and Service Workers22,220 $30,897 -4.2% 1,120 5.3% 42 -0.66Textile, Apparel, and Furnishings Workers6,740 $24,366 2.4% -2,270 -25.2% 47 -0.69Material Moving Workers44,180 $29,506 1.5% -6,770 -13.3% 37 -0.73Other Protective Service Workers21,580 $29,521 -2.5% -2,060 -8.7% 38 -0.75Other Transportation Workers4,650 $24,860 -0.1% -160 -3.3% 40 -0.76Cooks and Food Preparation Workers45,130 $23,831 -1.1% 4,700 11.6% 34 -0.81Other Food Preparation and Serving Related Workers26,740 $20,648 3.2% 5,910 28.4% 26 -0.86Food and Beverage Serving Workers86,450 $20,818 1.7% 6,840 8.6% 29 -0.86Food Processing Workers8,260 $28,056 -12.0% -900 -9.8% 38 -0.95Retail Sales Workers111,500 $24,070 0.1% -10,850 -8.9% 30 -1.00Animal Care and Service Workers2,350$25,465 -11.9% 560 31.3% 33 -1.01Low- OpportunityEmploymentGrowthOccupation Opportunity IndexHigh- OpportunityMiddle- Opportunity An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE56High-opportunity occupations for workers with more than a high school diploma but less than a bachelor’s degreePlant and system operators and supervisors of maintenance and repair workers are high-opportunity occupations for workers with more than a high school diploma but less than a bachelor’s degreeEconomic vitalityOccupation Opportunity Index: Occupations by Opportunity Level for Workers with More Than a High School Diploma but Less Thana Bachelor’s DegreeSource: U.S. Bureau of Labor Statistics; Integrated Public Use Microdata Series. Universe includes all nonfarm wage and salary jobs for which the typical worker is estimated to have more than a high school degree but less than a BA. Note: Dollar values are in 2011 dollars.Job QualityMedian Annual WageReal Wage GrowthChange in Employment% Change in EmploymentMedian AgeOccupation(2011) (2011) (2011) (2005-11) (2005-11) (2010)Plant and System Operators2,400$70,710 2.9% 1,090 83.2% 46 0.51Supervisors of Installation, Maintenance, and Repair Workers4,720$74,370 2.2% -710 -13.1% 47 0.47Legal Support Workers6,030$64,769 11.2% 570 10.4% 40 0.38Electrical and Electronic Equipment Mechanics, Installers, and Repairers8,800$53,720 8.9% 4,550 107.1% 42 0.24Life, Physical, and Social Science Technicians7,050$55,659 14.4% 2,080 41.9% 34 0.22Drafters, Engineering Technicians, and Mapping Technicians10,290$62,726 2.5% -630 -5.8% 45 0.20Health Technologists and Technicians33,120$61,109 -1.5% 9,530 40.4% 39 0.17Supervisors of Office and Administrative Support Workers22,350$60,200 3.5% -1,280 -5.4% 45 0.15Supervisors of Sales Workers18,340$50,453 0.3% -2,070 -10.1% 42 -0.18Secretaries and Administrative Assistants60,520$49,176 -0.4% -2,020 -3.2% 45 -0.18Financial Clerks44,980$42,565 3.6% -8,820 -16.4% 44 -0.34Other Education, Training, and Library Occupations20,440$36,180 2.2% 2,200 12.1% 45 -0.37Other Healthcare Support Occupations22,290$39,383 -0.3% 4,640 26.3% 35 -0.41Information and Record Clerks65,660$38,780 2.3% -7,180 -9.9% 34 -0.54Other Office and Administrative Support Workers48,620$37,019 6.0% -21,630 -30.8% 40 -0.61Entertainment Attendants and Related Workers8,050$22,552 7.0% 570 7.6% 28 -0.80Communications Equipment Operators 2110 $32,220 -10.1% -930 -30.6% 38 -0.84EmploymentGrowthOccupation Opportunity IndexLow- OpportunityMiddle- OpportunityHigh- Opportunity An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE57High-opportunity occupations for workers with a bachelor’s degree or higherLegal fields, health diagnosing, and operations specialties managers are all high-opportunity occupations for workers with a bachelor’s degree or higherEconomic vitalityOccupation Opportunity Index: Occupations by Opportunity Level for Workers with a Bachelor’s Degree or Higher Source: U.S. Bureau of Labor Statistics; Integrated Public Use Microdata Series. Universe includes all nonfarm wage and salary jobs for which the typical worker is estimated to have a BA degree or higher. Note: Dollar values are in 2011 dollars. Job QualityMedian Annual WageReal Wage GrowthChange in Employment% Change in EmploymentMedian AgeOccupation(2011) (2011) (2011) (2005-11) (2005-11) (2010)Lawyers, Judges, and Related Workers14,610 $151,506 7.6% 2,390 19.6% 45 2.38Health Diagnosing and Treating Practitioners64,980 $117,683 16.0% 14,750 29.4% 45 1.90Operations Specialties Managers32,490 $129,593 10.7% 850 2.7% 43 1.88Advertising, Marketing, Promotions, Public Relations, and Sales Managers16,640 $133,181 6.9% 210 1.3% 39 1.84Top Executives39,480 $130,557 2.6% 370 0.9% 47 1.79Other Management Occupations40,220 $101,543 11.1% 970 2.5% 45 1.27Engineers26,330 $101,470 7.4% 2,100 8.7% 42 1.18Computer Occupations87,550 $95,094 3.1% 11,140 14.6% 38 1.01Physical Scientists6,370 $90,626 10.9% 790 14.2% 39 0.96Mathematical Science Occupations2,830 $89,328 6.5% -320 -10.2% 43 0.86Life Scientists11,810 $86,346 0.1% 3,930 49.9% 37 0.70Architects, Surveyors, and Cartographers3,770 $83,418 2.6% -910 -19.4% 46 0.67Social Scientists and Related Workers6,800 $83,625 4.0% -2,600 -27.7% 45 0.66Financial Specialists45,120 $79,626 4.9% 3,590 8.6% 42 0.65Business Operations Specialists60,880 $78,751 9.9% -6,290 -9.4% 42 0.61Other Healthcare Practitioners and Technical Occupations2,550 $69,992 -14.0% 2,070 431.3% 49 0.56Postsecondary Teachers22,790 $79,856 -0.9% -110 -0.5% 43 0.51Sales Representatives, Wholesale and Manufacturing22,500 $70,570 7.4% -1,370 -5.7% 44 0.45Sales Representatives, Services29,840 $75,122 -4.2% -1,410 -4.5% 41 0.31Librarians, Curators, and Archivists3,380 $60,266 0.0% -670 -16.5% 49 0.13Media and Communication Equipment Workers3,880 $51,629 9.2% 1,680 76.4% 40 0.12Media and Communication Workers12,240 $61,477 -5.5% 1,510 14.1% 42 0.03Art and Design Workers13,500 $58,130 -3.7% 3,920 40.9% 40 0.01Specialists27,510 $50,043 2.5% 6,510 31.0% 42 -0.02Preschool, Primary, Secondary, and Special Education School Teachers47,080 $58,328 -1.7% -2,960 -5.9% 42 -0.04Entertainers and Performers, Sports and Related Workers8,960$49,936 2.1% 530 6.3% 37 -0.17Other Teachers and Instructors15,540$46,484 -5.2% 2,330 17.6% 39 -0.33Other Sales and Related Workers11,440$52,598 -22.5% 10 0.1% 45 -0.50Middle- OpportunityHigh- OpportunityOccupation Opportunity IndexEmploymentGrowth An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE5813%15%29%28%24%49%15%29%26%20%23%35%29%40%35%43%38%30%27%36%35%34%52% 55% 31% 37% 33% 13% 55% 44% 38% 45% 43%Latinos and African Americans have the least access to high-opportunity jobsExamining access to high-opportunity jobs by race/ethnicity and nativity, we find that U.S.-born Asians or Pacific Islander workers and White immigrant workers are most likely to be employed in the region’s high-opportunity occupations. U.S.-born Black and Latino workers are most likely to be found in middle-opportunity occupations while Latino immigrants are the most likely to be in low-opportunity occupations.Differences in education levels play a large role in determining access to high-opportunity jobs, but racial discrimination; work experience, social networks; and, for immigrants, legal status and English language ability, are also contributing factors. Latinos and African Americans are least likely to access high-opportunity jobsEconomic vitalityOpportunity Ranking of Occupations by Race/Ethnicity and Nativity, All WorkersSource: U.S. Bureau of Labor Statistics; Integrated Public Use Microdata Series. Universe includes the employed civilian non-institutional population ages 25 through 64.High OpportunityMiddle OpportunityLow Opportunity An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE5930%38%47%39%57%42%60%39%48%47%42%41%47%36%41%30%42%39%23% 19% 13% 14%7%17%9%19% 13%Access to high-opportunity jobs by race for workers with a high school diploma or lessAmong workers with low education levels, White workers and workers of mixed/other races are most likely to be in high-opportunity jobs, followed by U.S.-born Asian or Pacific Islander workers. Latino and Asian or Pacific Islander immigrants are by far the least likely to be in high-opportunity jobs and the most likely to be in low-opportunity jobs. Black workers are less likely than White workers to be in high-opportunity jobs and more likely to be in low-opportunity jobs.Of those with low education levels, Latino and Asian or Pacific Islander immigrants are least likely to access high-opportunity jobsEconomic vitalityOpportunity Ranking of Occupations by Race/Ethnicity and Nativity, Workerswith Low Educational AttainmentSource: U.S. Bureau of Labor Statistics; Integrated Public Use Microdata Series. Universe includes the employed civilian non-institutional population ages 25 through 64 with a high school degree or less. Note: Data for some racial/ethnic groups are excluded due to small sample size.High OpportunityMiddle OpportunityLow Opportunity An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE6020%23%31%37%26%37%26%36%25%27%43%44%45%34%48%45%42%38%41%43%37% 32% 24% 29% 27% 17% 32% 26% 34% 30%Access to high-opportunity jobs by race for workers with more than a high school diploma but less than a BAAmong workers with middle education levels, White workers, workers of mixed/other races, and U.S-born Asian or Pacific Islander workers are most likely to be found in high-opportunity jobs. Latino immigrants have the least access to high-opportunity jobs, followed by U.S.-born Black workers. U.S.-born Latino workers are most likely to be in middle-opportunity jobs, while Black and Latino immigrants are the most likely to be in low-opportunity occupations.Of those with middle education levels, Latino immigrants, African Americans, and Asian or Pacific Islander immigrants are least likely to access high-opportunity jobsEconomic vitalityOpportunity Ranking of Occupations by Race/Ethnicity and Nativity, Workerswith Middle Educational AttainmentSource: U.S. Bureau of Labor Statistics; Integrated Public Use Microdata Series. Universe includes the employed civilian non-institutional population ages 25 through 64 with more than a high school degree but less than a BA. Note: Data for some racial/ethnic groups are excluded due to small sample size.High OpportunityMiddle OpportunityLow Opportunity An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE616%8%10%10%9%23%7%11%9%8%29%21%33%26%34%35%24%21%29%27%65% 71% 57% 64% 57% 42% 68% 68% 63% 65%Even among college graduates, Black and Latino workers have less access to high-opportunity jobsDifferences in access to high-opportunity occupations tend to decrease even more for workers with college degrees, though racial/ethnic and nativity gaps remain. Asian or Pacific Islander workers, regardless of nativity, and Whites are the most likely to be in high-opportunity occupations. Latino immigrants with college degrees have by far the least access to high-opportunity jobs and are more likely to be in low-opportunity occupations. Differences in occupational opportunity by race/ethnicity and nativity shrink somewhat for college-educated workersEconomic vitalityOpportunity Ranking of Occupations by Race/Ethnicity and Nativity, Workerswith High Educational AttainmentSource: U.S. Bureau of Labor Statistics; Integrated Public Use Microdata Series. Universe includes the employed civilian non-institutional population ages 25 through 64 with a BA degree or higher. Note: Data for some racial/ethnic groups are excluded due to small sample size.High OpportunityMiddle OpportunityLow Opportunity An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE62Readiness An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE63Percent of Latino immigrants with at least an associate’s degree: 15%Highlights•There is a skills and education gap for people of color, with the share of future jobs requiring at least an associate’s degree in the state being higher than the proportion of people with the requisite education level in the region.•Education levels differ dramatically among immigrant groups. For example, South and East Asian immigrants have high education levels and Southeast Asian, Mexican, and Central American immigrants have relatively low levels of education.•Educational attainment and pursuit of it has increased dramatically for youth of color. However, youth of color are still far less likely to finish high school than their White counterparts. •Communities of color are facing significant health challenges, with over 68 percent of the region’s African Americans and Latinos obese or overweight. ReadinessPercent of adults who are overweight or obese:55%Number of Black disconnected youth:9,195How prepared are the region’s residents for the 21stcentury economy? An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE643%9%31%11%15%6%17%12%24%25%14%26%15%19%19%32%19%15%27%24%19%7%10%6%7%9%9%7%59%25%19%54%23%46%37%White Black Latino Asian orPacificIslanderNativeAmericanMixed/other People ofColorAn education and skills gap for people of colorThe region has large differences in educational attainment by race/ethnicity and nativity. Over half of Asians or Pacific Islanders and Whites have a bachelor’s degree or higher, compared with 19 percent of Latinos, 23 percent of Native Americans, 25 percent of Blacks, and 46 percent of people of mixed/other races.While not shown in the graph, people of every race/ethnicity and nativity improved their education levels since 1990. Despite this progress, African Americans and Latinos, who will account for an increasing share of the region’s workforce, are still less prepared for the future economy than their White counterparts.Latinos, Native Americans, and African Americans have the lowest share of residents attaining bachelor’s degree or higher compared with other subgroupsReadinessEducational Attainment by Race/Ethnicity, 2014Source: Integrated Public Use Microdata Series. Universe includes all persons ages 25 through 64.Notes: Data represent a 2010 through 2014 average.Bachelor's degree or higherAssociate's degreeSome collegeHigh school diplomaLess than high school diploma An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE6515%33%35%39%55%61%66%44%Latino,ImmigrantNativeAmericanBlack Latino, U.S.-bornMixed/other API White Jobs in 2020An education and skills gap for people of colorThe region will face a skills gap unless education levels increase. By 2020, 44 percent of the state's jobs will require an associate’s degree or higher. Only 39 percent of U.S.-born Latinos, 35 percent of Blacks, 33 percent of Native Americans, and 15 percent of Latino immigrants have that level of education.The region will face a skills gap unless education levels increase for Latinos, Native Americans, and African AmericansReadinessShare of Working-Age Population with an Associate’s Degree or Higher by Race/Ethnicity and Nativity, 2014 and Projected Share of Jobs that Require an Associate’s Degree or Higher, 2020Sources: Georgetown Center for Education and the Workforce; Integrated Public Use Microdata Series. Universe for education levels of working-age population includes all persons ages 25 through 64.Note: Data for 2014 by race/ethnicity and nativity represent a 2010 through 2014 average for the Five-County Bay Area region; data on jobs in 2020 represent a state-level projection for California.(continued) An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE66#1: Ann Arbor, MI (60%)#8: Bay Area (54%)#150: Visalia-Porterville, CA (21%)Relatively high education levels overallThe Bay Area ranks eighth among the largest 150 metro regions on the share of residents with an associate’s degree or higher. The region’s share of residents with an associate’s degree or higher is 54 percent, slightly lower than the share in San Jose (56 percent). The region also ranks 8thhighest on the share of residents with a bachelor’s degree or higher. Roughly 47 percent of the population has a bachelor’s degree or higher in the Bay Area compared with 49 percent in San Jose.The region ranks in the top ten on the share of residents with an associate’s degree or higherReadiness Percent of the Population with an Associate’s Degree or Higher in 2014: Largest 150 Metros RankedSource: Integrated Public Use Microdata Series. Universe includes all persons ages 25 through 64.Note: Data represent a 2010 through 2014 average. An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE6715%9%14%25%14%12%10%45%57%41%All Latino ImmigrantsMexicanCentral American (all)NicaraguanHonduranSalvadoranGuatemalanSouth American (all)ColombianPeruvian58%81%83%67%53%55%39%26%13%66%58%55%50%80%71%87%21%12%All API immigrantsSouth Asian (all)IndianPakistaniSoutheast Asian (all)BurmeseVietnameseCambodianLaotianThaiFilipinoEast Asian (all)ChineseJapaneseKoreanTaiwanesePacific Islander (all)TonganHigh variation in education levels among immigrantsThere is a lot of variation among education levels for Asian or Pacific Islander immigrants: Taiwanese, Indian, and Japanese immigrants have the highest education levels while Laotian and Tongan immigrants have the lowest levels. Just 13 percent of Laotian immigrants have an associate’s degree or higher compared to 66 percent of Thai immigrants and 87 percent of Taiwanese immigrants. Among all Pacific Islanders, 21 percent have an associate’s degree or higher.There is also wide range in education levels among Latino immigrants. Immigrants from Central America and Mexico tend to have very low education levels while those from South America tend to have higher education levels. For example, 57 percent of immigrants from Colombia have at least an associate’s degree compared with 9 percent of Mexican immigrants. There is a considerable range in education levels among Asian or Pacific Islander immigrantsReadinessAsian or Pacific Islander Immigrants, Percent with an Associate’s Degree or Higher by Origin, 2014Source: Integrated Public Use Microdata Series. Universe includes all persons ages 25 through 64.Note: Data represent a 2010 through 2014 average.Source: Integrated Public Use Microdata Series. Universe includes all persons ages 25 through 64.Note: Data represent a 2010 through 2014 average.South American immigrants have higher education levels than Mexican and Central American immigrantsLatino Immigrants, Percent with an Associate’s Degree or Higher by Origin, 2014 An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE686.9%14.3%24.2%6.1%15.2%5.1%15.5%29.2%4.4%7.1%16.6%2.0%7.2%11.8%1.9%3.2%7.0%White Black Latino Asian or PacificIslanderMixed/other People of ColorMore youth are getting high school diplomas, but Latinos are more likely to be behindThe share of youth who do not have a high school education and are not pursuing one has declined considerably since 1990 for all racial/ethnic groups. Despite the overall improvement, youth of color (with the exception of Asian or Pacific Islander youth) are still less likely to finish high school than White youth. Latinos have particularly high rates of dropout or non-enrollment, with 12 percent lacking and not pursuing a high school diploma.Educational attainment and enrollment among youth has improved for all groups since 1990ReadinessPercent of 16-to 24-Year-Olds Not Enrolled in School and Without a High School Diploma, 1990 to 2014Source: Integrated Public Use Microdata Series. Note: Data for some racial/ethnic groups are excluded due to small sample size. Data for 2014 represents a 2010 through 2014 average.199020002014 An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE69Native American or OtherAsian or Pacific IslanderLatinoBlackWhite35,390 19,706 11,245 14,310 17,086 13,854 10,584 9,195 5,369 5,909 8,155 8,422 958 602 2,332 3,363 14,232 13,639 24,025 20,116 020,00040,00060,00080,0001980 1990 2000 2014Many youth remain disconnected from work or schoolWhile trends in the pursuit of education have been positive for youth of color, the number of “disconnected youth” who are neither in school nor working remains high. Of the region’s 55,400 disconnected youth, 36 percent are Latino, 26 percent are White, 17 percent are Black, and 15 percent are Asian or Pacific Islander. Since 2000, the number of disconnected youth decreased slightly. This was largely due to improvements among Black and Latino youth; all other groups saw a slight increase. There are about 55,400 disconnected youth in the regionReadinessDisconnected Youth: 16-to 24-Year-Olds Not in Work or School, 1980 to 2014Source: Integrated Public Use Microdata Series.Note: Data for 2014 represent a 2010 through 2014 average. An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE70Bakersfield, CA: #1 (24%)Bay Area: #119 (11%)Madison, WI: #150 (04%)Many youth remain disconnected from work or schoolDespite the drop in disconnected youth over the last decade, 11 percent of the Bay Area’s youth are not working or in school. This places the region at 119thout of the largest 150 metro areas – compared to similarly sized metro areas in the West, the region is doing better than Los Angeles which is ranked 75th, but worse than San Jose, which is ranked 139th.The Bay Area ranks among the bottom third of regions in its share of disconnected youthReadinessPercent of 16-to 24-Year-Olds Not in Work or School, 2014: Largest 150 Metros Ranked Source: Integrated Public Use Microdata Series.Note: Data represent a 2010 through 2014 average. (continued) An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE714.3%7.1%4.9%4.9%7.5%3.5%4.5% Mixed/other Native American Asian or Pacific Islander Latino Black White AllHealthy food access varies by race/ethnicityLimited supermarket access areas (LSAs) are defined as areas where residents must travel significantly farther to reach a supermarket than the “comparatively acceptable” distance traveled by residents in well-served areas with similar population densities and car ownership rates.Black and Native American residents are the most likely to live in LSAs while White residents are the least likely: just 3.5 percent of White residents live in LSAs compared with 7.5 percent of Black residents.People of color are more likely to live in food desertsReadinessPercent Living in Limited Supermarket Access Areas by Race/Ethnicity, 2014Sources: U.S. Census Bureau; The Reinvestment Fund. See the “Data and Methods” section for details.Note: Data on population by race/ethnicity reflect a 2010 through 2014 average. An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE7219%11%11%10%7%7%9%7%7%61%75%74%Limited SupermarketAccessSupermarketAccessibleTotal Population200% poverty or above150-199% poverty100-149% povertyBelow povertyHealthy food access also varies by incomeThose living in limited supermarket access areas (LSAs) are also more likely to fall below 200 percent of the federal poverty level than those living in areas with better access to healthy food. For example, 19 percent of residents in LSAs are below poverty compared with 11 percent of the total population.Those with the lowest incomes are the most likely to live in neighborhoods with limited access to supermarketsReadinessPoverty Composition of Food Environments, 2014Sources: The Reinvestment Fund, 2014 LSA analysis; U.S. Census Bureau. Universe includes all persons not in groups quarters.Note: Data on population by poverty status reflects a 2010 through 2014 average. An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE73Less than 29%29% to 47%47% to 66%66% to 83%83% or moreLimited Supermarket AccessLSAs are located in all counties except Marin CountyThe region’s limited supermarket access areas (LSAs) are scattered throughout the region, and can be found in the East Bay, San Francisco, and near Martinez and Walnut Creek in Contra Costa County. LSAs in eastern Contra Costa County are less diverse and more affluent than those in the East Bay and on the peninsula south of San Francisco.LSAs are found throughout the region, but are more concentrated in the East BayReadinessPercent People of Color by Census Block Group and Limited Supermarket Access Block Groups, 2014Source: The Reinvestment Fund, 2014 LSA analysis; U.S. Census Bureau; TomTom, ESRI, HERE, DeLorme, MaymyIndia, © OpenStreetMap contributors, and the GIS user community. Note: Data on population by race/ethnicity represent a 2010 through 2014 average. Areas in white are missing data. An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE7433%32%41%35%35%36%21%10%27%33%18%19%0% 20% 40% 60% 80%OtherAsian/Pacific IslanderLatinoBlackWhiteAllHealth challenges among communities of colorBlack adults face above-average obesity, diabetes, and asthma rates, while Latinos have high rates of being overweight and obeseReadinessAdult Overweight and Obesity Rates by Race/Ethnicity, 2012Source: Centers for Disease Control and Prevention. Universe includes adults ages 18 and older.Note: Data represent a 2008 through 2012 average. Adult Diabetes Rates by Race/Ethnicity, 2012Adult Asthma Rates by Race/Ethnicity, 2012Source: Centers for Disease Control and Prevention. Universe includes adults ages 18 and older.Note: Data represent a 2008 through 2012 average. Source: Centers for Disease Control and Prevention. Universe includes adults ages 18 and older.Note: Data represent a 2008 through 2012 average. The region’s African Americans have particularly high rates of obesity, diabetes, and asthma. Latinos are at high risk of being overweight and obese but have rates of diabetes and asthma close to the overall average. Whites do better than average on all measures except for asthma. Despite having lower obesity rates, Asians or Pacific Islanders have higher-than-average rates of diabetes. OverweightObese4.2%9.9%8.9%13.9%6.0%7.9%Mixed/otherAsian or Pacific IslanderLatinoBlackWhiteAll12.7%8.3%7.9%12.4%9.6%9.3%Mixed/otherAsian or Pacific IslanderLatinoBlackWhiteAll An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE75Connectedness An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE76Highlights•The Bay Area is less auto dependent than much of the nation, with 61 percent of residents driving alone to work.•Communities of color have higher housing burdens, especially for those who are renters.•Residential segregation is declining at the regional scale for all groups, but Black-White segregation remains high and Latino-White and Latino-Asian or Pacific Islander segregation is increasing.•While 20 percent of the region’s jobs are low wage, just 12 percent of rental housing units are affordable to low-wage worker households.Share of jobs that are low wage:ConnectednessShare of Asian or Pacific Islander households without a vehicle:Share of renters who are burdened by housing costs:20%14%50% Are the region’s residents and neighborhoods connected to one another and to the region’s assets and opportunities? An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE770.25 0.24 0.21 0.19 0.44 0.44 0.38 0.36 0.10 0.20 0.30 0.40 0.501980 1990 2000 2014Multi-Group Entropy Index0 = fully integrated | 1 = fully segregatedSegregation is steadily decreasingThe Bay Area is less segregated by race/ethnicity than the nation, and segregation has steadily declined over time as the region has become more diverse. Segregation is measured by the entropy index, which ranges from a value of 0, meaning that all census tracts have the same racial/ethnic composition as the entire metropolitan area (maximum integration), to a high of 1, if all census tracts contained one group only (maximum segregation).Residential segregation is decreasing over time at the regional scaleConnectednessResidential Segregation, 1980 to 2014Source: U.S. Census Bureau; Geolytics. See the “Data and methods” section for details of the residential segregation index calculations.Note: Data for 2014 represents a 2010 through 2014 average.Bay AreaUnited States An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE7867%44%46%43%55%59%61%43%42%51%62%49%47%64%43%56%63%47%63%62%BlackLatinoAPINative AmericanLatinoAPINative AmericanAPINative AmericanNative American White Black LatinoAPISegregation remains high between some groups and White-Latino segregation is increasingWhile racial segregation overall has been on the decline in the region, it remains very high between certain groups, and is increasing for others.The chart at the right displays the dissimilarity index, which estimates the share of a given racial/ethnic group that would need to move to a new neighborhood to achieve complete integration with the other group. This index shows that Black-White segregation remains high: 62 percent of White Bay Area residents would need to move to achieve integration with Black residents.It also shows that segregation is increasing between several groups. Latinos and Whites are more segregated from each other now than in 1990, and the same is true for Latinos and Asians or Pacific Islanders. Native Americans are also more segregated from all other groups than they were in 1990.Segregation among many groups of color has decreased, but this is not the case for all race/ethnic groupsConnectednessResidential Segregation, 1990 and 2014, Measured by the Dissimilarity IndexSource: U.S. Census Bureau; Geolytics, Inc. Data reported is the dissimilarity index for each combination of racial/ethnic groups.See the “Data and methods” section for details of the residential segregation index calculations. Data for 2014 represents a 2010 through 2014 average.19902014 An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE794% to 7%7% to 11%11% to 18%18% or moreLess than 4%82% or more people of colorPoverty a challenge for communities of colorThe overall poverty rate is 11 percent but this varies from less than 4 percent among inland East Bay neighborhoods to 18 percent or higher in neighborhoods throughout Oakland, San Francisco, Richmond, Hayward, and Pittsburg. Neighborhoods with the highest share of people of color (82 percent or more) tend to have higher poverty rates than those with smaller shares of people of color.Areas of high poverty (18 percent or higher) are found primarily in the cities of Oakland, San Francisco, Richmond, Hayward, and PittsburgConnectednessPercent Population Below the Poverty Level by Census Tract, 2014Sources: U.S. Census Bureau; TomTom, ESRI, HERE, DeLorme, MaymyIndia, © OpenStreetMap contributors, and the GIS user community. Universe includes all persons not in group quarters. Note: Data represent a 2010 through 2014 average. Areas in white have missing data. An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE800%5%10%15%20%25%30%<$15,000 $15,000-$35,000$35,000-$65,000>$65,00012.6%10.6%10.8%13.9%15.3%20.7%23.6%AllWhiteLatinoAsian orPacific IslanderMixed/otherNative AmericanBlackPeople of color are more likely to rely on the region’s transit system to get to work Income and race both play a role in determining who uses the Bay Area’s bus and rail systems to get to work. Very low-income African Americans and Asian or Pacific Islander immigrants are most likely to get to work using public transit, but transit use declines rapidly for these groups as incomes increase. For Whites and U.S.-born Asians or Pacific Islanders, public transit use actually increases among higher-income workers. Households of color are also less likely to own cars than White households. Across the region, 11 percent of White households do not have access to a car, but the share is nearly doubled for Native American households. Nearly a quarter of Black households do not have a car. Households of mixed/other races and Asian or Pacific Islander households are also more likely to be carless than Whites.Transit use varies by income and raceConnectednessPercent Using Public Transit by Annual Earnings and Race/Ethnicity and Nativity, 2014Source: Integrated Public Use Microdata Series. Universe includes workers ages 16 and older with earnings.Notes: Data represent a 2010 through 2014 average.Households of color are less likely to own carsPercent of Households Without a Vehicle by Race/Ethnicity, 2014Source: Integrated Public Use Microdata Series. Universe includes all households (no group quarters).Notes: Data represent a 2010 through 2014 average.WhiteBlackLatino, U.S.-bornLatino, ImmigrantAPI, U.S.-bornAPI, ImmigrantMixed/otherPeople of ColorAll An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE8151%55%57%61%64%65%64%63%12%12%13%12%11%11%11%8%17%17%15%14%13%14%15%16%8%6%5%5%4%3%3%3%3%4%4%3%3%3%3%4%8%7%6%5%5%5%5%6%Less than$10,000$10,000 to$14,999$15,000 to$24,999$25,000 to$34,999$35,000 to$49,999$50,000 to$64,999$65,000 to$74,999More than$75,000Low-income residents are less likely to drive alone to workWhile the majority of residents in the region –61 percent – drive alone to work, a lower share of workers drive to work in the Bay Area than in other metro areas. Single-driver commuting also varies by income. Only 51 percent of very low-income workers (earning under $10,000 per year) drive alone to work, compared with 63 percent of workers who make over $75,000 a year. In addition, roughly the same share of lower income workers and higher income workers use public transit to get to work.Lower-income residents are less likely to drive alone to workConnectednessMeans of Transportation to Work by Annual Earnings, 2014Source: Integrated Public Use Microdata Series. Universe includes workers ages 16 and older with earnings.Note: Data represent a 2010 through 2014 average. Dollar values are in 2014 dollars.Worked at homeOtherWalkedPublic transportationAuto-carpoolAuto-alone An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE82Less than 2%2% to 5%5% to 9%9% to 18%18% or more82% or more people of colorCarless households are concentrated in denser, more transit-rich parts of the regionAlthough most households have access to at least one vehicle, vehicle access varies across the region. Neighborhoods with relatively high shares of carless households are found in denser portions of the Bay Area with greater access to public transit, such as San Francisco, Oakland, and Berkeley.Concentrations of households without a vehicle are located in the cities of San Francisco, Oakland, and BerkeleyConnectednessPercent of Households Without a Vehicle by Census Tract, 2014Source: U.S. Census Bureau; TomTom, ESRI, HERE, DeLorme, MaymyIndia, © OpenStreetMap contributors, and the GIS user community. Universe includes all households (no group quarters). Note: Data represent a 2010 through 2014 average. Areas in white have missing data. An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE83Less than 27 minutes27 to 29 minutes29 to 31 minutes31 to 33 minutes33 minutes or more82% or more people of colorLong commutes for residents throughout the regionWorkers living in San Mateo County and along western Alameda County have the shortest commutes. Many of the outer-suburb areas of Contra Costa and Alameda counties, the western neighborhoods in San Francisco, and Bolinas in Marin County have the longest commutes for workers. Workers throughout the region have long commute times, including neighborhoods in San FranciscoConnectednessAverage Travel Time to Work by Census Tract, 2014Source: U.S. Census Bureau; TomTom, ESRI, HERE, DeLorme, MaymyIndia, © OpenStreetMap contributors, and the GIS user community. Universe includes all persons ages 16 or older who work outside of home. Note: Data represent a 2010 through 2014 average. Areas in white have missing data. An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE84Miami-Fort Lauderdale-Miami Beach, FL: #1 (63%)Bay Area: #84 (50%)Des Moines, IA: #150 (42%)Half of renters in the region are housing burdenedThe Bay Area ranks 84thin renter housing burden, but ranks 13thin homeowner housing burden among the largest 150 metros. Half of renters are housing burdened, defined as spending more than 30 percent of their income on housing. Compared with other metros in the West, this is much better than Los Angeles (59 percent) but slightly worse than San Jose (47 percent). The Bay Area ranks toward the middle for rent-burdened households compared with other regionsConnectednessShare of Households that Are Rent Burdened, 2014: Largest 150 Metros RankedSource: Integrated Public Use Microdata Series. Universe includes renter-occupied households with cash rent (excludes group quarters).Note: Data represent a 2010 through 2014 average. An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE8550.3%44.9%61.0%59.0%45.4%61.9%53.5%54.4%30%50%70%35.1%31.6%46.1%44.3%36.5%33.0%39.7%39.9%30%50%70%AllWhiteBlackLatinoAsian or Pacific IslanderNative AmericanMixed/otherPeople of ColorPeople of color face higher housing burdensPeople of color are much more likely than Whites to spend a large share of their income on housing, whether they rent or own. Asian or Pacific Islander renters have a similar housing burden to White renters, but Asian or Pacific Islander homeowners have higher housing burdens than Whites. Housing burden is defined as paying more than 30 percent of household income toward housing.Native American renters have the highest renter burden at 62 percent. Black and Latino households are consistently more likely than the population as a whole to be cost-burdened regardless of whether they rent or own.African Americans, Native Americans, and Latinos have the highest renter housing burdenConnectednessRenter Housing Burden by Race/Ethnicity, 2014Source: Integrated Public Use Microdata Series. Universe includes owner-occupied households (no group quarters).Note: Data represent a 2010 through 2014 average.Source: Integrated Public Use Microdata Series. Universe includes all renter-occupied households (no group quarters) with cash rent.Note: Data represent a 2010 through 2014 average.Latinos and African Americans have the highest homeowner housing burdenHomeowner Housing Burden by Race/Ethnicity, 2014AllWhiteBlackLatinoAsian or Pacific IslanderNative AmericanMixed/otherPeople of Color An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE8620%21%19%18%23%22%12%13%18%5%10%9%Bay AreaAlameda CountySan Francisco CountySan Mateo CountyContra Costa CountyMarin CountyJobs-housing mismatch for low-wage workers in some parts of the regionLow-wage workers in the region are not likely to find affordable rental housing. Across the region, 20 percent of jobs are low-wage (paying $1,250 per month or less) and only 12 percent of rental units are affordable (defined as having rent of $749 per month or less, which would be 30 percent or less of two low-wage workers’ incomes). San Mateo, Marin, and Contra Costa counties have far more low-wage jobs than affordable rental housing units. Moreover, the higher share of affordable rental housing units in San Francisco is likely due to stronger renter protections and rent control.Most counties have a gap between the percentage of low-wage jobs and affordable rental housingConnectednessLow-Wage Jobs and Affordable Rental Housing by County, 2014Source: Housing data from the U.S. Census Bureau and jobs data from the 2012 Longitudinal-Employer Household Dynamics.Note: Housing data represent a 2010 through 2014 average.Share of jobs that are low-wageShare of rental housing units that are affordable An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE87All Low-wage All Rental*Affordable Rental*All Jobs:All HousingLow-wage Jobs- Affordable RentalsAlameda County 671,397 138,430 551,734 252,717 31,785 1.2 4.4San Francisco County 608,225 113,086 348,832 215,423 38,123 1.7 3.0San Mateo County 340,932 59,856 258,683 102,404 5,252 1.3 11.4Contra Costa County 335,248 76,130 380,183 129,104 12,697 0.9 6.0Marin County 104,964 23,419 103,034 37,298 3,319 1.0 7.1Bay Area 2,060,766 410,921 1,642,466 736,946 91,176 1.3 4.5*Includes only those units paid for in cash rent.Jobs (2012)Housing (2014)Jobs-Housing RatiosJobs-housing mismatch for low-wage workers in some parts of the regionA low-wage jobs to affordable rental housing ratio that is higher in a county than the regional average indicates a lower availability of affordable rental housing for low-wage workers in that county relative to the region overall. San Mateo, Marin, and Contra Costa counties all have higher ratios than the regional average, indicating a potential shortage of affordable units. San Mateo’s ratio is particularly high, at more than double the regional average.The range of jobs-housing ratios throughout the region, with San Mateo having the highest affordability mismatch ConnectednessLow-Wage Jobs, Affordable Rental Housing, and Jobs-Housing Ratios by CountySource: Housing data from the U.S. Census Bureau and jobs data from the 2012 Longitudinal-Employer Household Dynamics.Note: Housing data represent a 2010 through 2014 average. (continued) An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE88Economic benefits An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE89Highlights•The region’s economy could have been nearly $138 billion stronger in 2014 if its racial gaps in income had been closed.•Latino residents would see a 139 percent gain in average annual income with racial equity. Black residents would also see their average annual income more than double with a 116 percent gain.•Most of these gains would come from closing racial wage gaps between workers of color and White workers.Potential increase in average annual Latino income:Economic benefitsPotential gain in GDP with racial equity (in billions):139%$137.7What are the benefits of racial economic inclusion to the broader economy? An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE90GDP in 2014 (billions)GDP if racial gaps in income were eliminated (billions)$408.1$545.8$0$150$300$450$600Equity Dividend: $137.7 billionA potential $138 billion per year GDP boost from racial equityThe Bay Area stands to gain a great deal from addressing racial inequities. The region’s economy could have been $138 billion stronger in 2014 if its racial gaps in income had been closed: a 34 percent increase. Using data on income by race, we calculated how much higher total economic output would have been in 2014 if all racial groups who currently earn less than Whites had earned similar average incomes as their White counterparts, controlling for age. The Bay Area’s GDP would have been $138 billion higher if there were no racial gaps in incomeEconomic benefits of inclusionActual GDP and Estimated GDP Without Racial Gaps in Income, 2014Source: Integrated Public Use Microdata Series; Bureau of Economic Analysis.Note: Data represent a 2010 through 2014 average. Values are in 2014 dollars. An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE91115.9%138.9%49.4%91.0%69.3%82.5%33.7%71.0%124.5%27.9%68.5%48.3%80.1%34.3%Black Latino Asian orPacificIslanderNativeAmericanMixed/other People ofColorAllPeople of color as a whole would see their incomes grow by roughly 83 percent with racial equity. Latinos would see the largest increase in average annual income at 139 percent. Both Black and Latino average incomes would more than double with racial equity.Income gains were estimated by calculating the percentage increase in income for each racial/ethnic group if they had the same average annual income (and income distribution) and hours of work as non-Hispanic Whites, controlling for age.Latino, Native American, and Black residents in the Bay Area would experience the largest income increases with racial equityEconomic benefitsPercentage Gain in Income with Racial Equity by Race/Ethnicity, 2014Source: Integrated Public Use Microdata Series.Note: Data represent a 2010 through 2014 average. Data for some racial/ethnic groups are excluded due to small sample size.Average annual incomes for Blacks and Latinos would more than double with racial equityBay AreaCalifornia An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE92$31,872 $28,688 $45,933 $36,228 $40,567 $37,602 $51,408 $68,819 $68,541 $68,618 $69,200 $68,668 $68,624 $68,758 Black Latino Asian orPacificIslanderNativeAmericanMixed/other People ofColorAllAverage incomeAverage income with racial equityAverage incomes for people of color would increase by $31,000People of color as a whole would see their average income grow by roughly 83 percent with racial equity, which translates to a $31,000 increase in annual average income. Latinos would see their average income increase by nearly $40,000 – growing from $28,700 a year to over $68,500 a year.Latino and Black workers in the Bay Area would experience the largest gains with racial equityEconomic benefitsGain in Average Income with Racial Equity by Race/Ethnicity, 2014Source: Integrated Public Use Microdata Series.Note: Data represent a 2010 through 2014 average. Values are in 2014 dollars. An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE9357%77%73%58%56%71%43% 23% 27% 42% 44% 29%Black Latino Asian or PacificIslanderNativeAmericanMixed/other People of ColorEmploymentWagesMost of the potential income gains would come from closing the racial wage gapWe also examined how much of the region’s racial income gap was due to differences in wages and how much was due to differences in employment (measured by employment rates and hours worked). In the Bay Area, most of the racial income gap is due to differences in wages.For Latinos, just 23 percent of the racial income gap is due to differences in employment and 77 percent of the gap is due to differences in wages. The differences are more balanced among the mixed/other population and Native American population, with 44 and 42 percent of the gap, respectively, due to differences in employment.Most of the racial income gap is due to differences in wagesEconomic benefitsSource of Gains in Income with Racial Equity By Race/Ethnicity, 2014Source: Integrated Public Use Microdata Series.Note: Data represent a 2010 through 2014 average. Measures of diversity and segregationEstimates of GDP without racial gaps in incomePolicyLink and PEREAn Equity Profile of the Five-County San Francisco Bay AreaData source summary and regional geographyAdjustments made to census summary data on race/ethnicity by ageAdjustments made to demographic projections94Data and methodsBroad racial/ethnic originDetailed racial/ethnic ancestryOther selected termsSelected terms and general notesNativityGeneral notes on analysesSummary measures from IPUMS microdataAdjustments at the state and national levelsEstimates and adjustments made to BEA data on GDPCounty and metropolitan-area estimatesMiddle-class analysisAssembling a complete dataset on employment and wagesby industryGrowth in jobs and earnings by industry wage level, 1990 to 2015Analysis of occupations by opportunity levelHealth data and analysisAnalysis of access to healthy foodNational projectionsCounty and regional projections101951019696969796979998101103105103103106107108110111112113 An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE95SourceDatasetIntegrated Public Use Microdata Series (IPUMS) 1980 5% State Sample1990 5% Sample2000 5% Sample2010 American Community Survey, 5-year microdata sample2010 American Community Survey, 1-year microdata sample2014 American Community Survey, 5-year microdata sampleU.S. Census Bureau 1980 Summary Tape File 1 (STF1)1980 Summary Tape File 2 (STF2)1990 Summary Tape File 2A (STF2A)1990 Modified Age/Race, Sex and Hispanic Origin File (MARS)1990 Summary Tape File 4 (STF4)2000 Summary File 1 (SF1)2010 Summary File 1 (SF1)2014 American Community Survey, 5-year summary file2012 Longitudinal Employer-Household Dynamics, LODES 72014 National Population Projections2015 Population Estimates2015 ACS 1-year Summary File (2015 1-year ACS)2010 TIGER/Line Shapefiles, 2010 Census Block Groups2014 TIGER/Line Shapefiles, 2014 Census Tracts2010 TIGER/Line Shapefiles, 2010 CountiesGeolytics 1980 Long Form in 2010 Boundaries1990 Long Form in 2010 Boundaries2000 Long Form in 2010 BoundariesWoods & Poole Economics, Inc. 2016 Complete Economic and Demographic Data SourceU.S. Bureau of Economic Analysis Gross Domestic Product by StateGross Domestic Product by Metropolitan AreaLocal Area Personal Income Accounts, CA30: Regional Economic ProfileU.S. Bureau of Labor Statistics Quarterly Census of Employment and WagesLocal Area Unemployment StatisticsOccupational Employment StatisticsCenters for Disease Control and Prevention Behavioral Risk Factor Surveillance System (BRFSS)The Reinvestment Fund 2014 Analysis of Limited Supermarket Access (LSA)State of California Employment Development Department 2014-2024 Industry Projections2014-2024 Occupational ProjectionsGeorgetown University Center on Education and the Workforce Updated projections of education requirements of jobs in 2020, originally appearing in: Recovery: Job Growth And Education Requirements Through 2020; State ReportData source summary and regional geographyUnless otherwise noted, all of the data and analyses presented in this profile are the product of PolicyLink and the USC Program for Environmental and Regional Equity (PERE), and reflect the Five-County San Francisco Bay Area region. The specific data sources are listed in the table shown here.While much of the data and analysis presented in this profile are fairly intuitive, in the following pages we describe some of the estimation techniques and adjustments made in creating the underlying database, and provide more detail on terms and methodology used. Finally, the reader should bear in mind that while only a single region is profiled here, many of the analytical choices in generating the underlying data and analyses were made with an eye toward replicating the analyses in other regions and regions and the ability to update them over time. Thus, while more regionally specific data may be available for some indicators, the data in this profile draws from our regional equity indicators database that provides data that are comparable and replicable over time.Data and methods An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE96Selected terms and general notesData and methodsBroad racial/ethnic originIn all of the analyses presented, all categorization of people by race/ethnicity and nativity is based on individual responses to various census surveys. All people included in our analysis were first assigned to one of six mutually exclusive racial/ethnic categories, depending on their response to two separate questions on race and Hispanic origin as follows:•“White” and “non-Hispanic White” are used to refer to all people who identify as White alone and do not identify as being of Hispanic origin.•“Black” and “African American” are used to refer to all people who identify as Black or African American alone and do not identify as being of Hispanic origin.•“Latino” refers to all people who identify as being of Hispanic origin, regardless of racial identification. •“Asian American and Pacific Islander,” “Asian or Pacific Islander,” “Asian,” and “API” are used to refer to all people who identify as Asian American or Pacific Islander alone and do not identify as being of Hispanic origin.•“Native American” and “Native American and Alaska Native” are used to refer to all people who identify as Native American or Alaskan Native alone and do not identify as being of Hispanic origin.•“Mixed/other” and “other or mixed race” are used to refer to all people who identify with a single racial category not included above, or identify with multiple racial categories, and do not identify as being of Hispanic origin.•“People of color” or “POC” is used to refer to all people who do not identify as non-Hispanic White.NativityThe term “U.S.-born” refers to all people who identify as being born in the United States (including U.S. territories and outlying areas), or born abroad to American parents. The term “immigrant” refers to all people who identify as being born abroad, outside of the United States, to non-American parents.Detailed racial/ethnic ancestryGiven the diversity of ethnic origin and largepresence of immigrants among the Latino and Asian populations, we sometimes present data for more detailed racial/ethnic categories within these groups. In order to maintain consistency with the broad racial/ethnic categories, and to enable the examination of second-and-higher generation immigrants, these more detailed categories (referred to as “ancestry”) are drawn from the first response to the census question on ancestry, recorded in the Integrated Public Use Microdata Series (IPUMS) variable “ANCESTR1.” For example, while country-of-origin information could have been used to identify Filipinos among the Asian population or Salvadorans among the Latino population, it could do so only for immigrants, leaving only the broad “Asian” and “Latino” racial/ ethnic categories for the U.S.-born population. While this methodological choice makes little difference in the numbers of immigrants by origin we report – i.e., the vast majority of immigrants from El Salvador mark “Salvadoran” for their ancestry – it is an important point of clarification. An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE97Selected terms and general notesData and methods(continued)Other selected termsBelow we provide definitions and clarification for some of the terms used in the profile:•The term “region” may refer to a city but typically refers to metropolitan areas or other large urban areas (e.g., large cities and counties). The terms “metropolitan area,” “metro area,” and “metro” are used interchangeably to refer to the geographic areas defined as Metropolitan Statistical Areas under the December 2003 definitions of the U.S. Office of Management and Budget (OMB).•The term “neighborhood” is used at various points throughout the profile. While in the introductory portion of the profile this term is meant to be interpreted in the colloquial sense, in relation to any data analysis it refers to census tracts.•The term “communities of color” generally refers to distinct groups defined by race/ethnicity among people of color.•The term “high school diploma” refers to both an actual high school diploma as well as a high school equivalency or a GeneralEducational Development (GED) certificate.•The term “full-time” workers refers to all persons in the IPUMS microdata whoreported working at least 45 or 50 weeks (depending on the year of the data) and who usually worked at least 35 hours per week during the year prior to the survey. A change in the “weeks worked” question in the 2008 American Community Survey (ACS), as compared with prior years of the ACS and the long form of the decennial census, caused a dramatic rise in the share of respondents indicating that they worked at least 50 weeks during the year prior to the survey. To make our data on full-time workers more comparable over time, we applied a slightly different definition in 2008 and later than in earlier years: in 2008 and later, the “weeks worked” cutoff is at least 50 weeks while in 2007 and earlier it is 45 weeks. The 45-week cutoff was found to produce a national trend in the incidence of full-time work over the 2005-2010 period that was most consistent with that found using data fromthe March Supplement of the Current Population Survey, which did not experience a change to the relevant survey questions. For more information, see: https://www.census.gov/content/dam/Census/library/working-papers/2012/demo/Gottschalck_2012FCSM_VII-B.pdf. General notes on analysesBelow, we provide some general notes about the analysis conducted:•With regard to monetary measures (income, earnings, wages, etc.) the term “real” indicates the data has been adjusted for inflation. All inflation adjustments are based on the Consumer Price Index for all Urban Consumers (CPI-U) from the U.S. Bureau of Labor Statistics. An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE98Summary measures from IPUMS microdataAlthough a variety of data sources were used, much of our analysis is based on a unique dataset created using microdata samples (i.e., “individual-level” data) from the Integrated Public Use Microdata Series (IPUMS), for four points in time: 1980, 1990, 2000, and 2010-2014 pooled together. While the 1980 through 2000 files are based on the decennial census and each cover about 5 percent of the U.S. population, the 2010-2014 files are from the ACS and cover only about 1 percent of the U.S. population each. Five years of ACS data were pooled together to improve the statistical reliability and to achieve a sample size that is comparable to that available in previous years. Survey weights were adjusted as necessary to produce estimates that represent an average over the 2010-2014 period.Compared with the more commonly used census “summary files,” which include a limited set of summary tabulations of population and housing characteristics, use of the microdata samples allows for the flexibility to create more illuminating metrics Data and methodsof equity and inclusion, and provides a more nuanced view of groups defined by age, race/ethnicity, and nativity for various geographies in the United States.The IPUMS microdata allows for the tabulation of detailed population characteristics, but because such tabulations are based on samples, they are subject to a margin of error and should be regarded as estimates – particularly in smaller regions and for smaller demographic subgroups. In an effort to avoid reporting highly unreliable estimates, we do not report any estimates that are based on a universe of fewer than 100 individual survey respondents.A key limitation of the IPUMS microdata is geographic detail. Each year of the data has a particular lowest level of geography associated with the individuals included, known as the Public Use Microdata Area (PUMA) for years 1990 and later, or the County Group in 1980. PUMAs are generally drawn to contain a population of about 100,000, and vary greatly in geographic sizefrom being fairly small in densely populated urban areas, to very large in rural areas, often with one or more counties contained in a single PUMA. While the geography of the IPUMS microdata generally poses a challenge for the creation of regional summary measures, this was not the case for the five-county San Francisco Bay Area region, as the regional geography could be assembled perfectly by combining entire 1980 County Groups and 1990, 2000, and 2010 PUMAs. An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE99Adjustments made to census summary data on race/ethnicity by ageFor the racial generation gap indicator, we generated consistent estimates of populations by race/ethnicity and age group (under 18, 18-64, and over 64 years of age) for the years 1980, 1990, 2000, and 2014 (which reflects a 2010-2014 average), at the city and county levels, which were then aggregated to the regional level and higher. The racial/ethnic groups include non-Hispanic White, non-Hispanic Black, Hispanic/Latino, non-Hispanic Asian and Pacific Islander, non-Hispanic Native American/Alaska Native, and non-Hispanic Other (including other single-race alone and those identifying as multiracial, with the latter group only appearing in 2000 and later due to a change in the survey question). While for 2000 and later years, this information is readily available in SF1 and in the ACS, for 1980 and 1990, estimates had to be made to ensure consistency over time, drawing on two different summary files for each year. For 1980, while information on total population by race/ethnicity for all ages combined was available at the city and countyData and methodslevels for all the requisite groups in STF2, for race/ethnicity by age group we had to look to STF1, where it was only available for non-Hispanic White, non-Hispanic Black, Hispanic, and the remainder of the population. To estimate the number of non-Hispanic Asian or Pacific Islanders, non-Hispanic Native Americans, and non-Hispanic Others among the remainder for each age group, we applied the distribution of these three groups from the overall city and county populations (across all ages) to that remainder. For 1990, the level of detail available in the underlying data differed at the city and county levels, calling for different estimation strategies. At the county level, data by race/ethnicity was taken from STF2A, while data by race/ethnicity and age was taken from the 1990 MARS file – a special tabulation of people by age, race, sex, and Hispanic origin. However, to be consistent with the way race is categorized by the OMB’s Directive 15, the MARS file allocates all persons identifying as “other race alone” or multiracial to a specific race. After confirming that population totalsby county (across all ages) were consistent between the MARS file and STF2A, we calculated the number of “other race alone” or multiracial people who had been added to each racial/ethnic group in each county by subtracting the number who were reported in STF2A for the corresponding group. We then derived the share of each racial/ethnic group in the MARS file (across all ages) that was made up of “other race alone” or multiracial people and applied it to estimate the number of people by race/ethnicity and age group exclusive of “other race alone” or multiracial people and the total number of “other race alone” or multiracial people in each age group.For the 1990 city-level estimates, all data were from STF1, which provided counts of the total population for the six broad racial/ethnic groups required but not counts by age. Rather, age counts were only available for people by single-race alone (including those of Hispanic origin) as well as for all people of Hispanic origin combined. To estimate the number of people by race/ethnicity and age for the six An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE100Adjustments made to census summary data on race/ethnicity by agebroad racial/ethnic groups that are detailed in the profile, we first calculated the share of each single-race alone group that was Hispanic based on the overall population (across all ages). We then applied it to the population counts by age and race alone to generate an initial estimate of the number of Hispanic and non-Hispanic people in each age/race alone category. This initial estimate was multiplied by an adjustment factor (specific to each age group) to ensure that the sum of the estimated number of Hispanic people across the race alone categories within each age group equated to the “actual” number of Hispanic origin by age as reported in STF1. Finally, an Iterative Proportional Fitting (IPF) procedure was applied to ensure that our final estimate of the number of people by race/ ethnicity and age was consistent with the total population by race/ethnicity (across all ages) and total population by age group (across all racial/ethnic categories) as reported in STF1.Data and methods(continued) An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE101Adjustments made to demographic projectionsNational projectionsNational projections of the non-Hispanic White share of the population are based on the U.S. Census Bureau’s 2014 National Population Projections. However, because these projections follow the OMB 1997 guidelines on racial classification and essentially distribute the other single-race alone group across the other defined racial/ethnic categories, adjustments were made to be consistent with the sixbroad racial/ethnic groups used in our analysis. Specifically, we compared the percentage of the total population composed of each racial/ethnic group from the Census Bureau’s Population Estimates program for 2015 (which follows the OMB 1997 guidelines) to the percentage reported in the 2015 ACS 1-year Summary File (which follows the 2000 Census classification). We subtracted the percentage derived using the 2015 Population Estimates program from the percentage derived using the 2015 ACS to obtain an adjustment factor for each groupData and methods(all of which were negative, except for the Mixed/other group) and carried this adjustment factor forward by adding it to the projected percentage for each group in each projection year. Finally, we applied the resulting adjusted projected population distribution by race/ethnicity to the total projected population from the 2014 National Population Projections to get the projected number of people by race/ethnicity in each projection year.County and regional projectionsSimilar adjustments were made in generating county and regional projections of the population by race/ethnicity. Initial county-level projections were taken from Woods & Poole Economics, Inc. Like the 1990 MARS file described above, the Woods & Poole projections follow the OMB Directive 15-race categorization, assigning all persons identifying as Other or multiracial to one of five mutually exclusive race categories: White, Black, Latino, Asian or Pacific Islander, or Native American. Thus, we first generated an adjusted version of the county-level Woods &Poole projections that removed the Other ormultiracial group from each of these fivecategories. This was done by comparing theWoods & Poole projections for 2010 to theactual results from SF1 of the 2010 Census, figuring out the share of each racial/ethnic group in the Woods & Poole data that wascomposed of Other or mixed-race persons in 2010, and applying it forward to later projection years. From these projections, wecalculated the county-level distribution by race/ethnicity in each projection year for five groups (White, Black, Latino, Asian or PacificIslander, and Native American), exclusive of Other and mixed-race people.To estimate the county-level share of population for those classified as Other or mixed-race in each projection year, we thengenerated a simple straight-line projection of this share using information from SF1 of the 2000 and 2010 Census. Keeping the projected Other or mixed-race share fixed, we allocated the remaining population share to each of the other five racial/ethnic groups by applying the racial/ethnic distribution implied An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE102Adjustments made to demographic projectionsData and methods(continued)by our adjusted Woods & Poole projectionsfor each county and projection year. The result was a set of adjusted projections at the county level for the six broad racial/ethnic groups included in the profile, which were then applied to projections of the total population by county from the Woods & Poole data to get projections of the number of people for each of the six racial/ethnic groups. Finally, an Iterative Proportional Fitting (IPF) procedure was applied to bring the county-level results into alignment with our adjusted national projections by race/ethnicity described above. The final adjusted countyresults were then aggregated to produce a final set of projections at the regional, metro area, and state levels. An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE103Estimates and adjustments made to BEA data on GDPThe data on national gross domestic product (GDP) and its analogous regional measure, gross regional product (GRP) – both referred to as GDP in the text – are based on data from the U.S. Bureau of Economic Analysis (BEA). However, due to changes in the estimation procedure used for the national (and state-level) data in 1997, and a lack of metropolitan-area estimates prior to 2001, a variety of adjustments and estimates were made to produce a consistent series at the national, state, metropolitan-area, and county levels from 1969 to 2014. Adjustments at the state and national levelsWhile data on gross state product (GSP) are not reported directly in the profile, they were used in making estimates of gross product at the county level for all years and at the regional level prior to 2001, so we applied the same adjustments to the data that were applied to the national GDP data. Given a change in BEA’s estimation of gross product at the state and national levels from a standard industrial classification (SIC) basis to a North American Industry ClassificationData and methodsSystem (NAICS) basis in 1997, data prior to 1997 were adjusted to prevent any erratic shifts in gross product in that year. While the change to a NAICS basis occurred in 1997, BEA also provides estimates under an SIC basis in that year. Our adjustment involved figuring the 1997 ratio of NAICS-based gross product to SIC-based gross product for each state and the nation, and multiplying it by the SIC-based gross product in all years prior to 1997 to get our final estimate of gross product at the state and national levels.County and metropolitan area estimatesTo generate county-level estimates for all years, and metropolitan-area estimates prior to 2001, a more complicated estimation procedure was followed. First, an initial set of county estimates for each year was generated by taking our final state-level estimates and allocating gross product to the counties in each state in proportion to total earnings of employees working in each county – a BEA variable that is available for all counties and years. Next, the initial county estimates were aggregated to the metropolitan-area level, andwere compared with BEA’s official metropolitan-area estimates for 2001 and later. They were found to be very close, with a correlation coefficient very close to one (0.9997). Despite the near-perfect correlation, we still used the official BEA estimates in our final data series for 2001 and later. However, to avoid any erratic shifts in gross product during the years until 2001, we made the same sort of adjustment to our estimates of gross product at the metropolitan-area level that was made to the state and national data – we figured the 2001 ratio of the official BEA estimate to our initial estimate, and multiplied it by our initial estimates for 2000 and earlier to get our final estimate of gross product at the metropolitan-area level. We then generated a second iteration ofcounty-level estimates – just for counties included in metropolitan areas – by taking the final metropolitan-area-level estimates and allocating gross product to the counties in each metropolitan area in proportion to total earnings of employees working in each An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE104Estimates and adjustments made to BEA data on GDPcounty. Next, we calculated the difference between our final estimate of gross product for each state and the sum of our second-iteration county-level gross product estimates for metropolitan counties contained in the state (that is, counties contained in metropolitan areas). This difference, total nonmetropolitan gross product by state, was then allocated to the nonmetropolitan counties in each state, once again using total earnings of employees working in each county as the basis for allocation. Finally, one last set of adjustments was made to the county-level estimates to ensure that the sum of gross product across the counties contained in each metropolitan area agreed with our final estimate of gross product by metropolitan area, and that the sum of gross product across the counties contained in state agreed with ourfinal estimate of gross product by state. This was done using a simple IPF procedure. The resulting county-level estimates were then aggregated to the regional and metro-area levels.Data and methodsWe should note that BEA does not provide data for all counties in the United States, but rather groups some counties that have had boundary changes since 1969 into countygroups to maintain consistency with historical data. Any such county groups were treated the same as other counties in the estimate techniques described above.(continued) An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE105Middle-class analysis To analyze middle-class decline over the past four decades, we began with the regional household income distribution in 1979 – the year for which income is reported in the 1980 Census (and the 1980 IPUMS microdata). The middle 40 percent of households were defined as “middle class,” and the upper and lower bounds in terms of household income (adjusted for inflation to be in 2010 dollars) that contained the middle 40 percent of households were identified. We then adjusted these bounds over time to increase (or decrease) at the same rate as real average household income growth, identifying the share of households falling above, below, and within the adjusted bounds as the upper, lower, and middle class, respectively, for each year shown. Thus, the analysis of the size of the middle class examined the share of households enjoying the same relative standard of living in each year as the middle 40 percent of households did in 1979. Data and methods An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE106Assembling a complete dataset on employment and wages by industryAnalysis of jobs and wages by industry, reported on pages 46-47, and 50-51, is based on an industry-level dataset constructed using two-digit NAICS industries from the U.S. Bureau of Labor Statistics’ Quarterly Census of Employment and Wages (QCEW). Due to some missing (or nondisclosed) data at the county and regional levels, we supplemented our dataset using information from Woods & Poole Economics, Inc., which contains complete jobs and wages data for broad, two-digit NAICS industries at multiple geographic levels. (Proprietary issues barred us from using Woods & Poole data directly, so we instead used it to complete the QCEW dataset.)Given differences in the methodology underlying the two data sources (in addition to the proprietary issue), it would not be appropriate to simply “plug in” corresponding Woods & Poole data directly to fill in the QCEW data for nondisclosed industries. Therefore, our approach was to first calculate the number of jobs and total wages from nondisclosed industries in each county, andData and methodsthen distribute those amounts across the nondisclosed industries in proportion to their reported numbers in the Woods & Poole data.To make for a more accurate application of the Woods & Poole data, we made some adjustments to it to better align it with the QCEW. One of the challenges of using Woods & Poole data as a “filler dataset” is that it includes all workers, while QCEW includes only wage and salary workers. To normalize the Woods & Poole data universe, we applied both a national and regional wage and salary adjustment factor; given the strong regional variation in the share of workers who are wage and salary, both adjustments were necessary. Another adjustment made was to aggregate data for some Woods & Poole industry codes to match the NAICS codes used in the QCEW.It is important to note that not all counties and regions were missing data at the two-digit NAICS level in the QCEW, and the majority of larger counties and regions with missing data were only missing data for asmall number of industries and only in certain years. Moreover, when data are missing it is often for smaller industries. Thus, the estimation procedure described is not likely to greatly affect our analysis of industries, particularly for larger counties and regions.The same above procedure was applied at the county and state levels. To assemble data at for regions and metro areas, we aggregated the county-level results. An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE107Growth in jobs and earnings by industry wage level, 1990 to 2015The analysis on pages 46-47 uses our filled-in QCEW dataset (see the previous page) and seeks to track shifts in regional job composition and wage growth by industry wage level. Using 1990 as the base year, we classified all broad private sector industries (at the two-digit NAICS level) into three wage categories: low-, middle-, and high-wage. An industry’s wage category was based on its average annual wage, and each of the three categories contained approximately one-third of all private industries in the region. We applied the 1990 industry wage category classification across all the years in the dataset, so that the industries within each category remained the same over time. This way, we could track the broad trajectory of jobs and wages in low-, middle-, and high-wage industries. Data and methodsThis approach was adapted from a method used in a Brookings Institution report by Jennifer S. Vey, Building From Strength: Creating Opportunity in Greater Baltimore's Next Economy (Washington D.C.: Brookings Institution, 2012).While we initially sought to conduct the analysis at a more detailed NAICS level, the large amount of missing data at the three- to six-digit NAICS levels (which could not be resolved with the method that was applied to generate our filled-in two-digit QCEW dataset) prevented us from doing so. An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE108Analysis of occupations by opportunity levelData and methodsThe analysis of occupations on pages 52-61 seeks to classify occupations in the region by opportunity level. To identify “high-opportunity” occupations, we developed an “occupation opportunity index” based on measures of job quality and growth, including median annual wage, wage growth, job growth (in number and share), and median age of workers (which represents potential job openings due to retirements). Once the “occupation opportunity index” score was calculated for each occupation, they were sorted into three categories (high, middle, and low opportunity). Occupations were evenly distributed into the categories based on employment. There are some aspects of this analysis that warrant further clarification. First, the “occupation opportunity index” that is constructed is based on a measure of job quality and set of growth measures, with the job-quality measure weighted twice as much as all of the growth measures combined. This weighting scheme was applied both because we believe pay is a more direct measure of “opportunity” than the other available measures, and because it is more stable than most of the other growth measures, which are calculated over a relatively short period (2005-2011). For example, an increase from $6 per hour to $12 per hour is fantastic wage growth (100 percent), but most would not consider a $12-per-hour job as a “high-opportunity” occupation.Second, all measures used to calculate the “occupation opportunity index” are based on data for metropolitan statistical areas from the Occupational Employment Statistics (OES) program of the U.S. Bureau of Labor Statistics (BLS), with one exception: median age by occupation. This measure, included among the growth metrics because it indicates the potential for job openings due to replacements as older workers retire, is estimated for each occupation from the 2010 5-year IPUMS ACS microdata file (for the employed civilian noninstitutional population ages 16 and older). It is calculated at the metropolitan statistical area level (to be consistent with the geography of the OES data), except in cases for which there were fewer than 30 individual survey respondents in an occupation; in these cases, the median age estimate is based on national data.Third, the level of occupational detail at which the analysis was conducted, and at which the lists of occupations are reported, is the three-digit standard occupational classification (SOC) level. While considerably more detailed data is available in the OES, it was necessary to aggregate to the three-digit SOC level inorder to align closely with the occupation codes reported for workers in the ACS microdata, making the analysis reported on pages 58-61 possible.Fourth, while most of the data used in the analysis are regionally specific, information on the education level of “typical workers” in each occupation, which is used to divide occupations in the region into the three groups by education level (as presented on pages 55-57), was estimated using national 2010 IPUMS ACS microdata (for the employed civilian noninstitutional population An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE109Analysis of occupations by opportunity levelData and methodsages 16 and older). Although regionally specific data would seem to be the better choice, given the level of occupational detail at which the analysis is conducted, the sample sizes for many occupations would be too small for statistical reliability. And, while using pooled 2006-2010 data would increase the sample size, it would still not be sufficient for many regions, so national 2010 data were chosen given the balance of currency and sample size for each occupation. The implicit assumption in using national data is that the occupations examined are of sufficient detail that there is not great variation in the typical educational level of workers in any given occupation from region to region. While this may not hold true in reality, it is not a terrible assumption, and a similar approach was used in a Brookings Institution report by Jonathan Rothwell and Alan Berube, Education, Demand, and Unemployment in Metropolitan America (Washington D.C.: Brookings Institution, September 2011).We should also note that the BLS does publish national information on typical educationneeded for entry by occupation. However, in comparing these data with the typical education levels of actual workers by occupation that were estimated using ACS data, there were important differences, with the BLS levels notably lower (as expected). The levels estimated from the ACS were determined to be the appropriate choice for our analysis as they provide a more realistic measure of the level of educational attainment necessary to be a viable job candidate – even if the typical requirement for entry is lower. Fifth, it is worthwhile to clarify an important distinction between the lists of occupations by typical education of workers and opportunity level, presented on pages 55-57, and the charts depicting the opportunity level associated with jobs held by workers with different education levels and backgrounds by race/ethnicity, presented on pages 59-61. While the former are based on the national estimates of typical education levelsby occupation, with each occupation assigned to one of the three broad education levels described, the latter are based on actual education levels of workers in the region (as estimated using 2010 5-year IPUMS ACS microdata), who may be employed in any occupation, regardless of its associated “typical” education level.Lastly, it should be noted that for all of the occupational analysis, it was an intentional decision to keep the categorizations by education and opportunity broad, with three categories applied to each. For the categorization of occupations, this was done so that each occupation could be more justifiably assigned to a single typical education level; even with the three broad categories some occupations had a fairly even distribution of workers across them nationally, but, for the most part, a large majority fell in one of the three categories. In regard to the three broad categories of opportunity level and education levels of workers, this was done to ensure reasonably large sample sizes in the 2010 5-year IPUMS ACS microdata that was used for the analysis.(continued) An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE110Health data and analysisData and methodsWhile the data allow for the tabulation ofpersonal health characteristics, it is important to keep in mind that because such tabulations are based on samples, they are subject to a margin of error and should be regarded as estimates – particularly in smaller regions and for smaller demographic subgroups. To increase statistical reliability, we combined five years of survey data, for 2008-2012. As an additional effort to avoid reporting potentially misleading estimates, we do not report any estimates that are based on a universe of fewer than 100 individual survey respondents. This is similar to, but more stringent than, a rule indicated in the documentation for the 2012 BRFSS data of not reporting (or interpreting) percentages based on a denominator of fewer than 50 respondents (see https://www.cdc.gov/brfss/annual_data/2012/pdf/Compare_2012.pdf). Even with this sample size restriction, county and regional estimates for smaller demographic subgroups should be regarded with particular care.Health data presented are from the Behavioral Risk Factor Surveillance System (BRFSS) database, housed in the Centers for Disease Control and Prevention. The BRFSS database is created from randomized telephone surveys conducted by states, which then incorporate their results into the database on a monthly basis. The results of this survey are self-reported and the population includes all related adults, unrelated adults, roomers, and domestic workers who live at the residence. The survey does not include adult family members who are currently living elsewhere, such as at college, a military base, a nursing home, or a correctional facility. The most detailed level of geography associated with individuals in the BRFSS data is the county. Using the county-level data as building blocks, we created additional estimates for the region, state, and country. For more information and access to the BRFSS database, see http://www.cdc.gov/brfss/index.html. An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE111Analysis of access to healthy foodAnalysis of access to healthy food is based on the 2014 Analysis of Limited Supermarket Access (LSA) from the The Reinvestment Fund (TRF). LSA areas are defined as one or more contiguous census block groups (with a collective population of at least 5,000) where residents must travel significantly farther to reach a supermarket than the “comparatively acceptable” distance traveled by residents in well-served areas with similar population densities and car ownership rates. The methodology’s key assumption is that block groups with a median household income greater than 120 percent of their respective metropolitan area’s median (or nonmetro state median for nonmetropolitan areas) are adequately served by supermarkets and thus travel an appropriate distance to access food. Thus, higher-income block groups establish the benchmark to which all block groups are compared, controlling for population density and car ownership rates. Data and methodsAn LSA score is calculated as the percentage by which the distance to the nearest supermarket would have to be reduced to make a block group’s access equal to the access observed for adequately served areas. Block groups with an LSA score greater than 45 were subjected to a spatial connectivity analysis, with 45 chosen as the minimum threshold because it was roughly equal to the average LSA score for all LSA block groups in the 2011 TRF analysis. Block groups with contiguous spatial connectivity of high LSA scores are referred to as LSA areas. They represent areas with the strongest need for increased access to supermarkets. Our analysis of the percent of people living in LSA areas by race/ethnicity and poverty level was done by merging data from the 2014 5-year ACS summary file with LSA areas at the block group level and aggregating up to the city, county, and higher levels of geography. For more information on the 2014 LSA analysis, see https://www.reinvestment.com/wp-content/uploads/2015/12/2014_Limited_Supermarket_Access_Analysis-Brief_2015.pdf. An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE112Measures of diversity and segregationIn the profile, we refer to measures of residential segregation by race/ethnicity (the “diversity score” on page 17, the “multi-group entropy index” on page 77 and the “dissimilarity index” on page 78). While the common interpretation of these measures is included in the text of the profile, the data used to calculate them, and the sources of the specific formulas that were applied, are described below. Both measures are based on census-tract-level data for 1980, 1990, and 2000 from Geolytics, and for 2014 (which reflects a 2010-2014 average) from the 2014 5-year ACS. While the data for 1980, 1990, and 2000 originate from the decennial censuses of each year, an advantage of the Geolytics data we use is that it has been “re-shaped” to be expressed in 2010 census tract boundaries, and so the underlying geography for our calculations is consistent over time; the census tract boundaries of the original decennial census data change with each release, which could potentially cause a change in the value of residential segregation indices even if no actual change in residential Data and methodssegregation occurred. In addition, while most of the racial/ethnic categories for which indices are calculated are consistent with all other analyses presented in this profile, there is one exception. Given limitations of the tract-level data released in the 1980 Census, Native Americans are combined with Asians or Pacific Islanders in that year. For this reason, we set 1990 as the base year (rather than 1980) in the chart on page 78, but keep the 1980 data in the chart on page 77 as this minor inconsistency in the data is not likely to affect the analysis. The formulas for the diversity score and the multi-group entropy index were drawn from a 2004 report by John Iceland of the University of Maryland, The Multigroup Entropy Index (Also Known as Theil’s H or the Information Theory Index) available at https://www.census.gov/topics/housing/housing-patterns/about/multi-group-entropy-index.html. In that report, the formula used to calculate the diversity score (referred to as the “entropy score” in the report), appears on page 7, while the formulas used to calculatethe multigroup entropy index (referred to as the “entropy index” in the report), appear on page 8. The formula for the other measure of residential segregation, the dissimilarity index, is well established, and is made available by the U.S. Census Bureau at https://www.census.gov/library/publications/2002/dec/censr-3.html. An Equity Profile of the Five-County San Francisco Bay Area RegionPolicyLink and PERE113Estimates of GDP without racial gaps in income Estimates of the gains in average annualincome and GDP under a hypotheticalscenario in which there is no incomeinequality by race/ethnicity are based on the2014 5-Year IPUMS ACS microdata. We applied a methodology similar to that used by Robert Lynch and Patrick Oakford in chapter two of All-In Nation: An America that Works for All, with some modification to include income gains from increased employment (rather than only those from increased wages). As in the Lynch and Oakford analysis, once the percentage increase in overall average annual income was estimated, 2014 GDP was assumed to rise by the same percentage. We first organized individuals ages 16 or older in the IPUMS ACS into six mutually exclusive racial/ethnic groups: White, Black, Latino, Asian or Pacific Islander, Native American, and Mixed/other (with all definednon-Hispanic except for Latinos, of course).Following the approach of Lynch and Oakford in All-In Nation, we excluded from the non-Hispanic Asian/Pacific Islander category subgroups whose average incomes wereData and methodshigher than the average for non-Hispanic Whites. Also, to avoid excluding subgroups based on unreliable average income estimates due to small sample sizes, we added the restriction that a subgroup had to have at least 100 individual survey respondents in order to be included. We then assumed that all racial/ethnic groups had the same average annual income and hours of work, by income percentile and age group, as non-Hispanic Whites, and took those values as the new “projected” income and hours of work for each individual. For example, a 54-year-old non-Hispanic Black person falling between the 85th and 86th percentiles of the non-Hispanic Black incomedistribution was assigned the average annual income and hours of work values found for non-Hispanic White persons in the corresponding age bracket (51 to 55 years old) and “slice” of the non-Hispanic White income distribution (between the 85th and86th percentiles), regardless of whether that individual was working or not. The projected individual annual incomes and work hourswere then averaged for each racial/ethnic group (other than non-Hispanic Whites) to get projected average incomes and workhours for each group as a whole, and for allgroups combined. One difference between our approach and that of Lynch and Oakford is that we include all individuals ages 16 years and older, rather than just those with positive income. Those with income values of zero are largely non-working, and were included so that income gains attributable to increased hours of work would reflect both more hours for the those currently working and an increased share of workers – an important factor to consider given differences in employment rates by race/ethnicity. One result of this choice is that the average annual income values we estimate are analogous to measures of per capita income for the age 16- and-older population and are thus notably lower than those reported in Lynch and Oakford. Another is that our estimated income gains are relatively larger as they presume increased employment rates. PolicyLink is a national research and actioninstitute advancing economic and socialequity by Lifting Up What Works®.Headquarters:1438 Webster StreetSuite 303Oakland, CA 94612t 510 663-2333f 510 663-9684Communications:75 Broad StreetSuite 701New York, NY 10004t 212 629-9570http://www.policylink.orgThe USC Program for Environmental and Regional Equity (PERE) conducts research and facilitates discussions on issues of environmental justice, regional inclusion, and social movement building.University of Southern California950 W. Jefferson BoulevardJEF 102Los Angeles, CA 90089t 213 821-1325f 213 740-5680http://dornsife.usc.edu/pere©2017 by PolicyLink and PERE.All rights reserved. 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1096 Name: Status:Type:Consent Item Passed File created:In control:11/21/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE the 2022 Annual Crop Report and AUTHORIZE the Agricultural Commissioner, or designee, to submit the publication to the California Department of Food and Agriculture. (No Fiscal Impact) Attachments:1. 2023 BOS Letter, 2. Final 2022 Combined Crop Report PDF Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Matt Slattengren, Ag Commissioner/Weights & Measures Director Report Title:2022 Annual Crop Report for Contra Costa County Department of Agriculture ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE the 2022 Annual Crop Report and AUTHORIZE the Agricultural Commissioner, or designee, to submit the publication to the California Department of Food and Agriculture. FISCAL IMPACT: There is no fiscal impact. BACKGROUND: Section 2272 and 2279 of the California Food and Agriculture Code requires the County Agricultural Commissioner to submit an annual report to the State Secretary of CDFA. Data in this report is to be collected and prepared in a manner that will provide the most reliable and accurate estimates of acreage, yield, production, and value. The material is to be presented in a uniform manner, so reports across counties are comparable and the maximum value to CDFA. The report provides core agricultural statistical data and programmatic information. It includes information about what is being done to eradicate, control, or manage pests. It contains information about the many sources of food production in the County, including commercial and small-scale diversified farms, community and school gardens, and nurseries and livestock production. The report details the work of the Department's staff to support a robust agricultural industry. CONSEQUENCE OF NEGATIVE ACTION: CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1096,Version:1 A negative action would delay or prevent filing the required county crop report. This would be a violation of the California Food and Agriculture Code and cause a breach in the Memorandum of Understanding between the California Department of Food and Agriculture and the California Agricultural Commissioners and Sealers Association. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ November 21, 2023 Dear Honorable Board of Supervisors, An advanced copy of the annual Agriculture Crop Report is provided electronically with the Board Order and a physical copy is attached for your preview before the Board of Supervisors meeting. After official approval, we would be happy to provide you with additional hard copies. You are welcome to contact our office for additional reports. As usual, our department website will also have the report posted. If you have any questions, feel free to contact Gabriel Chan at 925-608-6600 or Gabriel.Chan@ag.cccounty.us Sincerely, Matthew Slattengren Agricultural Commissioner/ Director of Weights & Measures Contra Costa Crop Report 2022 Agricultural Mission Statement The Contra Costa County Department of Agriculture, under the direction of the California Department of Food and Agriculture, Department of Pesticide Regulation, and Division of Measurement Standards, is responsible for conducting regulatory and service activities pertaining to the agricultural industry and the consumers of our County. The primary goal of this office is to promote and protect agriculture while safeguarding the public and the environment. Our work as County Weights and Measures officials in the community ensures a safe place to live and a fair marketplace for trade. STAFF 2022 Agricultural Commissioner / Director of Weights & Measures Matt Slattengren Deputy Agricultural Commissioners Ivan Godwyn, Erin Herbst, Beth Slate Deputy Sealer of Weights and Measures Gil Rocha Agricultural Biologists Simone Ackermann, Karen Adler, Keri Brumfield, David Hallinan, Omar Luna, Lindsay Neuner, Lucas Pattie, Wil Schaub, Greg Spurlock, Molly Trump, Jorge Vargas, Janessa Weingand Weights & Measures Inspectors Gabriel Adebote, Patrick Bowen, Christine Buelna, Ngozi Egbuna, Harmeet Gil, Chris Michaels Agricultural & Standards Aides Karin Linnen, Shannon Smith Administrative Support Stephanna Hidalgo, Alex Weisinger Pest Detection, Pest Management & Glassy-winged Sharpshooter Staff Danilo Angcla, Brian Burkhardt, Joel Corpus, Kelsey Gross, Marco Gutierrez, Alexis Jackson, Yasmine Jimenez, John Luzar, Rick Mata, Linda Mazur, Seiji Montkawa, Andrew Morrow, Eldren Prieto, Sarah Ratto, Bea Tiburcio, Stephen Vollmer, Jessica Yount, Oscar Zaldua Pest Quarantine Detector Canine Major CONTRA COSTA COUNTY AGRICULTURAL CROP REPORT 2022 Contra Costa County I am pleased to submit the 2022 Agricultural Crop & Livestock Report for Contra Costa County in accordance with the provisions of Section 2272 and 2279 of the California Food and Agricultural Code. The 2022 overall production values changed a little. Demand for Contra Costa County agricultural goods remained strong partially because many growers market goods directly to consumers or wholesale direct to retail. The total gross value of agricultural crops in 2022 was $117,871,944 which is an increase of $8,431,453. In general, demand and prices have remained strong for agricultural crops in Contra Costa County. Crop values vary from year to year due to factors such as production, weather, and market conditions. Some notable changes include an increase in field crops as the demand expanded for alfalfa and cereal hay. Also noteworthy is the decrease in total value of livestock and livestock products due to the reduction in the number of cattle and calves sold. Fourteen crop categories exceeded one million dollars in value for 2022. These categories in decreasing order include cattle and calves, sweet corn, tomatoes, cherries, grapes, alfalfa hay, rangeland, apiary products, apricots, irrigated pasture, cereal hay, peaches, olives, and walnuts. It should be emphasized that the values stated in this report are gross receipts and do not include the cost of production, transportation, or marketing of the products. The economic benefit of agricultural production is generally thought to be about three times the gross production value. I truly appreciate the agricultural producers, farmers, ranchers, and organizations that shared information and supported our efforts in completing this report. Special recognition goes to all the staff who assisted in compiling the information to make this report possible. Karen Ross, Secretary California Department of Food and Agriculture and The Honorable Board of Supervisors of Contra Costa County Agricultural Commissioner and Sealer’s Letter Respectfully Submitted, Matt Slattengren Agricultural Commissioner Director of Weights and Measures CONTRA COSTA COUNTY AGRICULTURAL CROP REPORT 2022 Vegetable & Seed Crops Livestock & Livestock Products Fruit & Nut Crops Field Crops Nursery Products $40,621,749 $26,660,000 $24,705,696 $15,509,499 $10,375,000 Totals May Not Add Due to Rounding Thru Report 0 5 10 15 20 25 23.34 19.70 18.31 8.90 7.22 4.34 3.40 1.721.67 1.65 1.62 1.39 1.17 1.08USD Millions January 2024 Sunday Monday Tuesday Wednesday Thursday Friday Saturday 1 2 3 4 5 6 New Year’s Day Office Closed 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Martin Luther King Day Office Closed 21 22 23 24 25 26 27 28 29 30 31 Gross Production Values by Category Leading Crops CONTRA COSTA COUNTY AGRICULTURAL CROP REPORT 2022 February 2024 Sunday Monday Tuesday Wednesday Thursday Friday Saturday 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 Valentine’s Day 18 19 20 21 22 23 24 Presidents Day Office Closed 25 26 27 28 29 Gross Value Change in Gross Value Total Cultivated Acreage Change in Acreage Ranking Category 2022 2021 % 2022 2021 % 2022 2021 Vegetable & Seed Crops $ 40,621,749 $ 36,561,378 11 % 6,124 6,198 -1 % 1 1 Livestock & Livestock Products $ 26,660,000 $ 28,859,000 -7 % N/A N/A N/A 2 2 Fruit & Nut Crops $ 24,705,696 $ 24,436,715 1 % 4,601 4,597 0 % 3 3 Field Crops $ 15,509,499 $ 9,111,398 70 % 165,270 162,630 1.6 % 4 5 Nursery Products $ 10,375,000 $ 10,472,000 -1 % 16.68 15.71 6 % 5 4 Total $ 117,871,944 $ 109,440,491 8 % --- --- --- --- --- Production Summary CONTRA COSTA COUNTY AGRICULTURAL CROP REPORT 2022 Commodity Year Production Total Value 1 Includes Cactus, Christmas Trees, Ground Covers, Propagative Materials, Ornamental Trees & Shrubs, Fruit Trees, Cut Flowers. Nursery Production1 2022 2021 16.68 acres 15.71 acres $10,375,000 $10,472,000 Total 2022 2021 16.68 acres 15.71 acres $10,375,000 $10,472,000 March 2024 Sunday Monday Tuesday Wednesday Thursday Friday Saturday 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 Daylight Savings Begins 17 18 19 20 21 22 23 St. Patrick’s Day 24 25 26 27 28 29 30 31 Easter Nursery Production CONTRA COSTA COUNTY AGRICULTURAL CROP REPORT 2022 Commodity Year Number of Head Total Live Weight Value Per CWT Total Value 1 Includes Honey, Wax, and Pollination. 2 Includes Chickens, Ducks, Emus, Goats, Hogs, Llamas, Ostriches, Pigs, Rabbits, Sheep, Turkeys, Milk, Wool, and Eggs. Cattle & Calves 2022 2021 27,225 28,600 166,000 lbs. 187,000 lbs. $141 $138 $23,406,000 $25,806,000 Apiary Products1 2022 2021 N/A N/A N/A $1,721,000 $1,480,000 Misc. Livestock2 2022 2021 N/A N/A N/A $1,533,000 $1,573,000 Total 2022 2021 $26,660,000 $28,859,000 April 2024 Sunday Monday Tuesday Wednesday Thursday Friday Saturday 1 2 3 4 5 6 April Fool’s Day 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 Earth Day 28 29 30 Livestock & Livestock Products CONTRA COSTA COUNTY AGRICULTURAL CROP REPORT 2022 May 2024 Sunday Monday Tuesday Wednesday Thursday Friday Saturday 1 2 3 4 5 6 7 8 9 10 11 Cinco de Mayo 12 13 14 15 16 17 18 Mother’s Day 19 20 21 22 23 24 25 26 27 28 29 30 31 Memorial Day Office Closed Crop Year Harvested Acreage Production Per Acre Harvested Tons Value Per Ton Total Value 1 Includes Almonds, Apples, Apriums, Asian Pears, Berries, Citrus, Figs, Loquats, Melons, Mulberries, Nectarines, Pears, Pecans, Persimmons, Pistachios, Prunes, Pomegranates, Quinces, and Strawberries. Apricots 2022 2021 173 169 2.85 tons 2.80 tons 493 473 $3,394 $3,370 $1,673,242 $1,594,010 Cherries 2022 2021 1,008 1,012 1.71 tons 1.76 tons 1,723 1,781 $5,163 $4,325 $8,895,849 $7,702,825 Grapes 2022 2021 1,764 1,836 4.65 tons 5.29 tons 8,202 9,712 $880 $778 $7,217,760 $7,555,936 Olives 2022 2021 240 238 4.49 tons 4.79 tons 1,078 1,140 $1,085 $1,052 $1,169,630 $1,199,280 Peaches 2022 2021 118 121 3.76 tons 3.86 tons 443 467 $3,139 $3,060 $1,390,577 $1,429,020 Plums & Pluots 2022 2021 49 46 4.14 tons 4.08 tons 203 188 $2,631 $2,700 $534,093 $507,600 Walnuts 2022 2021 566 541 1.66 tons 1.77 tons 939 958 $1,155 $1,618 $1,084,545 $1,550,044 Miscellaneous 1 2022 2021 683 634 Various Various Various $2,740,000 $2,898,000 Total 2022 2021 4,601 4,597 $24,705,696 $24,436,715 Fruit & Nut Crops CONTRA COSTA COUNTY AGRICULTURAL CROP REPORT 2022 Certified Farmers Markets U-Pick Farms http://harvest4you.com June 2024 Sunday Monday Tuesday Wednesday Thursday Friday Saturday In 2022, Contra Costa County Agricultural Department certified 37 farmers’ markets, issued 36 Contra Costa Certified Producer’s Certificates, and conducted 74 market inspections. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 Father’s Day Juneteenth Office Closed 23 24 25 26 27 28 29 30 CFM Name / Location Day CFM Name / Location Day Alamo Sun Martinez Sun Antioch Kaiser Thu Moraga Sun Brentwood Sat Orinda Sat Concord Tues + Thu Pinole Sat Danville Sat Richmond Fri Diablo Valley Shadelands Sat Rossmoor Fri Discovery Bay Sun San Ramon Bishop Ranch Sat El Cerrito Tue + Sat Walnut Creek Sun Kensington Sun CONTRA COSTA COUNTY AGRICULTURAL CROP REPORT 2022 July 2024 Sunday Monday Tuesday Wednesday Thursday Friday Saturday 1 2 3 4 5 6 Independence Day Office Closed 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 Insect Pest Total No. of Traps Total Trap Servicing’s Insect Pest Total No. of Traps Total Trap Servicing’s Asian Citrus Psyllid 861 4,261 Japanese Beetle 605 3,467 European Grapevine Moth 117 673 Mediterranean Fruit Fly 899 12,691 General Fruit Fly 906 25,687 Melon Fly 839 8,552 Glassy-Winged Sharpshooter 784 10,310 Oriental Fruit Fly 922 14,043 Gypsy Moth 596 3,688 Pest Detection CONTRA COSTA COUNTY AGRICULTURAL CROP REPORT 2022 Crop Year Harvested Acreage Production Per Acre Tons Harvested Unit Value Per Unit Total Value Alfalfa Hay 2022 2021 2,430 1,730 6.20 4.39 15,066 7,595 Ton $288.00 $204.00 $4,339,008 $1,549,380 Cereal Hay 2022 2021 3,265 3,530 2.42 1.21 7,901 4,271 Ton $205.00 $113.00 $1,619,705 $482,623 Irrigated Pasture 2022 2021 5,450 5,450 n/a n/a Acre $302.00 $302.00 $1,645,900 $1,645,900 Rangeland 2022 2021 148,000 148,000 n/a n/a Acre $23.00 $21.00 $3,404,000 $3,108,000 Wheat 2022 2021 1,047 2,060 2.21 1.86 2,314 3,831 Ton $299.00 $145.00 $691,886 $555,495 Misc.1 2022 2021 5,078 1,860 Various Various Var. Various $3,809,000 $1,770,000 Total 2022 2021 165,270 162,630 $15,509,499 $9,111,398 1 Includes Barley, Corn Silage, Field Corn, Forage Hay, Hay (wild), Industrial Hemp, Rye, Safflower, Silage, Straw, and Sudan Grass. August 2024 Sunday Monday Tuesday Wednesday Thursday Friday Saturday 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 Field Crops The event addressed the needs of farmers and pest control businesses who had been looking for a solution to the lack of recycling options for these containers, which cannot be taken to normal landfills due to potentially hazardous residual contents. Ten farmers and agricultural pest control businesses in Contra Costa County participated in the collection, where they brought empty, clean containers in good condition to be chipped. The plastic chips will be turned into new products, such as agricultural drainpipes and nursery pots. After a successful inaugural event, the County's Agriculture Department is planning on hosting another recycling event in 2023 to provide local farmers and agricultural pest control businesses another opportunity to safely dispose of their containers and reduce waste in the agriculture industry. The Contra Costa County Department of Agriculture has made it a priority to address one of the more challenging items in the agriculture waste stream: pesticide containers. On October 3, 2022, the Department collected 5,400 pounds of high-density polyethylene (HDPE) plastic in its first pesticide container recycling event. CONTRA COSTA COUNTY AGRICULTURAL CROP REPORT 2022 September 2024 Sunday Monday Tuesday Wednesday Thursday Friday Saturday 1 2 3 4 5 6 7 Labor Day Office Closed 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 CONTRA COSTA COUNTY AGRICULTURAL CROP REPORT 2022 October 2024 Sunday Monday Tuesday Wednesday Thursday Friday Saturday 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 Halloween Crop Year Harvested Acreage Production Per Acre Tons Harvested Value Per Ton Total Value 1 Includes fresh and processed tomatoes. 2 Includes asparagus, artichokes, beets, broccoli, cabbage, cardoon, carrots, cauliflower, cucumbers, eggplant, garlic, ginseng, green beans, greens, herbs, kohlrabi, lettuce, melons, mushrooms, okra, onions, peas, peppers, potatoes, pumpkins, radishes, squash, and wheat grass. Tomatoes1 2022 2021 2,978 2,760 62.39 tons 62.92 tons 185,797 173,659 $99.00 $84.00 $18,393,903 $14,587,356 Sweet Corn 2022 2021 2,815 3,040 10.29 tons 10.86 tons 28,966 33,014 $681 $573 $19,725,846 $18,917,022 Misc.2 2022 2021 331 398 Various Various Various $2,502,000 $3,057,000 Total 2022 2021 6,124 6,198 $40,621,749 $36,561,378 Vegetable and Seed Crops CONTRA COSTA COUNTY AGRICULTURAL CROP REPORT 2022 Weights and Measures November 2024 Sunday Monday Tuesday Wednesday Thursday Friday Saturday 1 2 3 4 5 6 7 8 9 Daylight Saving Ends Agriculture Dept. Container Recycle Event 10 11 12 13 14 15 16 Veteran’s Day Office Closed 17 18 19 20 21 22 23 24 25 26 27 28 29 30 Thanksgiving Office Closed Office Closed Measuring Devices Commercial Devices Vehicle Fuel Station Meters 8,362 Electric Sub Meters 6,759 Water Sub Meters 11,896 Vapor/ LPG/ LNG/ CNG Meters 3,776 Taxi Meters 102 Hydrogen Meters 6 The Contra Costa County Division of Weights and Measures promotes a fair and equitable marketplace by performing inspections of retail packages and commercial weighing and measuring devices. These efforts certify that the sales of harvested crop, livestock, animal feed, vehicle fuel, and other commodities are based on a precise weight or measure. Contra Costa County has over 37,000 commercial devices that require testing. Nearly 15,000 devices need to be tested annually. Just over 22,000 are tested less frequently per regulations. Weighing Devices Commercial Devices Cannabis/ Light Capacity Retail Scales 2,243 Heavy Capacity Retail Scales 266 Vehicle/ Railway Scales 103 Prescription/ Jeweler Scales 33 Livestock/ Animal Scales 14 Other Weighing Devices 2Advertisement & Transaction Verification Commercial Devices Petroleum Gas Stations 265 Retail Price Verification 5557 Quality Assurance Audited Weighmaster Locations 102 Consumer Complaint Investigations 83 CONTRA COSTA COUNTY AGRICULTURAL CROP REPORT 2022 December 2024 Sunday Monday Tuesday Wednesday Thursday Friday Saturday 1 2 3 4 5 6 7 Grower Continuing Education Class Pearl Harbor Remembrance Day 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 Christmas Day Office Closed 29 30 31 New Year’s Eve CONTRA COSTA COUNTY Department of Agriculture Weights & Measures 2380 Bisso Lane Suite A, Concord, CA 94520 TEL (925) 608-6600 FAX (925) 608-6620 http://www.co.contra-costa.ca.us/1542/Agriculture-Weights-Measures 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1097 Name: Status:Type:Consent Item Passed File created:In control:11/30/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:ACCEPT Board members meeting reports for November 2023. Attachments:1. District III November 2023 Report.pdf, 2. District IV November 2023 Report.pdf Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Monica Nino, County Administrator Report Title:Board Members Meeting Reports for November 2023 ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT Board members meeting reports for November 2023. FISCAL IMPACT: No fiscal impact. BACKGROUND: Government Code section 53232.3(d) requires that members of legislative bodies report on meetings attended for which there has been expense reimbursement (mileage, meals, lodging et cetera). The attached reports were submitted by the Board of Supervisors members in satisfaction of this requirement. District I, II, and V have nothing to report. CONSEQUENCE OF NEGATIVE ACTION: The Board of Supervisors will not be in compliance with Government Code 53232.3(d). CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1097,Version:1 CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ Date Meeting Name Location Purpose 6-Nov Meeting w/State & Federal Lobbyists Martinez Meeting 6-Nov DPIIC Event Sausalito Event 7-Nov DPIIC Meeting Sausalito Meeting 16-Nov Delta Protection Commission West Sacramento Meeting 25-Nov Guitars Not Guns Concord Community Event 28-Nov Board of Supervisors Meeting Martinez Meeting 30-Nov Board of Supervisors Meeting Martinez Special Meeting 30-Nov Industrial Associations Board of Supervisors Forum Luncheon Pleasant Hill Meeting 30-Nov Save Mount Diablo Donor Appreciation Walnut Creek Event Supervisor Diane Burgis - September 2023 AB1234 Report (Government Code Section 53232.3(d) requires that members legislative bodies report on meetings attended for which there has been expense reimbursement (mileage, meals, lodging, etc). * Reimbursement may come from an agency other than Contra Costa County Date Meeting Name Location 1-Nov Mental Health Commission Martinez 3-Nov Meeting with County Staff Martinez 3-Nov Alameda-Contra Costa Medical Association Berkeley 6-Nov Meeting with State Lobbyists Martinez 6-Nov Los Medanos Healthcare Operations Committee Pittsburg 7-Nov Board of Supervisors Meeting Martinez 13-Nov Meeting with County Administrator, Monica Nino Martinez 27-Nov Head Start Committee Meeting Martinez 28-Nov Board of Supervisors Meeting Martinez 29-Nov Meeting with County Staff Martinez 30-Nov Board of Supervisors Special Meeting Martinez Supervisor Ken Carlson - November 2023 AB1234 Report (Government Code Section 53232.3(d) requires that members legislative bodies report on meetings attended for which there has been expense reimbursement (mileage, meals, lodging, etc). * Reimbursement may come from an agency other than Contra Costa County Purpose Decision on Agenda Items Business Meeting Community Outreach County Business Meeting Decision on Agenda Items Decision on Agenda Items Monthly Briefing Decision on Agenda Items Decision on Agenda Items County Business Meeting Decision on Agenda Items Supervisor Ken Carlson - November 2023 AB1234 Report (Government Code Section 53232.3(d) requires that members legislative bodies report on meetings attended for which there has been expense reimbursement (mileage, meals, lodging, etc). * Reimbursement may come from an agency other than Contra Costa County 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1098 Name: Status:Type:Consent Item Passed File created:In control:11/28/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:ACCEPT the 2023 Annual Report for the Byron Municipal Advisory Council, as recommended by Supervisor Burgis. Attachments:1. 2023 Byron MAC Annual Report Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Diane Burgis, District III Supervisor Report Title:2023 Annual Report for the Byron Municipal Advisory Council ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT the 2023 Annual Report for the Byron Municipal Advisory Council, as recommended by Supervisor Burgis. FISCAL IMPACT: N/A BACKGROUND: On January 7, 2020, the Board of Supervisors adopted Resolution No. 2020/1, which requires that each regular and ongoing board, commission or committee shall annually report to the Board of Supervisors on its activities, accomplishments, membership attendance, required training/certifications (if any), and proposed work plan and objectives for the following year, in December. CONSEQUENCE OF NEGATIVE ACTION: Failure to be in compliance with Resolution No. 2020/1. CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1098,Version:1 CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ Advisory Body Name: Advisory Body Meeting Time/Location: Chair (during the reporting period): Staff Person (during the reporting period): Reporting Period: I. Activities (estimated response length: 1/2 page) Describe the activities for the past year including areas of study, work, special events, collaborations, etc. ADVISORY BODY ANNUAL REPORT II. Accomplishments (estimated response length: 1/2 page) Describe the accomplishments for the past year, particularly in reference to your work plan and objectives. III.Attendance/Representation (estimated response length: 1/4 page) Describe your membership in terms of seat vacancies, diversity, level of participation, and frequency of achieving a quorum at meetings. Describe the advisory body's workplan, including specific objectives to be achieved in the upcoming year. V. Proposed Work Plan/Objectives for Next Year IV. Training/Certification (estimated response length: 1/4 page) Describe any training that was provided or conducted, and any certifications received, either as a requirement or done on an elective basis by members. NOTE: Please forward copies of any training certifications to the Clerk of the Board. (estimated response length: 1/2 page) 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1099 Name: Status:Type:Consent Item Passed File created:In control:11/28/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:ACCEPT the 2023 Annual Report for the Discovery Bay P-6 Zone Citizen Advisory Committee, as recommended by Supervisor Burgis. Attachments:1. 2023 Discovery Bay P-6 CAC Annual Report Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Diane Burgis, District III Supervisor Report Title:2023 Annual Report for the Discovery Bay P-6 Zone Citizen Advisory Committee, as recommended by Supervisor Burgis. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT the 2023 Annual Report for the Discovery Bay P-6 Zone Citizen Advisory Committee, as recommended by Supervisor Burgis. FISCAL IMPACT: N/A BACKGROUND: On January 7, 2020, the Board of Supervisors adopted Resolution No. 2020/1, which requires that each regular and ongoing board, commission or committee shall annually report to the Board of Supervisors on its activities, accomplishments, membership attendance, required training/certifications (if any), and proposed work plan and objectives for the following year, in December. CONSEQUENCE OF NEGATIVE ACTION: Failure to be in compliance with Resolution No. 2020/1. CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1099,Version:1 CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ Advisory Body Name: Advisory Body Meeting Time/Location: Chair (during the reporting period): Staff Person (during the reporting period): Reporting Period: I. Activities (estimated response length: 1/2 page) Describe the activities for the past year including areas of study, work, special events, collaborations, etc. ADVISORY BODY ANNUAL REPORT II. Accomplishments (estimated response length: 1/2 page) Describe the accomplishments for the past year, particularly in reference to your work plan and objectives. III.Attendance/Representation (estimated response length: 1/4 page) Describe your membership in terms of seat vacancies, diversity, level of participation, and frequency of achieving a quorum at meetings. Describe the advisory body's workplan, including specific objectives to be achieved in the upcoming year. V. Proposed Work Plan/Objectives for Next Year IV. Training/Certification (estimated response length: 1/4 page) Describe any training that was provided or conducted, and any certifications received, either as a requirement or done on an elective basis by members. NOTE: Please forward copies of any training certifications to the Clerk of the Board. (estimated response length: 1/2 page) 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1100 Name: Status:Type:Consent Item Passed File created:In control:11/29/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:ACCEPT the 2023 Annual Report for the Byron Municipal Advisory Council, as recommended by Supervisor Burgis. Attachments:1. 2023 Byron MAC Annual Report Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Diane Burgis, District III Supervisor Report Title:2023 Annual Report for the Byron Municipal Advisory Council, as recommended by Supervisor Diane Burgis. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT the 2023 Annual Report for the Byron Municipal Advisory Council, as recommended by Supervisor Diane Burgis. FISCAL IMPACT: None. BACKGROUND: On January 7, 2020, the Board of Supervisors adopted Resolution No. 2020/1, which requires that each regular and ongoing board, commission, or committee shall annually report to the Board of Supervisors on its activities, accomplishments, membership attendance, required training/certification (if any), and proposed work plan and objectives for the following year, in December. CONSEQUENCE OF NEGATIVE ACTION: Failure to comply with Resolution No. 2020/1. CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1100,Version:1 CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ Advisory Body Name: Advisory Body Meeting Time/Location: Chair (during the reporting period): Staff Person (during the reporting period): Reporting Period: I. Activities (estimated response length: 1/2 page) Describe the activities for the past year including areas of study, work, special events, collaborations, etc. ADVISORY BODY ANNUAL REPORT II. Accomplishments (estimated response length: 1/2 page) Describe the accomplishments for the past year, particularly in reference to your work plan and objectives. III.Attendance/Representation (estimated response length: 1/4 page) Describe your membership in terms of seat vacancies, diversity, level of participation, and frequency of achieving a quorum at meetings. Describe the advisory body's workplan, including specific objectives to be achieved in the upcoming year. V. Proposed Work Plan/Objectives for Next Year IV. Training/Certification (estimated response length: 1/4 page) Describe any training that was provided or conducted, and any certifications received, either as a requirement or done on an elective basis by members. NOTE: Please forward copies of any training certifications to the Clerk of the Board. (estimated response length: 1/2 page) 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1101 Name: Status:Type:Consent Item Passed File created:In control:11/29/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:ACCEPT the 2023 Annual Report for the Discovery Bay P-6 Zone Citizen Advisory Council, as recommended by Supervisor Burgis. Attachments:1. 2023 Discovery Bay P-6 CAC Annual Report Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Diane Burgis, District III Supervisor Report Title:2023 Annual Report for the Discovery Bay P-6 Zone Citizen Advisory Council, as recommended by Supervisor Burgis. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT the 2023 Annual Report for the Discovery Bay P-6 Zone Citizen Advisory Council, as recommended by Supervisor Burgis. FISCAL IMPACT: None. BACKGROUND: On January 7, 2020, the Board of Supervisors adopted Resolution No. 2020/1, which requires that each regular and ongoing board, commission, or committee shall annually report to the Board of Supervisors on its activities, accomplishments, membership attendance, required training/certification (if any), and proposed work plan and objectives for the following year, in December. CONSEQUENCE OF NEGATIVE ACTION: Failure to comply with Resolution No. 2020/1. CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1101,Version:1 CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ Advisory Body Name: Advisory Body Meeting Time/Location: Chair (during the reporting period): Staff Person (during the reporting period): Reporting Period: I. Activities (estimated response length: 1/2 page) Describe the activities for the past year including areas of study, work, special events, collaborations, etc. ADVISORY BODY ANNUAL REPORT II. Accomplishments (estimated response length: 1/2 page) Describe the accomplishments for the past year, particularly in reference to your work plan and objectives. III.Attendance/Representation (estimated response length: 1/4 page) Describe your membership in terms of seat vacancies, diversity, level of participation, and frequency of achieving a quorum at meetings. Describe the advisory body's workplan, including specific objectives to be achieved in the upcoming year. V. Proposed Work Plan/Objectives for Next Year IV. Training/Certification (estimated response length: 1/4 page) Describe any training that was provided or conducted, and any certifications received, either as a requirement or done on an elective basis by members. NOTE: Please forward copies of any training certifications to the Clerk of the Board. (estimated response length: 1/2 page) 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1102 Name: Status:Type:Consent Item Passed File created:In control:11/30/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:ACCEPT the 2023 Annual Report for the Knightsen Town Advisory Council, as recommended by Supervisor Burgis. Attachments:1. 2023 Annual Report and 2024 Objectives for Knightsen TAC Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Diane Burgis, District III Supervisor Report Title:2023 Annual Report for the Knightsen Town Advisory Council, as recommended by Supervisor Burgis. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT the 2023 Annual Report for the Knightsen Town Advisory Council, as recommended by Supervisor Burgis. FISCAL IMPACT: N/A BACKGROUND: On January 7, 2020, the Board of Supervisors adopted Resolution No. 2020/1, which requires that each regular and ongoing board, commission, or committee shall annually report to the Board of Supervisors on its activities, accomplishments, membership attendance, required training/certification (if any), and proposed work plan and objectives for the following year, in December. CONSEQUENCE OF NEGATIVE ACTION: Failure to comply with Resolution No. 2020/1. CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1102,Version:1 CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1 The Knightsen Town Advisory Council serves as an advisory body to the Contra Costa County Board of Supervisors and the County Planning Agency. 2023 Annual Report to the Board of Supervisors Prepared by: Office of Supervisor Diane Burgis, Alicia Nuchols Submitted by: Kim Carone, Interim Chairperson Activities and Accomplishments The primary goals of the Knightsen TAC in 2023 were to increase community awareness and participation at the monthly TAC meetings and to represent the community’s interests, concerns and voice to the Board of Supervisors. The TAC’s activities and efforts have resulted in improvements and changes in 2023: Began addressing drainage & flooding concerns within the community resulting from 500-year storms at the end of December and January. Supervisor Burgis, KTAC with Public Works Flood Control and Maintenance held a community Town Hall to address drainage and flooding concerns within the community. A successful Community Clean-Up Day was held August 26, 2023. The Mount Diablo Resource and Recovery donated dumpster bins and staff time for the event. The community cleanup was free of charge to all rate paying residents of Knightsen. Worked Supervisor Burgis and Knightsen 4-H to bring back the Annual Knightsen Holiday Parade and Tree Lighting celebrating 125 years. Continuing to work with the Sheriff’s Department, Contra Costa Fire Protection District, Code Enforcement and California Highway Patrol on safety concerns within the Knightsen community. Preservation of Historic monuments within the community of Knightsen Knightsen Town Advisory Council Kim Carone, Interim Chair Supervisor Diane Burgis, District III Alicia Nuchols, Deputy Chief of Staff 3361 Walnut Blvd., Ste 140 Brentwood, CA 94513 (925) 655-2330 Alicia.Nuchols@bos.cccounty.us Knightsen TAC 2023 Annual Report and 2024 Work Plan 2 (i.e. Knightsen Heritage Tree was removed, milled and is curing to become a bench at the school with the plaque built into the bench) Addressed issues with the inconsistency of the monthly Knightsen Ave Street Sweeping The TAC receives monthly reports from the following agencies: California Highway Patrol – No Representation in 2023 Contra Costa Sheriff’s Department – Lt. Charlene Jacquez Contra Costa Fire Protection District – Quarterly reporting began in June 2023 Knightsen Town Community Services District (KTCSD) – Chair, Trish Bello-Kunkel provided no reports in 2023 with the KTCSD being dissolved per LAFCO process June 14, 2023. Office of Supervisor Diane Burgis – Alicia Nuchols, Deputy Chief of Staff The TAC has become a place where Knightsen residents can receive updated information on services provided by Contra Costa County and/or other local agencies such as public health, safety, welfare, public works and planning. 2023 Membership Chair, Erin Clancy-Mathias – resigned in October 2023 Vice Chair, Karen Reyna – resigned in February 2023 Councilmember, Kim Carone – became Vice Chair in February 2023 and the Interim Chair in October 2023 due to resignations Councilmember, Maria Jehs Councilmember, Dale Giessman Attendance in 2023 January – Reyna Absent February – All Members Present, Reyna resigned March – Meeting Cancelled April – Giessman Absent May – Meeting Cancelled June – All Members Present July – Meeting Cancelled August – Jehs Absent September – Regular Meeting Cancelled – Supervisor Burgis held a Community Town Hall with Public Works Flood Control and Maintenance to address drainage and flooding within the community October – All Members Present November – Meeting Cancelled December – Meeting Cancelled Knightsen TAC 2023 Annual Report and 2024 Work Plan 3 TAC Work Plan and Objectives for 2024 The Knightsen TAC priorities for 2023 will be to increase community awareness and participation at the monthly TAC meetings and to represent the community’s interests, concerns and voice to the Board of Supervisors. We will continue to work on items including: 1. Increase communication with the Community on concerns raised during KTAC meetings 2. Continue to address drainage & flooding within the Community 3. Message the need for preparedness for any disaster (i.e. flooding, fire, and earthquake) 4. Participate in County Hazard Mitigation Planning Meetings, surveys and public input 5. Code Enforcement Priorities 6. Transportation Outreach 7. Public Safety Outreach 8. Downtown Beautification 9. Knightsen Community Events – Tractor Stroll, Knightsen Parade & Tree Lighting 10. Continue to work with County agencies to address illegal events 11. Preserve the Agricultural lifestyle (i.e. equestrian recreation, 4H, etc.) 12. Bring awareness to the Knightsen amenities and clubs (i.e. Garden Club, Farm Bureau, etc.) The Knightsen TAC is scheduled to meet on the 3rd Tuesday of the month at 7:30p.m. at the Knightsen Farm Bureau located at 3020 Second Street in Knightsen. 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1103 Name: Status:Type:Consent Item Passed File created:In control:11/30/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:ACCEPT the 2023 Annual Report for the Bethel Island Municipal Advisory Council, as recommended by Supervisor Burgis. Attachments:1. 2023 Annual Report and 2024 Objectives for Bethel Island MAC Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Diane Burgis, District III Supervisor Report Title:2023 Annual Report for the Bethel Island Municipal Advisory Council, as recommended by Supervisor Burgis. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT the 2023 Annual Report for the Bethel Island Municipal Advisory Council, as recommended by Supervisor Burgis. FISCAL IMPACT: N/A BACKGROUND: On January 7, 2020, the Board of Supervisors adopted Resolution No. 2020/1, which requires that each regular and ongoing board, commission, or committee shall annually report to the Board of Supervisors on its activities, accomplishments, membership attendance, required training/certification (if any), and proposed work plan and objectives for the following year, in December. CONSEQUENCE OF NEGATIVE ACTION: Failure to comply with Resolution No. 2020/1. CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1103,Version:1 CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1 The Bethel Island Municipal Advisory Council serves as an advisory body to the Contra Costa County Board of Supervisors and the County Planning Agency. 2023 Annual Report to the Board of Supervisors Prepared by: Office of Supervisor Diane Burgis, Alicia Nuchols Submitted by: Phillip Kammerer, Chairperson Activities and Accomplishments The primary goals of the Bethel Island MAC in 2023 were to increase community awareness and participation at the monthly MAC meetings and to represent the community’s interests, concerns and voice for the Board of Supervisors. The MAC’s activities and efforts have resulted in improvements and changes in 2023: Began addressing drainage & flooding concerns within the community resulting from 500-year storms at the end of December and January. Facilitated a joint meeting with BIMAC & BIMID with Public Works Flood Control, Maintenance and Ironhouse Sanitary District to discuss and drainage and flooding on the island. Supervisor Burgis, BIMAC with Public Works Flood Control, Maintenance and Ironhouse Sanitary District held a community Town Hall to address drainage and flooding concerns on the island A successful Community Clean-Up Day was held September 16, 2023. Mount Diablo Resource Recovery donated dumpster bins and staff time for the event and Bethel Island Municipal Improvement District provided the location and staff resources to make the event run smoothly. The community cleanup was free of charge to all rate paying Bethel Island residents. Continuing to work on projects for the community with the PG&E Mitigation Funds. Bethel Island Municipal Advisory Council Phil Kammerer, Chair Supervisor Diane Burgis, District III Alicia Nuchols, Deputy Chief of Staff 3361 Walnut Blvd., Ste 140 Brentwood, CA 94513 (925) 655-2330 Alicia.Nuchols@bos.cccounty.us Bethel Island MAC 2023 Annual Report and 2024 Work Plan 2 Continuing to promote and expand the Heart Safe Communities program. Continuing to work with the Sheriff’s Department, East Contra Costa Fire Protection District and California Highway Patrol on safety concerns within the Bethel Island community. The MAC receives monthly reports from the following agencies: California Highway Patrol – No Representation in 2023 Contra Costa Sheriff’s Department – Lt. Charlene Jacquez Contra Costa Fire Protection District – Quarterly reports beginning in May 2023. Office of Supervisor Diane Burgis – Alicia Nuchols, Deputy Chief of Staff The MAC has become a place where Bethel Island residents can receive updated information on services provided by Contra Costa County and/or other local agencies such as public health, safety, welfare, public works and planning. 2023 Membership Chair, Phil Kammerer Vice Chair, Pam Allen Councilmember, Belinda Bittner Councilmember, Rob Brunham Councilmember Mark Whitlock Attendance in 2023 January – Rob Brunham Absent February – All Members Present March – Meeting Cancelled April – All Members Present May – Regular Meeting Cancelled – held joint meeting with BIMAC & BIMID June – All Members Present July – All Members Present August – All Members Present September – Regular Meeting Cancelled – Supervisor Burgis held Community Town Hall October – Belinda Bittner Absent November – All Members Present December – TBD – Meeting December 12th Bethel Island MAC 2023 Annual Report and 2024 Work Plan 3 MAC Work Plan and Objectives for 2024 The Bethel Island MAC priorities for 2024 will continue to provide the community with the opportunity to communicate with the various County Departments. We will work to schedule pertinent and informative speak presentations at the monthly meetings. We will continue to work on items including: 1. Address Drainage & Flooding within the Community 2. Message the need for preparedness for any disaster, (i.e. flooding, fire, earthquake, and a levee break) 3. Participate in County Hazard Mitigation Planning Meetings, surveys and public input 4. Bethel Island Road Extension Project Update from the City of Oakley 5. Continue to work with County OES on a safe evacuation plan 6. Code Enforcement Priorities 7. Outreach to the local mobile home parks 8. Heart Safe Communities Program 9. Transportation Outreach 10. Public Safety Outreach 11. Outreach to Seniors in Need The Bethel Island MAC is scheduled to meet on the 2nd Tuesday of the month at 6:00p.m. at the Scout Hall located at 3090 Ranch Lane. 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1104 Name: Status:Type:Consent Item Passed File created:In control:11/30/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:ACCEPT the 2023 Annual Report for the Byron-Brentwood-Knightsen Union Cemetery District, as recommended by Supervisor Burgis. Attachments:1. BBKUCD Annual Report Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Diane Burgis, District III Supervisor Report Title:2023 Annual Report for the Byron-Brentwood-Knightsen Union Cemetery District, as recommended by Supervisor Burgis. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT the 2023 Annual Report for the Byron-Brentwood-Knightsen Union Cemetery District, as recommended by Supervisor Burgis. FISCAL IMPACT: N/A BACKGROUND: On January 7, 2020, the Board of Supervisors adopted Resolution No. 2020/1, which requires that each regular and ongoing board, commission, or committee shall annually report to the Board of Supervisors on its activities, accomplishments, membership attendance, required training/certification (if any), and proposed work plan and objectives for the following year, in December. CONSEQUENCE OF NEGATIVE ACTION: Failure to comply with Resolution No. 2020/1. CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1104,Version:1 CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1105 Name: Status:Type:Consent Item Passed File created:In control:11/30/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:ACCEPT the 2023 Annual Report from the Economic Opportunity Council Advisory Board for the period January 1, 2023 through December 31, 2023, as recommended by the Employment and Human Services Director. Attachments:1. Economic Opportunity Council Advisory Body Annual Report Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:Economic Opportunity Council Advisory Body Annual Report ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT the 2023 Annual Report from the Economic Opportunity Council (EOC) Advisory Board for the period January 1, 2023, through December 31, 2023, as recommended by the Employment and Human Services Director. FISCAL IMPACT: There is no fiscal impact. BACKGROUND: On January 7, 2020, the Board of Supervisors adopted Resolution No. 2020/1, which requires that each regular and ongoing board, commission, or committee annually report to the Board of Supervisors on its activities, accomplishments, membership attendance, required training, certification programs, and proposed work plan or objectives for the following year. The attached report was approved by the Economic Opportunity Council (EOC) at its November 9, 2023, regular executive meeting. CONSEQUENCE OF NEGATIVE ACTION: CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1105,Version:1 The EOC Advisory Board would be out of compliance with Resolution No. 2020/1. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ Advisory Body Name: Advisory Body Meeting Time/Location: Chair (during the reporting period): Staff Person (during the reporting period): Reporting Period: I. Activities (estimated response length: 1/2 page) Describe the activities for the past year including areas of study, work, special events, collaborations, etc. ADVISORY BODY ANNUAL REPORT II. Accomplishments (estimated response length: 1/2 page) Describe the accomplishments for the past year, particularly in reference to your work plan and objectives. III.Attendance/Representation (estimated response length: 1/4 page) Describe your membership in terms of seat vacancies, diversity, level of participation, and frequency of achieving a quorum at meetings. Describe the advisory body's workplan, including specific objectives to be achieved in the upcoming year. V. Proposed Work Plan/Objectives for Next Year IV. Training/Certification (estimated response length: 1/4 page) Describe any training that was provided or conducted, and any certifications received, either as a requirement or done on an elective basis by members. NOTE: Please forward copies of any training certifications to the Clerk of the Board. (estimated response length: 1/2 page) 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1106 Name: Status:Type:Consent Item Passed File created:In control:11/30/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:ACCEPT the 2023 Quarter 1, Quarter 2, and Quarter 3 reports from the Council on Homelessness, as recommended by the Family and Human Services Committee. Attachments:1. COH Q1 Report, 2. COH Q2 Report, 3. COH Q3 Report Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Family & Human Services Committee Report Title:Council on Homelessness Quarterly Reports ☒Recommendation of the County Administrator ☒ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT the 2023 Quarter 1, Quarter 2, and Quarter 3 reports from the Council on Homelessness, as recommended by the Family and Human Services Committee. FISCAL IMPACT: There is no fiscal impact for this action. BACKGROUND: In November 2014, the Board approved “Forging Ahead Towards Preventing and Ending Homelessness: An Update to Contra Costa’s 2004 Strategic Plan”, that renewed the County's 2004 plan with the latest data, best practices, and community feedback and reaffirmed the County's commitment to the Housing First approach. As such, “Forging Ahead” establishes this guiding principle: “Homelessness is first a housing issue, and necessary supports and services are critical to help people remain housed. Our system must be nimble and flexible enough to respond through shared responsibility, accountability, and transparency of the community.” The Strategic Plan Update identifies two goals: 1) Decrease the length of time people experience homelessness by focusing on providing Permanent Housing and Services; and 2) Decrease the percentage of people who become homeless by providing Prevention activities. CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1106,Version:1 To achieve these goals, three strategies emerged: ·Implement a coordinated entry/assessment system to streamline access to housing and services while addressing barriers, getting the right resources to the right people at the right time; and ·Use best, promising, and most effective practices to give the consumer the best possible experience through the strategic use of resources; and ·Develop the most effective platforms to provide access, support advocacy, and connect to the community about homelessness and available resources. The Contra Costa Council on Homelessness (COH), a Board of Supervisors appointed body, provides advice and input on the operations of homeless services, program operations, and program development efforts in the County. The COH establishes the local process for applying, reviewing and prioritizing project applications for funding in the HUD Homeless Assistance Grant Competitions, including the Continuum of Care (CoC) Program and the Emergency Solutions Grant Program. The County Health, Housing and Homeless Services Division (H3) of the Health Services Department partners with the COH to develop and carry out an annual action plan that identifies the objectives and benchmarks related to each of the goals and strategies of “Forging Ahead.” Further, H3 incorporates the strategic plan goals into its own delivery system of comprehensive services, interim housing and permanent supportive housing as well as contracting with community agencies to provide additional homeless services and housing with the goal of ending homelessness in our community. On May 22, 2023, September 25, 2023, and November 27, 2023, the Family and Human Services Committee (FHS) accepted the attached 2023 Quarter 1, 2 and 3 reports, respectively, from the Council on Homelessness and directed staff to forward the reports to the Board of Supervisors for its information. CONSEQUENCE OF NEGATIVE ACTION: The Board of Supervisors will not receive the information included in the 2023 Quarter 1, Quarter 2, and Quarter 3 reports from the Council on Homelessness. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ STAFF REPORT FROM THE CONTRA COSTA COUNCIL ON HOMELESSNESS Contra Costa County Homeless System of Care Quarterly Report for Quarter 1, 2023 (January-March) LETTER FROM THE CHAIR AND VICE CHAIR Dear Contra Costa County Board of Supervisors, The first quarter of this year brought significant challenges for our system of care as providers across the County mobilized to respond to the devastating storms that lashed our communities in January and March. While we responded and met the need with our partners, the storms continue to highlight how vulnerable a lack of stable housing makes members of our community. We are excited to have applied for a few different sources of funding in Q1 (spoiler alert, we were awarded some already!) and really happy to have some Council members returning for another term and welcoming some new members this year. On a personal note, I [Jo Bruno] want to remind the Board of Supervisors that those of us that have formerly experienced homelessness or who have unstable housing need partners in other systems to keep trying to do better too. While I currently have housing, in this last quarter, I have struggled with not having enough food and had major transportation issues. I also really want to see us be able to go back to virtual attendance for our Council meetings. The travel and needing to be in person is hard for all of us but especially hard for those of us who are living on the edge. Sincerely, and Juno Hedrick, Chair of the Council on Homelessness Jo Bruno, Vice Chair of the Council on Homelessness COH QUARTERLY REPORT 2 INTRODUCTION The Contra Costa Council on Homelessness (CoH) is the governing and oversight body for the County homeless Continuum of Care (CoC) and is appointed by the Board of Supervisors. The Council provides advice and input to the Board of Supervisors on the operations of homeless services, program operations, and program development efforts in Contra Costa County. The Contra Costa Council on Homelessness is the governing body for the Contra Costa County Continuum of Care (CoC). The Contra Costa CoC is comprised of multiple partners, including service providers, members of faith communities, local businesses, private and public funders, community members, education systems and law enforcement, and others who are working collaboratively to end homelessness. The COH and COC are supported by Contra Costa Health Services Health, Housing & Homeless Services (H3) Division. H3 functions as the CoC administrative entity and collaborative applicant, CoC Lead Agency and Homeless Management Information System (HMIS database) Lead Agency. The purpose of this report is to share information about the CoC and COH activities with the Contra Costa County Board of Supervisors and to provide recommendations from the COH to the County Board of Supervisors on long range planning and policy formulation that would support the county homeless CoC. This report includes information on system data, funding and policy activities, and CoC initiatives. All information will reflect activities and data for the prior quarter. This report was produced on behalf of the CoH by H3 in collaboration with the CoH and CoC partners. SYSTEM FUNDING This quarter the CoC continued to evaluate the system of care and pursued funding opportunities to address the gaps in Contra Costa’s homeless system, including our largest source of funding, the Housing and Urban Development (HUD) Continuum of Care (CoC) Notice of Funding Opportunity (NOFO). FEDERAL HUD Unsheltered NOFO: In June 2022, the U.S. Department of Housing and Urban Development (HUD) released a first-of-its-kind package of resources to address unsheltered homelessness and homeless encampments, including funds set aside specifically to address homelessness in rural communities. In February 2023, it was announced that Contra Costa was not awarded funding in this round. [Note: Contra Costa did receive notice in April that during a second round of awards, the Contra Costa Coc was awarded $5.3m in the form of a one-time, 3- COH QUARTERLY REPORT 3 year grant to bring people who are currently unsheltered in our community into permanent housing.] Housing Stability Voucher Program: In October, Housing Authority of the County of Contra Costa, with support from the CoC, submitted a Letter of Intent to HUD to request Housing Stability Vouchers. These vouchers will be prioritized for Public Housing Agencies and CoCs who are awarded through the HUD Unsheltered NOFO. These vouchers are highly sought after and are competitively awarded. Contra Costa submitted an application. [Note: The Housing Authority of the County of Contra Costa was notified in April that 41 vouchers were awarded to Contra Costa.] STATE Bringing Families Home: The Bringing Families Home Program, funded by the State of California Department of Social Services (CDSS), will provide housing supports and services to referred families receiving Contra Costa County child welfare services who are experiencing, or at risk of, homelessness, thereby increasing family reunification and preventing foster care placement. Caminar began providing services February 2023. Homeless, Housing and Assistance Program (HHAP): HHAP grant through the California Interagency Council on Homelessness (Cal-ICH) that provides local jurisdictions, including federally recognized tribal governments, with flexible funding to continue efforts to end and prevent homelessness in their communities. In January 2023, H3 released a request for proposals to obligate funding from the HHAP program. Services funded through HHAP include Interim Housing, homelessness prevention, permanent supportive housing, rapid rehousing, and technical assistance. Homekey 3: The RFP was released in March 2023 and H3 will apply to acquire a 54 unit micro- housing building in San Pablo. LOCAL Measure X: The Council heard updates from Health, Housing and Homeless Services about the RFP process for Measure X funding allocated for housing/homeless services. SYSTEM INITI ATIVES The CoC regularly engages in multiple activities, partnerships, evaluations, and improvement that are designed to improve services to clients and achieve various system goals. Point in Time Count: The observational portion of the Point in Time (PIT) count, held on January 25, 2023, was a tremendous success and couldn’t have been possible without the 160+ volunteers and staff, including County staff, who participated. Initial analysis of the data shows COH QUARTERLY REPORT 4 2,372 people were experiencing homelessness in Contra Costa County on January 24th, 2023, 70% of which were unsheltered. Trend data shows a 4% increase in the total homeless population in Contra Costa since 2020, including a 5% increase among unsheltered and 2% among sheltered. A more complete report will be available later in the summer. Equity: The Equity Committee made progress towards achieving the 2023 goal: Create accessible information, outreach, and educational materials to engage hard to reach or previously unreached communities in Contra Costa County. Two different surveys, one for “Amplifiers” and one for “People With Lived Experience” were distributed to find out what people already know about how to access services, what kinds of information and tools people need and identify who may be able to help signal boost the final materials out into the community. The next quarter will focus on materials development, with the support of the CCH Community Education and Information (CEI) unit. Engagement of People with Lived Experience of Homelessness: 1) Recruitment: The CoC continued to recruit people with lived experience to participate in a variety of activities, including the work of the Equity Committee. 2) Policies and Procedures: This quarter, with the support of an intern working at H3, our CoC developed a policy and process for providing compensation and travel resources to support the participation of People with Lived Experience in CoC work. Monitoring: Homebase is leading the 2023 monitoring process for 19 Continuum of Care- funded projects and will ensure grant activities are following the Department of Housing and Urban Development rules and regulations; improve individual program performance; and increase provider capacity regarding Continuum of Care compliance and financial management. An update on the Monitoring process was provided to the Oversight committee in February. Performance Based Contracting: Providers have submitted two quarters of performance data and began quarterly meetings with H3 to discuss progress and identify goals for the next quarter. An update on this process was provided at the Oversight Committee meeting in February. COLLABORATIONS Homeless Services-Workforce Development Integration (H-WIN)- These quarterly provide an opportunity for people working in Homeless Services and Workforce Development in Contra Costa to connect with and understand each other’s resources and services. One meeting was held this quarter (2/8/23), with 30 partners in attendance. Storm Response: The homeless system of care responded quickly and efficiently to the heavy storms in January and March. H3 activated as a Branch in the Emergency Response Structure and helped coordinate expanded shelter and warming center capacity by over 75 beds for COH QUARTERLY REPORT 5 individuals and nearly 20 beds for families. H3 ordered and received donations of hundreds of pieces of essential supplies including tarps, blankets, sleeping bag, gloves and beanies for unsheltered homeless people who remain outdoors. H3 CORE Mobile outreach program expanded hours and capacity to support shelter placements and deliver supplies to people experiencing unsheltered homelessness. In partnership with Employment and Human Services Department (EHSD), Office of Emergency Services (OES), and city partners, H3 worked to assess needs and deliver supplies to community shelter providers. REGIONAL ACTION PLAN Contra Costa is committed to the Regional Action plan which aims to reduce unsheltered homelessness by 75% by 2024. The Regional Action Plan proposes a 1-2-4 framework which posits that to accomplish this reduction, for every 1 additional interim housing unit funded, 2 permanent housing solutions, and 4 prevention interventions are needed. PATH Innovations Committee: In this quarter, the Committee: • reviewed the quarterly data dashboard and data focused on prevention services; • received information about the Housing Stabilization Learning Cohort, a collaborative learning opportunity focused on co-creating local models that coordinate and target prevention to reduce inflow into homelessness and advance racial equity; and • received an overview of prevention services funded by the Department of Conservation and Development and how they complement services available through providers in the CoC. The Committee will serve as thought partners as the work of developing a coordinated approach to prevention at the community-level continues. Funding Opportunities: All of the funding opportunities mentioned earlier in the report would support Contra Costa’s efforts to achieve the Regional Action Plan goal of reducing unsheltered homelessness by 75% by 2024. GOVERNANCE/REPORTING • Significant staff and Council agenda time was spent researching, discussing and managing the transition from remote-only to hybrid/in person meetings as mandated to changes in the Brown Act at the state level. The Council is hopeful that, as a non- decision-making body, members may have the option to participate remotely full time if pending legislation proposing that change is approved at the state level. • The revised bylaws, approved by the Board of Supervisors in December 2022, came into effect this quarter. Changes included: o conversion of Public Safety #1 Seat to Lived Experience Advisor #2 Seat; COH QUARTERLY REPORT 6 o refined transparency and equitable practices section with emphasis on engagement of people with a lived experience of homelessness in Committee and Working Group activities; o revised terms of Chair and Vice Chair from 2 years to 1 year to account for staggered expiration of seats; and o revised/Clarified Committees and Working Group names and descriptions. • Governance Committee convened in Q1, 2023 and discussed seat composition, including possible addition of new seats, such as a Landlord Representative seat, as suggested by this Committee during our last Quarterly report presentation. • The proposed new Council members, approved by the BOS on 12/13/22, began their term in January. (See Appendix B for Roster with District information included, as requested). o The newly appointed member who held the Youth Representative seat unfortunately resigned in March due to competing demands as they focused on stabilizing housing and employment. The Council will consider additional supports needed to support members in the Youth Representative seat as this population tends to have unique challenges and needs. Recruitment is ongoing and will be a focus on the Nominating Committee in Fall 2023. • Polls conducted at the beginning of each Council on Homelessness regular meetings capture data on # of Council meetings previously attended, lived experience of homelessness and race/ethnicity of attendees. See Appendix C for Q1 averages. • Submitted the annual Advisory Committee report to Clerk of the Board in December 2022. MEETINGS, TRAININGS AND EVENTS Council on Homelessness (COH) Meetings: The Council on Homelessness held three (3) regular business meetings in addition to an Orientation this quarter. In addition to the regular Council on Homelessness meetings, the following committees met: Committee Purpose Equity Committee Create accessible information, outreach, and educational materials to engage hard to reach or previously unreached communities in Contra Costa County. HMIS Policy Committee Develops and shares updates on HMIS policies and practices, compliance, and troubleshooting; Plans technical assistance and training; Informs standards of practice and monitoring Funding Committee Direct the community input process for several time-sensitive federal and state funding streams. NOFO prep work that previously happened at the CoC/ESG Committee will now happen at the Funding Committee. COH QUARTERLY REPORT 7 Governance Committee Review and revise the Governance Charter and Bylaws to increase CoH efficiency and impact. Oversight Committee Reviewing and assessing the development, implementation, and improvement of the CoC, Coordinated Entry System, HMIS database, and system outcomes PATH Innovation Committee Work towards the goal of reducing unsheltered homeless in Contra Costa County by 75% by 2024 Point in Time Count Committee Plan and implement the annual Point-in-Time Count, an annual HUD-required count of sheltered and unsheltered people experiencing homelessness Trainings • How to Support Families with Children or Unaccompanied Minors (1/09/23) • Supporting Clients With Criminal Justice Involvement (2/13/23) • Violence Against Women Act (VAWA) Compliance and Strategies for Serving Survivors (3/13/23) Events • CoC Provider Meetings (3) • CoC Community Meeting: Centering People With Lived Experience (3/7) • H-WIN meeting (2/8) The recordings, minutes and materials for trainings and meetings can be found on the H3 website1 and on the County agenda center2, and a calendar of upcoming meetings and events can be found on the H3 website. RECOMMENDATIONS • The Board of Supervisors will amplify community events marking Affordable Housing Month in May. 1 https://cchealth.org/h3/coc/partners.php#Training 2 https://www.contracosta.ca.gov/agendacenter COH QUARTERLY REPORT 8 Appendix A Commonly Used Acronyms and Terms Acronym Definition APR Annual Performance Report (for HUD homeless programs) BIPOC Black and Indigenous People of Color CARE Coordinated Assessment and Resource CCYCS Contra Costa Youth Continuum of Services CDBG, CDBG-CV Community Development Block Grant (federal and state programs) and the federal Community Development Block Grant CARES Act coronavirus allocation. CESH California Emergency Solutions and Housing program (state funding) Continuum of Care (CoC) Continuum of Care approach to assistance to the homeless. Federal grant program promoting and funding permanent solutions to homelessness. Con Plan Consolidated Plan, a locally developed plan for housing assistance and urban development under CDBG. CORE Coordinated Outreach Referral, Engagement program COVID-19 Coronavirus DCD (Contra Costa County) Department of Conservation and Development DOC Department Operations Center EHSD (Contra Costa County) Employment and Human Services Division EOC Emergency Operations Center ESG and ESG- CV Emergency Solutions Grant (federal and state program) and the federal Emergency Solutions Grant CARES Act coronavirus allocation. ESG-CV Emergency Solutions Grant CARES FMR Fair Market Rent (maximum rent for Section 8 rental assistance/CoC grants) HCD Housing and Community Development (State office) HEAP Homeless Emergency Aid Program (State funding) HEARTH Homeless Emergency and Rapid Transition to Housing (HEARTH) Act of 2009 HHAP Homeless Housing and Assistance Program HMIS Homeless Management Information System HOME Home Investment Partnerships (CPD program) HUD U.S. Department of Housing and Urban Development (federal) MHSA Mental Health Services Act NOFA/NOFO Notice of Funding Availability/ Notice of Funding Opportunity PHA Public Housing Authority PUI Persons Under Investigation PWLE People With Lived Experience of Homelessness SAMHSA Substance Abuse & Mental Health Services Administration SRO Single-Room Occupancy housing units SSDI Social Security Disability Income SSI Supplemental Security Income TA Technical Assistance TAY Transition Age Youth (usually ages 18-24) COH QUARTERLY REPORT 9 VA Veterans Affairs (U.S. Department of) VASH Veterans Affairs Supportive Housing VI-SPDAT Vulnerability Index – Service Prioritization Decision Assistance Tool Contra Costa County COVID-19 Resources: Please see below for additional resources on COVID-19. • Health Services COVID Data Dashboard- https://www.coronavirus.cchealth.org/dashboard • Health Services Homeless Specific Data Dashboard- https://www.coronavirus.cchealth.org/homeless-dashboard • Health Services COVID Updates- https://www.coronavirus.cchealth.org/health-services-updates • Health Services Homeless-Specific COVID Resources -https://www.coronavirus.cchealth.org/for-the-homeless COH QUARTERLY REPORT 10 APPENDIX B Council on Homelessness 2023 Members Seat Name Appointee Affiliation District Live District Work Term Ends 1. Affordable Housing Developer Representative Iman Novin Novin Development Consulting 4 All 12.31.24 2. Behavioral Health Representative Margaret Schlitz Portia Bell HumeCenter's West County FSP program N/A 1 12.31.24 3. City Government Representative Teri House CDBG Consultant, City of Antioch 5 3 & 5 12.31.24 4. CoC/ESG Program Grantee Representative Leslie Gleason Executive Director, Trinity Center N/A 4 12.31.23 5. Community Member Representative Keva Dean 1 5 12.31.23 6. Education and Vocational Services Representative Alejandra Chamberlain Homeless Education Liaison, Contra Costa Office of Education 3 All 12.31.24 7. Emergency Solutions Grants Representative Gabriel Lemus Contra Costa Department of Conservation and Development 5 All 12.31.24 8. Employment and Human Services (EHSD) Representative Angela Bullock-Hayes Division Manager, EHSD 3 4 12.31.23 9. Faith Community Representative Wayne Earl Pastor, Rock Harbor Christian Fellowship 1 1 12.31.23 10. Health Care Representative Mia Fairbanks Healthcare for the Homeless 5 All 12.31.24 11. Homeless Service Provider Representative Deanne Pearn Executive Director, Hope Solutions 2 All 12.31.24 12 Lived Experience Advisor #1 Juno Hedrick 1 N/A 12.31.24 13. Lived Experience Advisor #2 Jo Bruno Peer Specialist, Delta Peers 3 3 12.31.24 14. Public Housing Authority Representative Tony Ucciferri Special Assistant to the Executive Director, Housing Authority of County of Contra Costa 4 5 12.31.23 COH QUARTERLY REPORT 11 15. Public Safety Representative #2 Shawn Ray Lieutenant, San Pablo Police Department 2 1 12.31.23 16. Reentry Services Representative Pat Mims Director, Reentry Success Center 1 1 12.31.23 17. Veterans Administration Representative Jai De Lotto Northern California VA Healthcare System N/A All 12.31.24 18. Workforce Development Representative Janae Thomas Swords to Plowshares N/A All 12.31.24 19. Youth Representative Anastasia Flores 3 TAY with Lived Experience 1 N/A 12.31.24 3 This representative was seated and then needed to resign, as noted earlier in the report. COH QUARTERLY REPORT 12 APPENDIX C Poll Question Answers Q1 How many Council on Homelessness meetings have you attended? Q1 avg This is my first meeting 8% I’ve attended some meetings 28% I’ve attended a lot of meetings 65% I prefer not to answer 0% Do you have lived experience of homelessness? Yes, currently 3% Yes, within the past 7 years 11% Yes, more than 7 years ago 23% No 63% I prefer not to answer 2% What best describes your racial identity?* African American/Black 20% American Indian/Alaskan Native 5% Asian/Pacific Islander/Native Hawaiian 4% Hispanic/Latinx 19% White 50% I prefer not to answer 4% I describe myself in another way 4% *This category allows people to select multiple options STAFF REPORT FROM THE CONTRA COSTA COUNCIL ON HOMELESSNESS Contra Costa County Homeless System of Care Quarterly Report for Quarter 2, 2023 (April - June) LETTER FROM THE CHAIR AND VICE CHAIR Dear Contra Costa County Board of Supervisors, The second quarter of this year the system of care focused on sharing information about the January Point in Time count, applying for funding and continuing to make improvements. The Council spent much time discussing and adjusting to the impact of changes to the Brown Act requiring in person attendance. An additional message from Jo Bruno, Vice Chair : We, as humans, are not meant to be categorized as a number or put into a systemic process, but that’s the way the system works. Unfortunately, those of us in the crisis of homelessness have many different needs, and some basic, human needs are not being met. Being on the CoH, as lived experience advisor and getting involved in all committees and working groups has given me great insight to our systemic process. It’s been rewarding. Our homeless system of care needs a lot of updates and I am constantly fighting against the red tape to make it easier for others because of what I’ve been through, I am honored to be part of these changes and we need to do more. It’s slow moving, but we’re doing the systemic work as a collaborative effort; it’s great work. Sincerely, and Juno Hedrick, Chair of the Council on Homelessness Jo Bruno, Vice Chair of the Council on Homelessness COH QUARTERLY REPORT 2 INTRODUCTION The Contra Costa Council on Homelessness (CoH) is the governing and oversight body for the County homeless Continuum of Care (CoC) and is appointed by the Board of Supervisors. The Council provides advice and input to the Board of Supervisors on the operations of homeless services, program operations, and program development efforts in Contra Costa County. The Contra Costa Council on Homelessness is the governing body for the Contra Costa County Continuum of Care (CoC). The Contra Costa CoC is comprised of multiple partners, including service providers, members of faith communities, local businesses, private and public funders, community members, education systems and law enforcement, and others who are working collaboratively to end homelessness. The COH and COC are supported by Contra Costa Health Services Health, Housing & Homeless Services (H3) Division. H3 functions as the CoC administrative entity and collaborative applicant, CoC Lead Agency and Homeless Management Information System (HMIS database) Lead Agency. The purpose of this report is to share information about the CoC and COH activities with the Contra Costa County Board of Supervisors and to provide recommendations from the COH to the County Board of Supervisors on long range planning and policy formulation that would support the county homeless CoC. This report includes information on system data, funding and policy activities, and CoC initiatives. All information will reflect activities and data for the prior quarter. This report was produced on behalf of the CoH by H3 in collaboration with the CoH and CoC partners. SYSTEM FUNDING This quarter the CoC continued to evaluate the system of care and pursued funding opportunities to address the gaps in Contra Costa’s homeless system, including our largest source of funding, the Housing and Urban Development (HUD) Continuum of Care (CoC) Notice of Funding Opportunity (NOFO). FEDERAL HUD NOFO: This quarter the Council approved revisions to the 2023 HUD Continuum of Care Competition Renewal Housing Project Scoring Tool and was provided an overview of the regular CoC NOFO opportunity including background, local review and rank process, and recruitment process for 2023. Members were selected for the Review and Rank panel process for 2023. The NOFO is expected to be released in the coming months. COH QUARTERLY REPORT 3 STATE Homeless, Housing and Assistance Program (HHAP): HHAP grant through the California Interagency Council on Homelessness (Cal-ICH) that provides local jurisdictions, including federally recognized tribal governments, with flexible funding to continue efforts to end and prevent homelessness in their communities. In this quarter, H3 requested initial disbursement of HHAP-4 funding from the State and is awaiting executed contract documents. Services funded through HHAP include Interim Housing, homelessness prevention, permanent supportive housing, rapid rehousing, and technical assistance. Homekey 3: H3 submitted an application for the Homekey Program that is aimed to rehab physical facilities. The project will be a 54-unit building in San Pablo to house chronically homeless households to provide rental assistance and support services with an expected date of occupancy by the end of 2023. LOCAL Measure X: The Council heard updates from Health, Housing and Homeless Services about the RFP process for Measure X funding allocated for housing/homeless services. SYSTEM INITI ATIVES The CoC regularly engages in multiple activities, partnerships, evaluations, and improvement that are designed to improve services to clients and achieve various system goals. Equity: The Equity Committee made progress towards achieving the 2023 goal: Create accessible information, outreach, and educational materials to engage hard to reach or previously unreached communities in Contra Costa County. The Materials Development Group and Committee continued drafting campaign talking points and equity-related definitions. Engagement of People with Lived Experience of Homelessness: The CoC continued to recruit people with lived experience to participate in a variety of activities, including the work of the Equity Committee and Homelessness Awareness Month planning. Homelessness Awareness Month: Solicited members for Homelessness Awareness Month (HAM) Working Group to plan for events and tools to mark HAM in November. Monitoring: In April the Oversight Committee heard a presentation on the Compliance Monitoring Review Process and timeline. Performance Based Contracting: Providers have continued quarterly meetings with H3 to discuss progress and identify goals for the next quarter. Updates were provided at the Oversight Committee meeting in April. COH QUARTERLY REPORT 4 Point in Time Count: In June, the CoC released the 2023 Point in Time Count Infographic here: https://cchealth.org/h3/coc/pdf/PIT-infographic-2023.pdf . See Appendix C. COLLABORATIONS Homeless Services-Workforce Development Integration (H-WIN)- These quarterly provide an opportunity for people working in Homeless Services and Workforce Development in Contra Costa to connect with and understand each other’s resources and services. One meeting was held this quarter (5/10/23), with 31 partners in attendance. AT HOME In June, Christy Saxton gave a report out of the California State Association of Counties AT HOME Plan. The goal is to have a stronger and sustainable ongoing funding system to address housing and homelessness and a trailer bill is going directly to the Governor for approval. GOVERNANCE/REPORTING •Brown Act: In June, Council voted to maintain a single physical location for in person Council on Homelessness meetings to maintain option for members to use "Just Cause" and "Emergency Circumstances" exemptions and the Council sent a letter of support to the Board of Supervisors related to pending legislation per the Brown Act to allow advisory bodies to continue to attend meetings remotely and to remove the barriers of in-person quorum. Significant staff time was spent ensuring quorum would be met now that Brown Act requires in person quorum. •Approved revisions to Continuum of Care and Emergency Solutions Grant Written Standards at May meeting. •Governance Committee decided on recommended revisions to the Council on Homelessness Governance Charter and Bylaws. Document will go to County Counsel for legal review. •Selected members of Nominating Committee which will meet next quarter to review and revise the application materials and process to fill vacant seats on the council. •Polls conducted at the beginning of each Council on Homelessness regular meetings capture data on # of Council meetings previously attended, lived experience of homelessness and race/ethnicity of attendees. See Appendix B for Q2 averages. COH QUARTERLY REPORT 5 MEETINGS, TRAININGS AND EVENTS Council on Homelessness (COH) Meetings: The Council on Homelessness held three (3) regular business meetings in addition to an Orientation this quarter. In addition to the regular Council on Homelessness meetings, the following committees met: Committee Purpose Equity Committee Create accessible information, outreach, and educational materials to engage hard to reach or previously unreached communities in Contra Costa County. Funding Committee Direct the community input process for several time-sensitive federal and state funding streams. NOFO prep work that previously happened at the CoC/ESG Committee will now happen at the Funding Committee. Governance Committee The purpose of the Governance Committee is to review and revise the Governance Charter and Bylaws to increase the efficiency and impact of the Council on Homelessness HMIS Policy Committee Develops and shares updates on HMIS policies and practices, compliance, and troubleshooting; Plans technical assistance and training; Informs standards of practice and monitoring Oversight Committee Reviewing and assessing the development, implementation, and improvement of the CoC, Coordinated Entry System, HMIS database, and system outcomes PATH Innovation Committee Work towards the goal of reducing unsheltered homeless in Contra Costa County by 75% by 2024 Trainings • Harm Reduction (4/10/23) • Housing First (5/08/23) • Racial Equity and Homelessness (6/12/23) Events • CoC Provider Meetings (3) • H-WIN meeting (5/10) COH QUARTERLY REPORT 6 The recordings, minutes and materials for trainings and meetings can be found on the H3 website 1 and on the County agenda center 2, and a calendar of upcoming meetings and events can be found on the H3 website. RECOMMENDATIONS Hear a presentation from the Council on Homelessness at a Board of Supervisors meeting in November and adopt a proclamation declaring November as Homelessness Awareness month; adopt a proclamation recognizing December 21, 2023 as Homeless Person’s Memorial Day; and recognize the long service of Teri House, founding member of the Council on Homelessness, as she steps down from the Council this year. 1 https://cchealth.org/h3/coc/partners.php#Training 2 https://www.contracosta.ca.gov/agendacenter COH QUARTERLY REPORT 7 Appendix A Commonly Used Acronyms and Terms Acronym Definition APR Annual Performance Report (for HUD homeless programs) BIPOC Black and Indigenous People of Color CARE Coordinated Assessment and Resource CCYCS Contra Costa Youth Continuum of Services CDBG, CDBG-CV Community Development Block Grant (federal and state programs) and the federal Community Development Block Grant CARES Act coronavirus allocation. CESH California Emergency Solutions and Housing program (state funding) Continuum of Care (CoC) Continuum of Care approach to assistance to the homeless. Federal grant program promoting and funding permanent solutions to homelessness. Con Plan Consolidated Plan, a locally developed plan for housing assistance and urban development under CDBG. CORE Coordinated Outreach Referral, Engagement program COVID-19 Coronavirus DCD (Contra Costa County) Department of Conservation and Development DOC Department Operations Center EHSD (Contra Costa County) Employment and Human Services Division EOC Emergency Operations Center ESG and ESG-CV Emergency Solutions Grant (federal and state program) and the federal Emergency Solutions Grant CARES Act coronavirus allocation. ESG-CV Emergency Solutions Grant CARES FMR Fair Market Rent (maximum rent for Section 8 rental assistance/CoC grants) HCD Housing and Community Development (State office) HEAP Homeless Emergency Aid Program (State funding) HEARTH Homeless Emergency and Rapid Transition to Housing (HEARTH) Act of 2009 HHAP Homeless Housing and Assistance Program HMIS Homeless Management Information System HOME Home Investment Partnerships (CPD program) HUD U.S. Department of Housing and Urban Development (federal) MHSA Mental Health Services Act NOFA/NOF O Notice of Funding Availability/ Notice of Funding Opportunity PHA Public Housing Authority PUI Persons Under Investigation PWLE People With Lived Experience of Homelessness SAMHSA Substance Abuse & Mental Health Services Administration COH QUARTERLY REPORT 8 SRO Single-Room Occupancy housing units SSDI Social Security Disability Income SSI Supplemental Security Income TA Technical Assistance TAY Transition Age Youth (usually ages 18-24) VA Veterans Affairs (U.S. Department of) VASH Veterans Affairs Supportive Housing VI-SPDAT Vulnerability Index – Service Prioritization Decision Assistance Tool Contra Costa County COVID-19 Resources: Please see below for additional resources on COVID-19. • Health Services COVID Data Dashboard- https://www.coronavirus.cchealth.org/dashboard • Health Services Homeless Specific Data Dashboard- https://www.coronavirus.cchealth.org/homeless-dashbo • Health Services COVID Updates- https://www.coronavirus.cchealth.org/health-services-updates • Health Services Homeless-Specific COVID Resources -https://www.coronavirus.cchealth.org/for-the-homeles COH QUARTERLY REPORT 9 APPENDIX B Poll Question Answers Q2 How many Council on Homelessness meetings have you attended? Q1 avg This is my first meeting 6% I’ve attended some meetings 24% I’ve attended a lot of meetings 67% I prefer not to answer 0% Do you have lived experience of homelessness? Yes, currently 3% Yes, within the past 7 years 17% Yes, more than 7 years ago 15% No 65% I prefer not to answer 0% What best describes your racial identity?* African American/Black 13% American Indian/Alaskan Native 7% Asian/Pacific Islander/Native Hawaiian 5% Hispanic/Latinx 26% White 39% I prefer not to answer 3% I describe myself in another way 3% *This category allows people to select multiple options COH QUARTERLY REPORT 10 APPENDIX C 7%59% Under 18 55 and older25 to 5418 to 24 5%29% West 40% Central 30% East 30% All other Races made-up 5% or less 2023 HOMELESS POINT-IN-TIME COUNT CONTRA COSTA COUNTY 1 | 2023 Contra Costa County Homeless Point-in-Time Count & Survey Summary SHELTERED AND UNSHELTERED INDIVIDUALS 1,570 1,653 707 719 2020 2023 70% Unsheltered (n=1,653) 30% Sheltered (n=719) The 2023 Point-in-Time (PIT) Count identified a 4% increase in the total number of people observed experiencing homelessness on a given night in Contra Costa County since 2020. This is a modest increase given California’s ongoing housing crisis, the impact COVID-19 had on housing stability and resources, and the continued economic challenges. Contra Costa is dedicated to increasing capacity for interim and permanent housing with new grants directed at increasing prevention programming and housing opportunities. FemaleMale 63% <1% Transgender or Non-binary 51% 30% White Black/African American American Indian/Alaskan Native HOUSEHOLD BREAKDOWN Adult-only Households 2023 UNSHELTERED OBSERVATIONS Thanks to the many service agencies and community members that provided support with planning and implementation of the 2023 PIT. West County 29% increase from ‘20 to ‘23 2020 2023 Crockett 35 21 El Cerrito 24 7 El Sobrante 9 5 Hercules 7 20 N. Richmond 22 31 Pinole 7 8 Richmond 280 487 Rodeo 64 36 San Pablo 67 48 Total 515 663 Central County 4% decrease from ‘20 to ‘23 2020 2023 Clayton 2 10 Concord 160 241 Danville 7 7 Martinez 127 140 Pacheco 26 20 Pleasant Hill 90 31 Walnut Creek 80 40 Total 514 496 East County 6% decrease from ‘20 to ‘23 2020 2023 Antioch 238 334 Bay Point 49 50 Bethel Island 2 6 Brentwood 80 37 Oakley 50 9 Pittsburg 102 58 Total 523 494 Cities with fewer than 5 observed unsheltered individuals are not included in this table people experiencing homelessness on a given night in Contra Costa County2,372 24% 9% Households with Children 4% veterans <6% Unsheltered Sheltered 2023 shelter status: 12% increase since 2020 4% decrease since 2020 36% AGE 67% chronically homeless 1,911 households 4% increase from 2020 to 2023 RACE GENDER ETHNICITY made up 95% of households made up 5% of households 2023 HUD data standards require that race and ethnicity data is captured separately. Hispanic/Latin(a)(o)(e)(x) Updated 6/13/2023 Under 18 18-24 25-49 50 or older Less than a year 1 to 4 years 5 to 9 years 10 years or more LENGTH OF RESIDENCY IN CONTRA COSTA COUNTY* 41% Substance use disorder 27% Employment loss 25% Eviction/foreclosure 24% Mental health condition 22% Unable to stay with family/friends 16% Divorce or separation 2 | 2023 Contra Costa County Homeless Point-in-Time Count & Survey Summary 11% CAR 43% OUTDOORS / TENT 12% RECREATIONAL VEHICLE 4% VAN SLEEP SETTINGS ON THE NIGHT OF THE COUNT MENTAL HEALTH CONDITION (49%)FOSTER CARE 13%12% 12% of adults had spent 1+ nights in jail/prison in the past year CHRONIC HEALTH CONDITION (51%) PHYSICAL DISABILITY (42%) HIV/AIDS RELATED ILLNESS (2%) METHODOLOGY EMERGENCY OR TRANSITIONAL HOUSING 30% For more information about Contra Costa County's Homeless Continuum of Care, please visit cchealth.org/h3/coc. ∆ Only display top responses * Responses represent only unsheltered respondents + Multiple response question, results do not add up to 100% 3%9%11% SELF-REPORTED CIRCUMSTANCES THAT LED TO HOMELESSNESS ∆ * + SHELTERED UNSHELTERED FLEEING DOMESTIC VIOLENCE (19%) 83% 77% The following data represent self-reported personal circumstances that contributed to homelessness and do not address the social and community conditions that are strongly correlated to homelessness. 12%13% 27%47% SUBSTANCE USE DISORDER (51%) LEGAL SYSTEM INVOLVED of households had at least one member with a disabling condition CONDITIONS THAT CONTRIBUTE TO HOMELESSNESS AGE FIRST EXPERIENCED HOMELESSNESS*SELF-REPORTED HEALTH CONDITIONS + 13% of adults had been in foster care The 2023 PIT Count methodology followed the Housing and Urban Development's guidelines for a "night of" observational count followed by a random sample survey to gather demographic data and homeless experience. A household falls under chronic homelessness if the head-of-household has a disabling condition and has been homeless for 12 months or more in the last year or 12 months or more over four or more episodes during the last three years. Unaccompanied youth (<18), and unaccompanied young adults (18 to 24) are youth who do not live with a parent or guardian. Updated 6/13/2023 STAFF REPORT FROM THE CONTRA COSTA COUNCIL ON HOMELESSNESS Contra Costa County Homeless System of Care Quarterly Report for Quarter 3, 2023 (July-September) LETTER FROM THE CHAIR AND VICE CHAIR Dear Contra Costa County Board of Supervisors, The third quarter of this year the system of care focused on sharing data including the 2022 Annual Report and 2023 Point in Time Count data, responding to the Housing and Urban Development Continuum of Care Funding Opportunity, and preparing for Homelessness Awareness Month in November. From Vice Chair Jo Bruno: It’s not easy living a life in survival mode. It’s never easy lifting oneself above the shame and regret. There is no ease in finding resources, getting adequate support or even acquiring the skills it takes to utilize the system to receive what’s available. We are struggling out here as community members, housed or not. We are hurting. We are all just surviving, not living. But, we are also doing the best we can under whatever circumstances we are surviving with. Truly, what we need is to find ease in our hope for a better tomorrow. We need an easier way to rise above our hurt. We need easy access to what we all deserve to live a fulfilling life. Doing this work as lived experience advisor and peer support specialist, gives me that sense of hope and a feeling of worth. I just wish more folks would share their stories so we can make more change. It’s needed. Our communities need it. Sincerely, and Juno Hedrick, Chair of the Council on Homelessness Jo Bruno, Vice Chair of the Council on Homelessness COH QUARTERLY REPORT 2 INTRODUCTION The Contra Costa Council on Homelessness (CoH) is the governing and oversight body for the County homeless Continuum of Care (CoC) and is appointed by the Board of Supervisors. The Council provides advice and input to the Board of Supervisors on the operations of homeless services, program operations, and program development efforts in Contra Costa County. The Contra Costa Council on Homelessness is the governing body for the Contra Costa County Continuum of Care (CoC). The Contra Costa CoC is comprised of multiple partners, including service providers, members of faith communities, local businesses, private and public funders, community members, education systems and law enforcement, and others who are working collaboratively to end homelessness. The COH and COC are supported by Contra Costa Health Services Health, Housing & Homeless Services (H3) Division. H3 functions as the CoC administrative entity and collaborative applicant, CoC Lead Agency and Homeless Management Information System (HMIS database) Lead Agency. The purpose of this report is to share information about the CoC and COH activities with the Contra Costa County Board of Supervisors and to provide recommendations from the COH to the County Board of Supervisors on long range planning and policy formulation that would support the county homeless CoC. This report includes information on system data, funding and policy activities, and CoC initiatives. All information will reflect activities and data for the prior quarter. This report was produced on behalf of the CoH by H3 in collaboration with the CoH and CoC partners. SYSTEM FUNDING This quarter the CoC continued to evaluate the system of care and pursued funding opportunities to address the gaps in Contra Costa’s homeless system, including our largest source of funding, the Housing and Urban Development (HUD) Continuum of Care (CoC) Notice of Funding Opportunity (NOFO). FEDERAL HUD NOFO: In this quarter, HUD announced the FY 2023 Continuum of Care competition and providers worked collaboratively with the CoC to ensure an on-time submission. Council on Homelessness members served as the CoC’s Review and Rank panel to create and approve the Priority Listing that was approved by the Council on September 7, 2023. (See Appendix B for 2023 CoC Priority Listing). HUD award decisions are expected sometime in Q4. COH QUARTERLY REPORT 3 STATE Homeless, Housing and Assistance Program (HHAP): HHAP grant through the California Interagency Council on Homelessness (Cal-ICH) that provides local jurisdictions, including federally recognized tribal governments, with flexible funding to continue efforts to end and prevent homelessness in their communities. In this quarter, H3 received initial disbursement of $3.98 million in HHAP-4 funding from the State and is awaiting executed contract documents. Services funded through HHAP include Interim Housing, homelessness prevention, permanent supportive housing, rapid rehousing, and technical assistance. Cal-ICH also released the Notice of Funding Announcement for HHAP round 5 funding at the end of September 2023. Homekey 3: H3 submitted an application in Q2 for the Homekey Program that is aimed to rehab physical facilities. The project will be a 54-unit building in San Pablo to house chronically homeless households to provide rental assistance and support services with an expected date of occupancy by the end of 2023. H3 received feedback from state on application and supplied updates. The Department of Housing and Community Development is continuing to review. LOCAL Measure X: The Council heard updates from Health, Housing and Homeless Services about the RFP process for Measure X funding allocated for housing/homeless services. SYSTEM INITI ATIVES The CoC regularly engages in multiple activities, partnerships, evaluations, and improvement that are designed to improve services to clients and achieve various system goals. Annual Report: In August, the Council was presented with the 2022 Annual Report. The presentation included the purpose of the report, capacity building in the CoC, CoC budget based on fiscal year, program utilization in the CoC, program model categories, population and household type, age groups, race and ethnicity, disabling condition and chronicity, sub- population exit to permanent housing, data quality improvements and its outcomes, and goals for 2023. See Appendix C for the 2022 Annual Report. Equity: The Equity Committee made progress towards achieving the 2023 goal: Create accessible information, outreach, and educational materials to engage hard to reach or previously unreached communities in Contra Costa County. The committee began to discuss a focus for the 2024 work plan. Engagement of People with Lived Experience of Homelessness: The CoC continued to recruit people with lived experience to participate in a variety of activities, including the work of the Equity Committee and Homelessness Awareness Month planning. Additionally, H3 began implementation of a Youth and Young Adult (YYA) Community Needs Assessment. YYA with COH QUARTERLY REPORT 4 lived experience of homelessness were invited to participate in the Community Needs Assessment planning as advisory group members and as participants in key informant interviews and focus groups. Homelessness Awareness Month: Community members, including people with a lived experience of homelessness were deeply involved in planning and creating materials and events for Homelessness Awareness Month (HAM) in November. Monitoring: An update regarding compliance monitoring was provided in the July Oversight Committee where committee members heard an overview of findings for local providers and provided recommendations for trainings and technical assistance for CoC-funded providers. In September, the Council approved a list of technical assistance and trainings per the CoC Monitoring Process as recommended by the Oversight Committee Performance Based Contracting: Providers have continued quarterly meetings with H3 to discuss progress and identify goals for the next quarter. The CoC participant satisfaction surveys went out to all CoC funded or contracted providers in July with results being analyzed and plan to share in October Oversight and PATH Committee meetings. Point in Time Count (PIT): This quarter the Council was presented with 2023 PIT infographic data as well as a Point-In-Time Count StoryMap. The StoryMap is a direct response to the critical questions our stakeholders ask about homeless experience and how to prevent homelessness. It weaves together local, state, and national data with personal stories of people in Contra Costa County with lived experience with homelessness to highlight why Contra Costa County continues to fight the challenging battle of reducing homelessness. See the StoryMap here: https://storymaps.arcgis.com/stories/9f82dea759d04bf2838f4092e48eff3d. The Council also began recruiting for Point in Time Count work group members at the September meeting to begin planning for the 2024 PIT. See Appendix D for a copy of the 2023 PIT infographic. GOVERNANCE/REPORTING • COH voted to approve revisions to the recruitment process and application materials used to fill vacant seats on the council. • Reviewed and approved revisions to the Council on Homelessness Bylaws and Governance Charter as recommended by the Governance Committee that included” o Include high-level seat descriptions in bylaws o Stagger seat terms as needed o Add mechanism for extending member’s term o Renaming the “Emergency Solutions Grant Representative” to “Federal Homeless and Housing Funding Administrator Representative”. COH QUARTERLY REPORT 5 • Polls conducted at the beginning of each Council on Homelessness regular meetings capture data on # of Council meetings previously attended, lived experience of homelessness and race/ethnicity of attendees. See Appendix E for Q3 averages. MEETINGS, TRAININGS AND EVENTS Council on Homelessness (COH) Meetings: The Council on Homelessness held three (3) regular business meetings in addition to an Orientation this quarter. In addition to the regular Council on Homelessness meetings, the following committees met: Committee Purpose Equity Committee Create accessible information, outreach, and educational materials to engage hard to reach or previously unreached communities in Contra Costa County. Funding Committee Direct the community input process for several time-sensitive federal and state funding streams. NOFO prep work that previously happened at the CoC/ESG Committee will now happen at the Funding Committee. Governance Committee The purpose of the Governance Committee is to review and revise the Governance Charter and Bylaws to increase the efficiency and impact of the Council on Homelessness HMIS Policy Committee Develops and shares updates on HMIS policies and practices, compliance, and troubleshooting; Plans technical assistance and training; Informs standards of practice and monitoring Nominating Committee Reviews application process for potential new CoH members and provides recommendations to the full Council Oversight Committee Reviewing and assessing the development, implementation, and improvement of the CoC, Coordinated Entry System, HMIS database, and system outcomes PATH Innovation Committee Work towards the goal of reducing unsheltered homeless in Contra Costa County by 75% by 2024 Trainings • Connecting Clients to Mainstream Benefits (7/10/23) • Fair Housing (8/14/23) • Connecting Clients to Employment (9/11/23) Events • CoC Provider Meetings (3) COH QUARTERLY REPORT 6 • H-WIN meeting (8/9) The recordings, minutes and materials for trainings and meetings can be found on the H3 website1 and on the County agenda center2, and a calendar of upcoming meetings and events can be found on the H3 website. RECOMMENDATIONS • Support recruitment of volunteers for the annual homeless Point in Time Count that takes place in late January. 1 https://cchealth.org/h3/coc/partners.php#Training 2 https://www.contracosta.ca.gov/agendacenter COH QUARTERLY REPORT 7 APPENDIX A Commonly Used Acronyms and Terms Acronym Definition APR Annual Performance Report (for HUD homeless programs) BIPOC Black and Indigenous People of Color CARE Coordinated Assessment and Resource CCYCS Contra Costa Youth Continuum of Services CDBG, CDBG-CV Community Development Block Grant (federal and state programs) and the federal Community Development Block Grant CARES Act coronavirus allocation. CESH California Emergency Solutions and Housing program (state funding) Continuum of Care (CoC) Continuum of Care approach to assistance to the homeless. Federal grant program promoting and funding permanent solutions to homelessness. Con Plan Consolidated Plan, a locally developed plan for housing assistance and urban development under CDBG. CORE Coordinated Outreach Referral, Engagement program COVID-19 Coronavirus DCD (Contra Costa County) Department of Conservation and Development DOC Department Operations Center EHSD (Contra Costa County) Employment and Human Services Division EOC Emergency Operations Center ESG and ESG-CV Emergency Solutions Grant (federal and state program) and the federal Emergency Solutions Grant CARES Act coronavirus allocation. ESG-CV Emergency Solutions Grant CARES FMR Fair Market Rent (maximum rent for Section 8 rental assistance/CoC grants) HCD Housing and Community Development (State office) HEAP Homeless Emergency Aid Program (State funding) HEARTH Homeless Emergency and Rapid Transition to Housing (HEARTH) Act of 2009 HHAP Homeless Housing and Assistance Program HMIS Homeless Management Information System HOME Home Investment Partnerships (CPD program) HUD U.S. Department of Housing and Urban Development (federal) MHSA Mental Health Services Act NOFA/NOFO Notice of Funding Availability/ Notice of Funding Opportunity PHA Public Housing Authority PUI Persons Under Investigation PWLE People With Lived Experience of Homelessness SAMHSA Substance Abuse & Mental Health Services Administration SRO Single-Room Occupancy housing units COH QUARTERLY REPORT 8 SSDI Social Security Disability Income SSI Supplemental Security Income TA Technical Assistance TAY Transition Age Youth (usually ages 18-24) VA Veterans Affairs (U.S. Department of) VASH Veterans Affairs Supportive Housing VI-SPDAT Vulnerability Index – Service Prioritization Decision Assistance Tool Contra Costa County COVID-19 Resources: Please see below for additional resources on COVID-19. • Health Services COVID Data Dashboard- https://www.coronavirus.cchealth.org/dashboard • Health Services Homeless Specific Data Dashboard- https://www.coronavirus.cchealth.org/homeless-dashbo • Health Services COVID Updates- https://www.coronavirus.cchealth.org/health-services-updates • Health Services Homeless-Specific COVID Resources -https://www.coronavirus.cchealth.org/for-the-homeles COH QUARTERLY REPORT 9 APPENDIX B 2023 CoC Priority Listing Contra Costa Council on Homelessness FY2023 CoC Program Competition Priority Listing Approved by the Council on Homelessness on September 7, 2023 Rank Score Applicant Project Type Request Amount 1 102.43 SAHA Tabora Gardens Senior Apartments PSH 281,055$ 2 99.86 Hope ACCESS PSH 1,059,055$ 3 99.86 Hope Garden Park Apartments Community PSH 352,150$ 4 99.29 HACCC Lakeside PSH 96,628$ 5 99.14 Hope Families in Supportive Housing PSH 1,087,325$ 6 99.14 HACCC Villa Vasconcellos PSH 115,671$ 7 99.00 CCHS (H3)Destination Home PSH 429,457$ 8 99.00 Hope ACCESS Expansion (New Project)PSH 522,197$ 9 98.57 HACCC Contra Costa Tenant-Based Rental Assistance PSH 6,830,871$ 10 98.57 CCHS (H3)High Utilizers of Multiple Systems PSH 1,883,352$ 11 98.43 HACCC Contra Costa Project-Based Rental Assistance PSH 159,920$ 12 *CCHS Contra Costa Coordinated Entry SSO 1,217,035$ 13 *CCHS Contra Costa HMIS HMIS 175,596$ 14 *Hope Richmond Hacienda PSH 150,220$ 15 *Hope Project Home SAFE RRH 716,332$ 16 *SHELTER, Inc.Pelancha RRH RRH 536,883$ 17 98.29 CCHS (H3)Permanent Connections (Straddling Tiers)PSH 35,392$ 17 98.29 CCHS (H3)Permanent Connections (Straddling Tiers)PSH 239,214$ 18 97.14 SHELTER, Inc.Project Thrive PSH 1,251,559$ 19 95.43 RCD Idaho Apartments PSH 194,836$ 20 100.00 CCHS (H3)HUMS Project Based** (New Project)PSH 670,175$ 23 88.00 SHELTER, Inc.Planting Roots*** (New Project) (DV Bonus)RRH 567,123$ 21 95.14 SHELTER, Inc.New Horizons (New Project)PSH 1,177,892$ 22 94.00 Hope YOUTH Hope (New Project)RRH 471,985$ 24 87.43 LFCD Care Campus San Pablo (New Project)RRH 1,258,692$ Annual Renewal Demand CoC Bonus Domestic Violence Bonus (1 application received) Tier 1 Amount Tier 2 Amount CoC Planning (not ranked) Total Request to HUD 15,649,139$ 2,355,784$ 841,352$ 19,413,398$ Tier 1 Tier 2 Not Recommended for CoC Funding**** 16,827,031$ 1,177,892$ 567,123$ * Per local process, HMIS, CE, and projects with less than 1 year of data are automatically ranked at bottom of Tier 1. Domestic Violence (DV) Bonus ** This project voluntarily elected to be placed at this ranking despite it's higher score. The award amount is reduced from applicant's initial request ($1,177,892) to align with the remaining funding available to the CoC. **** These projects are not recommended for CoC funding as total requests exceeded funding amount available to the CoC. *** This project is being submitted for DV Bonus funding. If not selected for DV Bonus funding, the project is not recommended for CoC Bonus funding to align with the total funding amount available to the CoC. COH QUARTERLY REPORT 10 APPENDIX C 2022 CoC Annual Report 2022 ANNUAL REPORT Contra Costa County Continuum of Care Health Housing and Homeless Services Contra Costa Continuum of Care 1 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 Table of Contents Executive Summary .......................................................................................................................................... 2 Contra Costa Homeless Continuum of Care (CoC) O verview ......................................................................... 6 CoC and Community Partnerships ................................................................................................................... 9 CoC Capacity Building .................................................................................................................................... 11 CoC System Successes .................................................................................................................................... 13 CoC Budget ..................................................................................................................................................... 16 CoC Program Utilization ................................................................................................................................. 17 Positive Outcomes and Exit Destinations ..................................................................................................... 21 Prevention and Diversion .......................................................................................................................... 24 Crisis Response ........................................................................................................................................... 25 CR-Rapid Exit .............................................................................................................................................. 26 CR-Street Outreach .................................................................................................................................... 28 CR-Support Services .................................................................................................................................... 29 CR-Emergency Shelter ................................................................................................................................. 31 CR-Transitional Housing .............................................................................................................................. 33 CR-Rapid Rehousing .................................................................................................................................... 34 Permanent Housing .................................................................................................................................... 35 Demographics................................................................................................................................................. 38 Household Type .......................................................................................................................................... 38 Age Groups ................................................................................................................................................. 41 Race and Ethnicity ...................................................................................................................................... 44 Gender ........................................................................................................................................................ 49 Disabling Conditions ................................................................................................................................... 51 Chronic Homelessness ................................................................................................................................ 52 Survivors of Domestic Violence .................................................................................................................. 53 Sexual Orientation ...................................................................................................................................... 53 Veterans ...................................................................................................................................................... 53 Housing Outcomes Summary ........................................................................................................................ 56 Regional and City Data ................................................................................................................................... 58 Cause of Death per Coroner .......................................................................................................................... 61 Other CoC Data ............................................................................................................................................... 62 2 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 Executive Summary This annual report provides a deep dive into the activities and outcomes of the Contra Costa Homeless Continuum of Care (CoC) during 2022. The CoC is made up of multiple service providers, guided by a Council, and operated by an administrative lead. With a shared vision and clear objectives, the CoC continues to meet the needs of people in a housing crisis. Numbers Served During 2022, the CoC served 7,725 households (10,600 individuals) served in the CoC during 2022, reflecting a 3% increase from 2019, the year before the COVID-19 pandemic greatly impacted the county. • 1,169 households served in prevention and diversion, for households at-risk of homelessness or newly homeless and not yet engaged in CoC services • 5,848 households served in crisis response programs, for households in sheltered and unsheltered sleep settings • 1,166 households served in permanent housing programs, for households that had been homeless and subsequently placed into permanent housing through supports Outcomes Out of the 7,725 households served during 2022, 3,370 (44%) were able to retain, or exit to, permanent housing. • 90% of household enrollments in prevention and diversion programs exited to permanent housing • 29% of household enrollments in crisis response programs exited to temporary or permanent housing and another 9% entered into emergency shelter • 96% of household enrollments in permanent housing programs either retained their housing or exited to other permanent housing CoC Budget The CoC sought out over $50 million in funding for services during 2022. Sixty-six percent of those funds were from government and local funding ($33 million) and 34% from federal Housing and Urban Development (HUD) funds ($17 million). 3 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 CoC Capacity Building The CoC’s lead administrator is Contra Costa Health’s Health, Housing and Homelessness Services division (H3). During 2022, H3 led a variety of activities that took place to build capacity within the CoC. • Conducted trainings on key topics related to responding to the housing crisis and serving those impacted by homelessness (critical time intervention, case management, fair housing, housing first model, how to serve victims of domestic violence, among others). • Data quality and performance monitoring tools were developed by H3 to enhance data quality and accuracy. During 2022, data accuracy increased from 79% to 94%. • H3 developed CoC program models and performance-based contracting to create consistent and transparent performance standards to improve the quality of service and outcomes across the CoC. • An equity committee was established to address recommendations made in an equity assessment conducted in 2022. The committee approved a new housing prioritization tool and CoC monitoring process for the CoC -funded projects to ensure that equity goals are being met. • CORE Outreach continues to expand with new partnerships with the City of Martinez and the Contra Costa Health Plan. CoC Successes The CoC is ever-changing with new initiatives, partnerships, and development. • There were 537 referrals through the Coordinated Entry System (CES) to house vulnerable individuals and families in stable long-term housing. • The county shelters were improved with the sleep stations that offer privacy, allowing couples and multi-generational adult households to stay together. Additionally, pet facilities were set up to allow people with pets to access shelters. Population Characteristics • Households with Children: There were 1,314 households with children served in 2022 , a 32% increase since 2019. • Transition Age Youth (TAY), ages 18-24: TAY made up 8% of the CoC served and increased by 21% since 2019. • Race/ethnicity: Black/African American/African households and American Indian/Alaska Native/Indigenous were over-represented in the CoC relative to the county population (4x and 7x, respectively). 4 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 • Disabling conditions: 69% of households served in the CoC had a member with at least one disabling condition. Mental health condition was the most prevalent disability, accounting for 43% of households. • Chronic homelessness: 48% of all households in crisis response were chronically homeless. • Survivors of domestic violence: 20% of households accessing crisis response had at least one household member that had experienced domestic violence. • Sexual orientation: 2% of adults served in crisis response identified as LGBTQIA+ and 26% of those people were between the ages of 18 and 24. • Veterans: The CoC served 803 veterans in 2022 (10%) of all adults. Veteran households made up 41% of all households in permanent housing programs. • Housing outcomes vary for sub-populations: Population From Prevention From Crisis Response General Population 90% 21% Race/Ethnicity Black/African American/African (HH) 93% 22% White (HH) 87% 21% Multiple Races (HH) 91% 21% Hispanic/Latin(a)(o)(e)(x) (HH) 91% 20% Native Hawaiian/Other Pacific Islander (HH) 96% 18% Asian American/Asian (HH) 92% 17% American Indian/Alaska Native/Indigenous (HH) 84% 17% Other Sub-Populations Veterans (Ind) 82% 43% Households with Children (HH) 97% 40% Survivors of Domestic Violence (Ind) 88% 26% Households with Disabling Condition (HH) 75% 22% Chronically Homeless (HH) n/a 16% LGBTQIA+ (Ind) n/a 16% 5 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 Regional and City Data More people lost housing from Richmond than any other city (n= 1,435), followed by Antioch (n=1,096) and Concord (n=909). More people lost housing in east county (33% of households) than in central or west, while fewer households slept in east county (30% of households) the night prior to enrolling into programs, suggesting that many households move from east county to other regions of the county. Coroner’s Data An annual memorial has been hosted in Contra Costa since 2004 to acknowledge and honor people who pass away while experiencing homelessness. During 2022, 106 people were identified by the county coroner’s office as passing away while homeless. The number one cause was accidental death by overdose. 6 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 Contra Costa Homeless Continuum of Care (CoC) Overview The Continuum of Care (CoC) is designed to assist individuals and households experiencing a housing crisis by providing the housing and/or services needed to help households retain housing or move into transitional and permanent housing, with the goal of long -term stability. CoCs are partially funded by the U.S. Department of Housing and Urban Development (HUD) and have specific requirements. HUD rules state that the primary purpose of the CoC Program is to: • Promote a community-wide commitment to the goal of ending homelessness • Provide funding for efforts by nonprofit providers, states, and local governments to re- house homeless individuals and families rapidly while minimizing the trauma and dislocation caused to homeless individuals, families, and communities as a consequence of homelessness • Promote access to, and effective use of, mainstream programs by homeless individuals and families • Optimize self-sufficiency among individuals and families experiencing homeless ness A Continuum of Care (CoC) is comprised of multiple partners and service providers, with a single applicant to streamline the funding application process, encourage coordination of housing and service providers on a local level, and establish a more c oordinated and strategic approach to address the complex needs of people experiencing homelessness. Contra Costa County’s CoC is designed to assist individuals and families who are at risk of homelessness, are currently experiencing homelessness, or were formerly homeless and in need of on-going support to sustain housing stability. The CoC relies upon community-wide planning and strategic use of resources to address homelessness and improve coordination with non-CoC resources and other local programs targeted for people experiencing homelessness. All CoCs are required to have: 1) a CoC advisory board; 2) an administrative agency; 3) a Homeless Management Information System (HMIS) administrator; and 4) a Coordinated Entry administrator. In Contra Costa, Contra Costa Health’s Health, Housing, and Homeless Services division (H3) is the county entity that fulfills these CoC administrative roles. H3 is also a direct service provider. “Homelessness is first a housing issue, and necessary supports and services are critical to help people remain housed. Our system must be nimble and flexible enough to respond through the shared responsibility, accountability, and transparency of the community.” -Contra Costa Continuum of Care Bylaws 7 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 CoC Advisory Board The Council on Homelessness (COH) is the advisory board to both the CoC in Contra Costa County and the County Board of Supervisors. The COH is comprised of 19 seats designated by area of expertise or role within the CoC including affordable housing development, behavioral health, city government, educational and vocational services, faith community, funders, health care, public housing, public safety, reentry services, veteran services, workforce services as well as seats for community member, adults, and transition age youth with lived experience of homelessness. The COH and its sub-committees guide the direction of the CoC and make decisions on policies and programs adopted and implemented in the CoC. The COH meets for monthly council meetings as well as various sub-committee meetings. All meetings are open to the public. Administrative Agency H3 provides administrative oversight, strategic guidance, fiscal management, and technical assistance to a network of community-based agencies organized to respond to homelessness in the community. H3 applies for CoC funds and is the point of contact with HUD. During 2022, H3 conducted the following CoC administrative agency tasks: • Applied for federal, state, and local funds and resources for CoC programming • Provided staffing and administrative support for COH meetings and sub-committee meetings, CoC Providers’ meetings, and various community meetings • Identified funding for technical assistance on multiple initiatives, including: o Regional Action Plan o Plan for Accelerating Transformative Housing (PATH) Innovations Committee o Performance Based Contract Model plan dashboards and technical assistance • Planned, staffed, and implemented the 2023 Point-in-Time Count • Created a comprehensive annual report and a HUD Systems Performance Measures report Staffing and Administration of the Homeless Management Information System (HMIS) H3 provides staffing and management to ensure HMIS is effectively meeting HUD requirements . H3 monitors for complete and accurate data entered by providers that are ultimately submitted to HUD in quarterly and annual reports. Additionally, H3 provides HMIS training, data quality assessments, technical assistance, and ensures data security for all CoC-funded service providers. 8 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 Coordinated Entry System Management Coordinated Entry is a centralized and coordinated process designed to streamline voluntary placement into permanent and stable housing through intake, assessment, and provision of referrals. The purpose of the county's Coordinated Entry System (CES) is to ensure that all people experiencing a housing crisis have fair and equal access and are quickly identified, assessed for, and connected to housing and homeless services based on their strengths and needs. CES facilitates the use of standardized tools and practices across the CoC, incorporates a system-wide Housing First approach, and, in an environment of scarce resources, coordinates housing support so that those with the most severe service needs are prioritized. Contra Costa's CoC has designated H3 as the provider and manager of the CES. H3 provides the staffing and administration to oversee CES. Housing First Contra Costa County uses a Housing First approach to serve people experiencing homelessness. Housing First establishes that a person experiencing homelessness must first be able to access a decent, safe place to live that does not limit length of stay (permanent housing) before stabilizing, improving health, reducing harmful behaviors, or increasing income. Under the Housing First approach, anyone experiencing homelessness should be connected to a permanent home as quickly as possible, and programs should remove barriers to accessing housing, such as requirements for sobriety or absence of criminal history. It is based on the “hierarchy of need.” People must access necessities — like having a safe place to live and food to eat — before being able to achieve quality of life or pursue personal goals. Housing First does not mean “housing only.” On the contrary, Housing First acknowledges social services and care coordination are necessary elements of housing stability and quality of life. Coordinated Entry creates fair and equal access to services based on individuals’ strengths and needs. 9 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 CoC and Community Partnerships Collaboration between CoC service providers, nonprofits, community partners, and agencies results in a wide-casting network of services, allowing broader reach and a wider array of services for those accessing the homeless system of care. Examples of key partnerships during 2022 are described below. Employment and Human Services Department (EHSD) H3 continued its partnership with Contra Costa Employment and Human Services (EHSD) through multiple state funded projects including: • Home Safe is a prevention and housing stabilization program for older adults with an open EHSD Adult Protection Services (APS) case and who are either at -risk or experiencing homelessness. • HousingWORKS! is an eviction prevention and rapid rehousing program run by EHSD for families receiving CalWORKS and are at-risk or experiencing homelessness. • The Housing, Disability, and Advocacy Program (HDAP) is designed for individuals experiencing homelessness who are eligible for General Assistance (GA) and pending Social Security Income (SSI). Probation & Public Defenders H3 partnered with Contra Costa County Probation and the Contra Costa Public Defender’s Office on two initiatives. The first initiative with County Probation provides homeless prevention and rapid rehousing for adults and transition aged youth (TAY) currently on probation. The Public Defender’s Office is involved in the second initiative called the Holistic Intervention Partnership (HIP), which is funded through the Justice Assistance Grant (JAG). This progr am provides housing and case management services to adults involved in the criminal legal system. Housing Authority The Housing Authority of Contra Costa County collaborated with H3 on multiple projects in 2022, accounting for over 183 housing placements made through the Coordinated Entry System in 2022 (34% of all referrals placed into permanent housing in the CoC). These projects included distribution of Emergency Housing Vouchers, as well as the Hacienda Heights Affordable Housing Project. 10 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 2023 Point-in-Time (PIT) Count The Research, Evaluation, and Data (RED) team plans and leads all PIT efforts, relying heavily on community-wide collaboration required to implement the PIT successfully. Planning and preparation for the 2023 PIT began September of 2022 and PIT sub-committees were held in November and December. Volunteer recruitment focused on having representation from a variety of stakeholder agencies , including county and city government staff, service providers, police departments, agencies that serve veterans and transition age youth, and individuals with health conditions. This resulted in the best PIT volunteer turnout ever, with 164 community volunteers working with CORE Outreach and H3 staff to conduct the observational count and 14 agencies taking part in data collection for the follow-up survey. CalAIM Implementation Contra Costa Health Plan (CCHP) works with H3 to provide community supports that address social determinants of health amongst health plan patients through the CalAIM program. As part of the contract, community supports such as respite recuperative care, post-hospitalization placements, housing transition navigation services, and tenancy sustaining services are provided to meet the social needs of patients and address housing instability. H3 meets weekly with the CCHP to increase program capacity across the system and has hired direct service staff to support the growth. Heat Emergency Weather Response In response to intense heat waves during summer 2022, CORE mobile outreach distributed extra water bottles to people experiencing unsheltered homelessness and transported people to designated indoor locations to cool of f. The Concord Service Center expanded hours to provide a safe place for unsheltered individuals to cool down; non-profit mobile shower programs added days to their regular schedule; and information about the additional resources was pushed out to over 2,000 providers and community members via CoC email blasts. 11 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 CoC Capacity Building The CoC, with the administrative support of H3, provides continuous improvement through trainings, tools, and collaboration to improve services and expand capacity a cross the CoC. CoC Trainings To ensure that providers have the knowledge and skills to implement best practices and comply with funder requirements, the CoC provided monthly trainings on topics that included critical time intervention, case management, motivational interviewing, trauma informed care, how to connect clients to workforce services and mainstream benefits, fair housing, housing first, mandated reporting of elder and dependent abuse, violence against women act compliance & strategies for serving survivors of domestic violence, and how to have problem solving conversations. Data Quality & Performance Monitoring Tools As part of capacity building efforts, multiple administrative staff within H3 worked collectively to create and implement Data Quality tools to monitor and measure Program Model Performance Standards as well as Coordinated Entry Annual Performance Report data and outcomes. The tools allow providers to monitor data quality and outcomes in real time, with accurate tracking of performance, outcomes, and data quality. Implementation of these tools resulted in system-wide data quality improvements; data accuracy increased from 79% to 94% with these new tools. The dashboards also allow each agency to monitor their own program performance. CoC Program Models and Performance Based Contracting H3, through the support of a consultant, developed seven CoC-wide program models. The purpose was to create consistent and transparent performance standards to improve the quality of service and outcomes for individuals and families served across CoC programs. The Council on Homelessness (COH) approved the CoC Program Models in June 2022, and the models and performance standards were integrated into provider contracts in July 2022. Simultaneously, the Research, Evaluation, and Data (RED) team, alongside the CoC administrators within H3, developed performance dashboards for each of the seven program models as a tool for agencies and H3 to monitor their data. Additionally, CoC providers were each provided a self-assessment tool where they could measure current practices and determine areas for growth. Data accuracy increased from 79% to 94% 12 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 Equity In early 2022, C4 Innovations presented the results of the Equity Assessment of the Contra Costa homeless system of care they were contracted to conduct in 2021. As a result of the report, the COH established an Equity Committee and approved a 2023 work plan. This plan guides the Equity Committee in creating accessible information, outreach, and educational materials to engage hard-to-reach or previously unreached communities in Contra Costa County. The Council approved changes to a revised housing project scoring tool for the FY 2022 Continuum of Care competition and the CoC monitoring process of 19 CoC funded projects in our system of care. They ensured that these tools helped advance equity in the system of care. Data Integration The HMIS team has continuously worked with CCH’s Information Technology department to further integrate HMIS data with CCLink, the county's primary health record system. The two-way data integration fosters the exchange of valuable data. This provides homeless service staff ways to connect and collaborate with a client’s healthcare/health plan team, while also giving clinical providers more insight into their patients’ social situations. With several statewide holistic health initiatives underway, there has been an increased demand to analyze and report on data derived from both systems. Reporting tools have been developed to aid in client matching and provide actionable analytics across both the healthcare and homeless systems. Coordinated Outreach and Referral (CORE) Team Expansion CORE street outreach increased the number of teams through contracts with the City of Martinez and the Contra Costa Health Plan (CCHP). As a result of this expansion, the total number of teams operating across the county increased to 13. Working with the CCHP ensured a stronger linkage between healthcare and outreach. 13 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 CoC System Successes The CoC is ever-changing with new initiatives, partnerships, and forward-thinking development. During 2022, there were a number of critical successes that were the result of years of planning and implementation. Permanent Housing Referrals In 2022, the Coordinated Entry System referred over 537 households to permanent housing programs and projects. Households placed in permanent housing could receive both time-limited and long-term financial support and case management, if needed, to obtain housing. Of these placements, a notable effort includes the referrals and placements made to Hacienda Heights, a 150-unit Senior Housing building in Richmond operated by Mercy Housing. Most of these, 125 units, were filled by the Housing Authority of Contra Costa's Project Based Voucher (PBV) waiting list. The remaining 25 units were filled through the CoC’s Coordinated Entry System through collaboration with multiple partners. CES prioritizes households based on vulnerability and length of time homeless. The 25 households placed through CES will receive ongoing Permanent Supportive Housing Case Management services from Hope Solutions to ensure they maintain their housing and thrive. Housing units filled through the Coordinated Entry System, involved the collaboration of Contra Costa Health: Health, Housing and Homeless Services (H3) Division, Mercy Housing, the Housing Authority of Contra Costa County, and Hope Solutions, demonstrating that success that can be achieved when county, community, and affordable housing partners come together in an effort to end homelessness and provide supportive housing for our most vulnerable community members. 14 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 Improved Interim Housing Project RoomKey (PRK) hotel programs that were established during the COVID-19 pandemic were closed during 2022 as programming shifted back to pre-pandemic “norms.” While the county shelters were unoccupied as residents were in PRK hotels, the facilities were remodeled to include individual sleep stations that provide privacy and allow for couples and multi- generational adult households to reside together. The shelters also had an outdoor play area with kennels for pets as many people would not access shelters if it required leaving their pets . The remodeled Concord Service Center also began functioning as a warming center with six beds for individuals who need to come indoors but cannot access a shelter. Improvements were also made at Delta Landing Interim Housing Program to include a wellness center with a patient-centered design. Participants began repopulating Delta Landing, which has 17 4 rooms and can house up to 249 participants, in February 2022. In 2022, Contra Costa County and Bay Area Community Services (BACS) received awards from the Pet Assistance Grant offered by the California Department of Housing and Communit y Development, totaling more than $1 million. This funding was used to build outside dog parks at the Brookside Shelter and Delta Landing, as well as purchase pet supplies such as kennels, crates, and veterinary services. These purchases allowed many people with pets to gain access to emergency and interim housing as most did not want to part with their pets during their housing crisis. Emergency Housing Vouchers The Emergency Housing Voucher (EHV) program provide d a significant opportunity for Public Housing Authorities (PHAs), Continuums of Care (CoCs), and Victim Service Providers (VSPs) to develop collaborative partnerships and strategies that effectively address the needs of vulnerable populations in their communities. Through EHV, HUD provided housing choice vouchers to local PHAs to assist individuals and families who are homeless or at-risk of homelessness and either fleeing or attempting to flee domestic violence, dating violence, sexual assault, stalking, o r human trafficking, or were recently homeless or have a high risk of housing instability. The Contra Costa CoC was allotted 199 EHVs to distribute from September 2021 through September 2023. In 15 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 2022, the CoC was able to house 158 households utilizing EHVs successfully and is on track to distribute the remaining vouchers during 2023. Future Initiatives and Goals • Bringing Families Home will be a project for Children and Family Services (CFS) involved families. It will have the capacity to serve 28 families through prevention and an additional 29 families through rapid rehousing. This is a partnership between EHSD, CFS bureau/division, H3, and Caminar, a new provider in 2023. • HUMS Expansion – In 2023, HUMS will expand to include new units at El Portal Place in San Pablo. • Measure X will provide an additional $2.3 million to fund four new permanent housing projects and eight new service providers. • Special NOFO is a $5.3 million one-time 3-year grant to help address unsheltered and rural homelessness. Through Thrive CCC and housing stability vouchers, the grant will be used to house 28 of the most vulnerable people experiencing unsheltered homelessness. Additionally, the Housing Authority will distribute 41 vouchers to help more people who are currently homeless or at-risk of homelessness. • El Portal Place is a former office building set to open in Fall 2023 that H3 has been working to rehabilitate into permanent supportive housing for chronically homeless households. These new funding initiatives build on each other to meet CoC objectives through community supports, a robust infrastructure, and policy changes. Priorities include: Expanded interim housing focused on case management to help households become document ready and to reduce unsheltered homelessness Increased permanent housing through El Portal Place, HUMS expansion, housing stability vouchers, and Thrive CCC Expanded targeted prevention with families, transition age youth, and households at risk of homelessness 16 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 CoC Budget Budgets are prepared for each federal fiscal year (July 1 to June 30). During fiscal year 2022-2023, which overlaps with the calendar year for this annual report, HUD awarded the CoC $17,318,215. This amount represents a 9% increase over four years in HUD funding. Additional non-HUD funds in the amount of $33,015,872 obtained through grants and foundations provided supplemental and critical financial resources for CoC administration, planning, data management, housing, and COVID-19 response. These non-HUD funds, which account for 66% of the CoC budget, have increased by over $13 million, or 68%, from fiscal year 2019-2020 to fiscal year 2022- 2023 (Table 1). Table 1: Fiscal Year Budgets for 19-20 through 22-23 Budget FY 19-20 FY 20-21 FY 21-22 FY 22-23 % Change CoC Award $ 15,857,604 $ 15,239,701 $16,296,852 $17,318,215 +9% Other government and local funding $ 19,676,057 $ 25,158,000 $ 28,967,000 $33,015,872 +68% Total Funds $ 34,862,042 $ 41,454,852 $ 45,815,402 $50,334,087 +44% The majority of the CoC funds are one-time, emergency funds that cannot be assured in future fiscal years 17 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 CoC Program Utilization During Calendar Year 2022, 7,725 unique households were served in CoC programs, with 10,600 people in those households. This represents a 3% increase in households served since 2019, or prior to COVID-19. During 2020 and 2021, the number of households served decreased while services were limited and capacity to serve people at shelters was reduced to prevent over-crowding and the spread of COVID-19 (Figure 1). Figure 1: Number of Households and Individuals Accessing CoC Services, 2019-2022 9,633 9,572 9,224 10,600 7,497 7,153 6,825 7,725 2019 2020 2021 2022 Total Served (Individuals) Total Served (Households) 3% increase since 2019 18 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 Prevention & Diversion Rapid Exit Emergency Shelters & Warming Center Transitional Housing Street Outreach Support Services Only Permanent Housing CoC Program Models Rapid Rehousing 19 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 The program models with an asterisk (*) are also “project types” defined by HUD . Prevention and Diversion Prevention* Diversion Crisis Response Emergency Shelter* Rapid Exit Transitional Housing* Outreach* Rapid Rehousing* Support Services* Permanent Housing Permanent Supporive Housing* Permanent Housing without Supports Figure 2: Program Models and Categories Prevention & Diversion: for people/households who are at imminent risk of homelessness. Services include case management, conflict resolution, and financial assistance. Crisis Response: for people/households currently experiencing literal homelessness. Services include outreach, emergency or interim shelter, basic needs, case management, referrals to financial and social benefits, housing navigation, and linkages to health and housing services. Permanent Housing: for people/households who were formerly homeless, many of which have disabilities, and need wrap-around services. Permanent housing programs include long-term housing supports, sometimes with case management. 20 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 The majority of households served in the CoC were served in crisis response programs designed for people experiencing sheltered and unsheltered homelessness (72% of household enrollments, n=5,849). Households in prevention/diversion and permanent housing both made up 14% of enrollments (n=1,169 and 1,166, respectively, Figure 3). Figure 3: Household Enrollment Across Program Model Categories, 2022 There was a 50% four-year increase in the number of households served in prevention and diversion, a 4% decrease in crisis response, and a 26% increase in permanent housing (Figure 4). Figure 4: Number of Households Served, by Program Model Category, 2019-2022 72% 14% 14% Crisis Response Prevention and Diversion Permanent Housing 781 957 736 1,169 Prevention & Diversion 6,102 5,535 5,371 5,848 Crisis Response 925 961 1,005 1,166 2019 2020 2021 2022 Permanent Housing 21 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 Positive Outcomes and Exit Destinations There were 89 programs in the CoC, listed in Appendix A. These programs fall under the program models adopted by the CoC. Desired exit destination for each program model varies depending on the target population (at-risk, sheltered, or unsheltered) and expected outcomes: There are two additional exit destination statuses: 1. Still active status occurs when a household has not yet exited a program. This is common for permanent housing programs where households remain housed and engaged in programming, and for interim housing programs where households remain unhoused and engaged in shelter or rapid rehousing. Households that do not engage with programming are automatically exited after 90 or 120 days, depending on the program model. 2. Missing data for exit destination occurs when households stop engaging with CoC programs without providing their next destination or sleep setting (this includes households that are auto-exited. This is common for households in crisis response as many households may find housing on their own, may move out of the area, or may simply stop accessing CoC programs, yet continue to experience homelessness. Permanent Housing •rental units (subsidized or not) •own home •living with friends or family on permanent basis Temporary Settings •transitional housing •living with family or friends on a temporary basis •hotel/motel not paid for by the CoC Emergency Shelters •interim housing designated for people experiencing homlessness •hotels/motels paid for by the CoC Institutional Settings •hospitals, mental health facilities •rehabilition centers •foster care •long-term care facilities •detention Unsheltered Settings •encampment •vehicles such as cars and RVs •uninhabitable buildings 22 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 Positive Exits from Prevention and Diversion Programs in prevention are designed for people about to lose their housing (some programs are specific to households that might lose their housing within the next two weeks). Diversion programs target households that are literally homeless but have not yet accessed the CoC and have resources that make CoC services unnecessary. The goal of prevention and diversion programs is to gain housing quickly with a permanent housing exit destination. Because these programs are designed to be short-term and have regular contact with participants, there is not a lot of missing exit data. Positive Exits from Crisis Response Street outreach and support services provide resources and referrals for people sleeping outside who need access to basic living necessities and referrals to housing support. Positive outcomes for outreach and support services entails further engagement in the CoC at shelters and/or referrals to housing services. Missing exit destination from outreach and support services is common for the many people who stop engaging with these programs without formally exiting CoC programs. However, other program models in crisis response, such as rapid rehousing and rapid exit, have a housing focus and help people experiencing homelessness achieve housing through case management and financial assistance. Data collection on exit destination is more complete for these types of programs, although many still exit the system without exit data. Positive Exits from Permanent Housing A positive outcome for permanent housing is simply maintaining housing through a permanent housing program or exiting to other permanent housing destinations (these outcomes are summarized below in Table 2). 23 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 Table 2: Positive Outcomes for Each Program Model Category Program Model Category Positive Outcomes Prevention and Diversion Remain housed upon program exit Crisis Response (other than Rapid Rehousing) Temporary stay at a shelter, transitional housing, friend, or family member’s home; permanent housing; institution; long-term care setting Crisis Response (Rapid Rehousing) Exit to permanent housing, subsidized or not Permanent Housing Remain housed in permanent housing program or exit to other permanent housing Exit destinations for households utilizing each of the program model categories are provided in Table 3. These outcomes should be judged based on the program model objectives, as described above, and should not be compared across program model categories. Table 3: Exit Destinations for Household Enrollments by Program Model Categories, 2022 Exit Destination Prevention/ Diversion (n=1,170) Crisis Response (all programs) (n=5,849) Crisis Response (RRH only) (n=1,101) Permanent Housing (n=1,166) Permanent Housing 87% 17% 46% 96% Temporary Setting 3% 13% 12% 1% Emergency Shelter 1% 9% 6% <1% Institution 1% 3% 1% <1% Unsheltered 1% 8% 21% <1% Still Active 7% 14% 11% n/a Missing Data 0% 36% 3% <1% A description of each program model category is provided in the following section, along with the number of households served and demographic data during 2022. The program models are listed in order of category (prevention and diversion, crisis response, and permanent housing). Crisis response has multiple program models; data summaries are provided for those as well. Outcomes for these program models are based on total household enrollments and have duplicated data because households may enter a program model multiple times during a reporting period. In addition to the housing exit destination for all enrollments, this section includes the proportion of households per program model that exited to permanent housing. This data run removes some of the duplications and provides a clearer understanding of housing rates for each program model. 24 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 0% <1% <1% <1% 3% 8% 87% Missing Exit Destination Emergency Shelter Unsheltered Institution Temporary Setting Still Active Permanent Housing Prevention and Diversion Utilization and Demographics Prevention and diversion programs provide short-term, one-time support for people at risk of homelessness or who have been homeless but recently accessed the system of care for the first time. Supports include conflict resolution between tenants and landlords or family members, financial assistance for utilities, rent, deposits, or fees related to housing, and case management. Demographics for those served in prevention in 202 2: Outcomes Outcomes for prevention and diversion focus on maintaining permanent housing . Almost 90 percent (87%) of household enrollments in prevention and diversion exited to permanent housing, 3% exited to a temporary setting, and 1% exited to an institution, shelter, or unsheltered settings. Eight percent were active at the time this report was gener ated. There was no missing exit destination for households accessing prevention/diversion programs (Figure 5). Figure 5: Exit Destination for Households Accessing Pr evention/Diversion, 2022 Household Type Adult-only: 54% Households with Children: 42% Unaccompanied minors: 4% 90% of deduplicated households exited to permanent housing 1,170 Households Served in 2022 Gender Women: 60% Men: 40% Transgender/gender non-conforming: <1% Chronic Homelessness There are no chronically homeless in Prevention/Diversion Race/Ethnicity Black/African American: 50% White: 34% Hispanic/Latin(a)(o)(e)(x): 22% All others: 5% or less Age <18 (40%); 18-24 (7%); 25-54 (42%); 55-64 (6%); 65+(5%) 25 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 5,849 Households Served in 2022 3% 8% 9% 13% 14% 16% 37% Institution Unsheltered Emergency Shelter Temporary Setting Still Active Permanent Housing Missing Exit Destination Crisis Response Utilization and Demographics Crisis response includes all program models designed to serve people who are in sheltered and unsheltered settings. Program models under crisis response are rapid exit, street outreach, support services, emergency shelters, transitional housing, and rapid rehousing. Demographic and outcome data specific to each program model are provided in the next section. However, it is helpful to aggregate data across all program models within crisis response to describe households that are literally homeless. Demographics for those served in all crisis response program models in 2022: Outcomes More than one-third (37%) of household enrollments in crisis response had missing exit data, 16% exited to permanent housing and another 13% to temporary setting. Nine exited to emergency shelter, 8% to an unsheltered setting, and 3% to an institutional setting. Almost a third of deduplicated enrollments (30%) exited to temporary or permanent housing (Figure 6). Figure 6: Exit Destination for Households Accessing Crisis Response, 2022 Race/Ethnicity White: 43% Black/African American: 39% American Indian/Alaska Native: 9% Hispanic/Latin(a)(o)(e)(x): 18% All others: 5% or less Age <18 (15%); 18-24 (8%); 25-54 (51%); 55-64 (18%); 65+ (8%) Chronic Homelessness 44% were chronically homeless Household Type Adult-only: 89% Households with Children: 11% Unaccompanied minors: <1% 21% of deduplicated households exited to permanent housing Gender Men: 55% Women: 45% Transgender/gender non-conforming: <1% 26 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 0% 4% 5% 7% 18% 66% Institution Temporary Setting Unsheltered Emergency Shelter Still Active Permanent Housing CR-Rapid Exit Utilization and Demographics Rapid exit is a program model designed for households that are newly homeless but not yet active in the CoC to prevent entry into crisis response or to quickly resolve a household’s homelessness once they enter a shelter, transitional housing situation, or an unsheltered situation. Demographics for those served in Rapid Exit in 2022: Outcomes For the 102 households enrolled during 2022 in Rapid Exit, 66% exited to permanent housing, 7% to an emergency shelter, 5% to unsheltered homelessness setting and 4% to a temporary setting. Eighteen percent were still active at the time this report was analyzed (Figure 7). Figure 7: Exit Destination for Households Accessing Rapid Exit, 2022 Race/Ethnicity White: 45% Black/African American: 47% Hispanic/Latin(a)(o)(e)(x): 18% All others: 5% or less Chronic Homelessness 37% were chronically homeless Gender Women: 42% Men: 56% Transgender/gender non-conforming: 2% 102 Households Served in 2022 Age <18 (17%); 18-24 (5%); 25-54 (47%);55-64 (25%); 65+ (6%) Household Type Adult-only: 85% Households with Children: 15% 80% of deduplicated households exited to permanent housing 27 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 Rapid Exit Success Story Sharon never expected to become homeless herself. When the unit she and her grandson lived in fell into a toxic state of disrepair due to landlord neglect, they had to leave. A recent widow with no family, Sharon had no choice but to move into her car. Sharon was referred to the Coordinated Entry System (CES) by the San Pablo Police Department who directed her to the Coordinated Entry System. Once part of CES, Sharon was connected to Rapid Exit services. Rapid Exit program staff at Hope Solutions identified a number of challenges during her intake (bad credit, facing an eviction, low income, and a very high car payment) as well as some possible resources. They connected her grandson with the RYSE Center, a youth-serving agency, that was able to pay for them to stay in a hotel until they located housing. SparkPoint helped provide gift cards for food and other essential items while they waited. Rapid Exit staff helped with the housing search, and finally identified an apartment complex in east county with a 2-bedroom unit that they could afford. CORE outreach was able to help get her belongings out of storage and into their unit. She now lives with her grandson in an apartment and can focus on finding more stabl e employment. “Hope Solutions has helped me and my grandson start a new life. After my partner of 17 years passed away, we became homeless. Hope Solutions staff went above and beyond to help us. We are now in our new home and my grandson was able to walk the stage and receive his high school diploma! Thank you so much for all your support.” Sharon Hope Solutions Rapid Exit Program Participant Partners in this success: • Hope Solutions • RYSE • San Pablo Police Department • SparkPoint • CORE Street Outreach 28 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 Outcomes The purpose of street outreach is to engage with people sleeping in unsheltered settings and refer them to supports that might lead to shelter, temporary housing, or permanent housing. More than half of household enrollments in outreach (53%) simply stopped accessing programs in the CoC and did not provide exit data. One-third (33%) had exits to temporary or permanent settings (16% to temporary settings, 13% to emergency shelter, and 4% to institutional settings ). Nine percent were still active in outreach at the time this report was analyzed, and 1% exited back to unsheltered (Figure 8). Figure 8: Exit Destination for Households Accessing Street Outreach, 2022 CR-Street Outreach Utilization and Demographics Street outreach is provided in the community to link people experiencing unsheltered homelessness with basic needs (including but not limited to food, water, and hygiene kits) as well as referrals and connections to service providers within the CoC. Demographics for those served in street outreach in 2022: Race White: 45% Black/African American: 36% American Indian/Alaskan Native: 10% Hispanic/Latin(a)(o)(e)(x): 19% All others: 6% or less Age <18 (15%); 18-24 (7%); 25-54 (54%); 55-64 (18%); 65+ (6%) Gender Women: 54% Men: 46% Transgender/gender non-conforming: <1% Household Type Adult-only: 89% Households with Children: 11% 3,379 Households Served in 2022 Chronic Homelessness 57% were chronically homeless 5% of deduplicated households had an exit to permanent housing 1% 4% 4% 9% 13% 16% 53% Unsheltered Permanent Housing Institution Still Active Emergency Shelter Temporary Setting Missing Exit Destination 29 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 0% 2% 4% 9% 10% 23% 52% Institution Emergency Shelter Temporary Setting Permanent Housing Unsheltered Still Active Missing Exit Destination CR-Support Services U tilization and Demographics Some support services program models provide basic needs such as meals, showers, hygiene kits, mail service, and referrals to other resources that might lead to shelter, temporary housing, or permanent housing. Other support services focus on enrollment into benefits programs. Demographics for those served in support services in 2022: Outcomes Many people who access support services stop engaging with all programs in the CoC and do not provide exit data. More than half (52%) of household enrollments with support services during 2022 did not have exit data. Almost one-quarter (23%) were still active in support services when the data was analyzed. Sixteen percent exited to temporary or permanent settings (9% to permanent, 5% to temporary, and 2% to emergency shelters, Figure 9). Figure 9: Exit Destination for Households Accessing Support Services, 2022 Race/Ethnicity Black/African American: 45% White: 44% Hispanic/Latin(a)(o)(e)(x): 18% All others: 5% or less Gender Men: 53% Women: 46% Transgender/gender non-conforming: <1% 2,122 Households Served in 2022 Age <18 (8%); 18-24 (9%); 25-54 (54%); 55-64 (21%); 65+ (8%) Chronic Homelessness 29% were chronically homeless Household Type Adult-only: 95% Households with Children: 5% 26% of deduplicated households had an exit to permanent housing 30 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 Support Services Success Story Ronald and his young son first came to Greater Richmond Interfaith Program (GRIP) in 2012. He was not interested in entering GRIP’s family shelter, so while the father and son were living on the street, GRIP staff helped Ronald enroll his son in school with transportation, school supplies, clothes, connections to health care, and food pantries. Staff tried to help him with finding housing, but he was unable to follow through with the pieces he needed to complete on his own. Years later, GRIP staff learned that Ronald was connected to a case manager through Community Connect, and together, the caseworkers were able to get him a 1- bedroom unit in a senior housing program. At the same time, staff also connected Ronald’s 18-year- old son, Rondale, with the Calli House Transition Aged Youth shelter. A case manager at GRIP worked with staff at Calli House to support Rondale in enrolling in an employment program. Rondale has graduated from the employment program and has a temporary job in Yosemite, but he will return soon to help his father as his in-home support services worker so they can be together again, housed and supported. Partners in this success: • GRIP CARE Center • Calli House Transition Age Youth Shelter • Contra Costa Office of Education • Local food pantries, and health clinics • Community Connect • Employment program 31 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 6% 7% 11% 13% 14% 19% 30% Missing Exit Destination Institution Still Active Unsheltered Emergency Shelter Temporary Setting Permanent Housing CR-Emergency Shelter Utilization and Demographics Emergency shelters provide interim housing for people who do not have safe and healthy sleep settings. People experiencing homelessness generally come from uninhabitable locations (encampments, streets, or vehicles), are fleeing domestic violence, or have lost their temporary housing. Demographics for those served in emergency shelters in 2022: Outcomes Emergency shelter aims to provide short-term and interim shelter until people find temporary or permanent housing resources. Almost half of household enrollments exited to a temporary or permanent settings (30% to permanent housing, 19% to temporary). Another 14% exited to another shelter, 13% exited to unsheltered homelessness, and 7% to an institutional setting. Ten percent were still active at the time this report was run, and there was missing exit data for 6% (Figure 10). Figure 10: Exit Destination for Households Accessing Emergency Shelter, 2022 Race/Ethnicity White: 47% Black/African American: 35% American Indian/Alaskan Native: 8% Hispanic/Latin(a)(o)(e)(x): 18% All others: 6% or less Age <18 (13%); 18 to 24 (7%); 25 to 54 (43%); 55 to 64 (24%); 65+ (13%) Household Type Adult-only: 90% Households with Children: 8% Unaccompanied minors: 2% Gender Men: 53% Women: 46% Transgender/gender non-conforming: 1% Chronic Homelessness 52% were chronically homeless 1,417 Households Served in 2022 37% of deduplicated households had an exit to permanent housing 32 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 Emergency Shelter Success Story When Mary came to the Mountain View Family Shelter in July 2022, she was a single mom and pregnant with another child. She had been experiencing homelessness on and off for about seven years; ending a toxic relationship resulted in her most recent bout of homelessness. While she was close to her family, their struggles with housing meant she could not live with them. Despite being employed, she was not able to make enough money for stable housing. Mary’s case worker at Mountain View supported in exploring higher paying employment, begin budgeting the money she did have and helped get the documents she needed, like a birth certificate, so that when she was referred to a housing program she would be ready to move in. When Mary was referred to Rapid Rehousing program, she was motivated and determined to find a home. When she found an apartment, she called her caseworker with excitement to tell her that she finally had her own space for herself and her children. Mary reports that her goals are to have a career and be self -sufficient enough not to need help from housing programs. She is happy for the start of this new chapter and is so t hankful to SHELTER, Inc and her case manager for helping her get through her struggles and leading her on the right path to success. Partners in this success: • Mountain View • SHELTER, Inc. – rapid rehousing program 33 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 Race/Ethnicity White: 43% Black/African American: 37% American Indian/Alaskan Native: 10% Hispanic/Latin(a)(o)(e)(x): 24% All others: 8% or less Gender Men: 82% Women: 16% Transgender/gender non-conforming: 2% Age <18 (1%); 18 to 24 (38%); 25 to 54 (39%); 55 to 64 (12%); 65+(10%) Chronic Homelessness 20% were chronically homeless Household Type Adult-only: 99% Households with Children: 1% 2% 3% 4% 7% 15% 29% 40% Institution Unsheltered Missing Exit Destination Emergency Shelter Still Active Temporary Setting Permanent Housing 47% of deduplicated households exited to permanent housing CR-Transitional Housing Utilization and Demographics Transitional housing provides short-term housing to get households off the streets and into more stable living environments until permanent housing can be established. These programs are generally focused on specific sub-populations such as Transition Age Youth (18 to 24) and veterans. Demographics for those served in transitional housing in 2022: Outcomes The primary goal of transitional housing is to move households from temporary housing to permanent housing. Forty percent of household enrollments exited to permanent housing . Twenty-nine percent of enrollments exited to temporary settings, 7% exited to an emergency shelter and 3% exited to unsheltered status. Fifteen percent were still enrolled in transitional housing when the data was analy zed (Figure 11). Figure 11: Exit Destination for Households Accessing Transitional Housing, 2022 131 Households Served in 2022 34 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 1% 3% 6% 11% 12% 21% 46% Institution Missing Exit Destination Emergency Shelter Still Active Temporary Setting Unsheltered Permanent Housing CR-Rapid Rehousing Utilization and Demographics Rapid rehousing integrates short-term financial assistance with services and case management to help those experiencing homelessness get quickly re-housed and stabilized. Demographics for those served in rapid rehousing in 2022: Outcomes Households enrolled in rapid rehousing generally work with case managers to address barriers to obtaining housing and help identify appropriate housing opportunities. Households stay enrolled in rapid rehousing even after a move-in date until they can sustain housing on their own without support. Almost half (46%) of household enrollments in rapid rehousing exited to permanent housing and another 11% were still active (not yet in housing) when this report was generated. Twenty-one percent exited to unsheltered settings, 6% to emergency shelters, and 1% to an institutional setting. There was missing exit destination for 3% of enrollments (Figure 12). Figure 12: Exit Destination for Households Accessing Rapid Rehousing, 2022 1,101 Households Served in 2022 Race/Ethnicity Black/African American: 48% White: 38% Hispanic/Latin(a)(o)(e)(x): 16% All others: 4% or less Age <18 (25%); 18 to 24 (10%); 25 to 54 (43%); 55 to 64 (13%); 65+ (9%) Chronic Homelessness 31% were chronically homeless Gender Men: 54% Women: 46% Transgender/gender non-conforming: <1% Household Type Adult-only: 76% Households with Children: 24% 52% of deduplicated households exited to permanent housing 35 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 Permanent Housing Utilization and Demographics Permanent housing programs provide long-term financial support for housing for people who were previously homeless. Many include case management and wrap-around services. Most households stay housed in this program for many years. Demographics for those served in permanent housing in 2022: Outcomes Households in permanent housing programs generally stay in their housing until they can no longer live independently; 89% of households in permanent supportive housing were still enrolled at the time this report was generated. Another 5% exited to permanent housing (resulting in 94% remaining housed), 1% to temporary housing, and 1% had missing exit destination data (Figure 13). Figure 13: Exit Destination for Households Accessing Permanent Housing, 2022 Race/Ethnicity White: 45% Black/African American: 39% American Indian/Alaskan Native: 6% Hispanic/Latin(a)(o)(e)(x): 13% All others: 4% or less Age <18 (25%); 18 to 24 (4%); 25 to 54 (38%); 55 to 65 (21%); 65+ (12%) Chronic Homelessness 49% were chronically homeless Gender Women: 54% Male: 46% Transgender/gender non-conforming: <1% 1,166 Households Served in 2022 Household Type Adult-only: 79% Households with Children: 21% <1% <1% <1% 1% 1% 5% 91% Emergency Shelter Unsheltered Institution Temporary Setting Missing Exit Destination Permanent Housing Still Housed 96% of deduplicated households remained in permanent housing 36 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 Permanent Housing Success Story Roxy became a victim of domestic violence and violent attacks that were triggered by her trans identity. She was experiencing homelessness and the added trauma led to feelings of hopelessness and desperation. In March 2017, the West County Adult Mental Health clinic referred her to the Brookside shelter. At Brookside, she met a case manager she had worked with previously through Calli House, the transition aged youth shelter she had stayed at previously. That case manager helped Roxy move into the Permanent Connections, a transition aged youth permanent supportive housing program. While in permanent housing , she received support with money management, mental health, and cognitive behavioral therapy, among other services. Over the years, Roxy has successfully accessed services to help maintain her mental, physical, and emotional health, working with Rubicon Programs, Recovery Innovations, Fred Finch Youth and Family Services, Adult mental health, Richmond Works and many more community-based agencies. With stable housing, Roxy has also been able to successfully complete her legal gender transition process. The transition, she reports, has given her the confidence to apply herself in everyday life. Roxy is in what she calls “the career of her choice” as an In-Home Support Service (IHSS) provider. She reports that she strives to offer services the way she wished someone had when she was younger- the best way. Roxy no longer receives public benefits and now has earned income. Roxy reports that her stability has contributed towards rebuilding wholesome personal and family relationships. Partners in this success: • Brookside and Calli House emergency shelters • Rubicon Programs • Fred Finch Youth and Family Services • Adult Mental Health • RichmondWORKS "I am a living testament of what permanent and consistent housing, doubled up with relevant services can do in helping shape a person's life. I owe everything I am to Perma nent Connections. Everything I have accomplished could not have been possible if I had not met people who believed in me, people who encouraged me and held up my hope when I was ready to give up." - Roxy 37 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 DEMOGRAPHICS: Household Types Age Group Race/Ethnicity Gender Chronicity & Disability Domestic Violence Victims Sexual Orientation Veterans 38 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 Demographics The CoC is made up of 10,600 people in 7,725 households, all from different backgrounds. This section of the report provides demographic data for individuals and households accessing the CoC during 2022. Household Type Household types in the CoC fall into three categories: 1. households with adults and children (under 18) 2. households with only adults (single or multiple adults) 3. unaccompanied minors (households with no adult head of household). This section summarizes the three household types, their characteristics, their program utilization, and their outcomes. Almost 8,000 households (7,725), making up 10,600 people, accessed services in the CoC during 2022. There has been in the number of households served in the CoC (among prevention and diversion, crisis response, and permanent housing programs) since 2019. Adult-only households made up 83% of the household enrollments in the CoC during 2022 and households with children made-up 16% (Figure Fourteen). There were 73 unaccompanied minors served at a youth program in the CoC, making up less than a tenth of a percent of all enrollments in the CoC. The number of unaccompanied minors is small and disaggregating in further analysis jeopardizes confidentiality and therefore is not included in further analyses in this report. Figure 14: Proportion of Enrollments in the CoC, by Household Type, 2022 84% 16% Adult-Only Households Households with Children 39 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 Adult-only households experienced a 4% decrease from 2019 to 2022, while households with children increased by 32% (Table 4). Table 4: Number of Households, by Household Type, Served in the CoC, 2019 -2022 2019 2020 2021 2022 4-year % change Adult-Only Households 6,961 6,391 5,994 6,651 -4% Households with Children 994 1,031 1,075 1,314 32% Total (Unique) Households 7,497 7,153 6,825 7,723 3% Adult-only households were the largest household type accessing all three program model categories; more than half of households served in prevention and diversion (56%, n=640), 89% among crisis response (n=5,430), and 79% among permanent housing (n=918, Figure 15). Figure 15: Program Model Category, by Household Type, 2022 Program utilization varied considerably for households with children compared to adult-only households. A greater proportion of households with children accessed prevention and diversion (36% of households with children) than adult-only households (9% of adult-only households). A lower proportion of households with children (46%) accessed crisis response than adult-only households (78%). Rates for accessing permanent supportive housing were closer (1 8% of households with children and 13% of adult-only households, Figure 16). 44% 11% 21% 56% 89% 79% Prevention & Diversion Crisis Response Permanent Housing Households with Children Adult-Only Households 40 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 97% 38% 100% 92% 18% 97% Prevention and Diversion Crisis Response Permanent Housing Households with Children Adult-Only Figure 16: Program Model Category Utilization, by Household Type, 202 2 Exits to Permanent Housing by Household Type Households with children had higher exit rates to permanent housing from all three program model categories than adult-only households during 2022. Among prevention and diversion, households with children had a 9 7% exit rate to housing rate compared to 92% for adult-only households. Forty percent of households with children exited to permanent housing from crisis response compared to 18% of adult-only households, and 100% of households with children, compared to 97% of adult-only households, retained housing or exited to permanent housing from permanent supportive housing programs (Figure 17). Figure 17: Percent of Exits to Permanent Housing, or Retained Housing, by Household Type, 2022 36% 9% 46% 78% 18% 13% Households with Children Adult-Only Households Prevention/Diversion Crisis Response Permanent Housing 41 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 Age Groups Adults ages 25 to 54 years old made-up almost half (48%) of all people accessing services in the CoC during 2022, followed by minors (ages 0 to 17, 21%). Older adults (55- to 64 years of age) made up 16%, seniors (ages 65 and older) made up 7%, and transition-age youth (TAY, 18 to 24) made up 8% (Figure 18). Figure 18: Age Distribution for All People Experiencing Homelessness Served by the CoC, 202 2 Over the last four years, the CoC has experienced shifts in t he number of people within most age groups. These changes reflect the CoC’s prioritization to serve populations most at-risk of complications of COVID-19, with a focus on older adults and seniors and people with chronic health conditions. Programs serving households with children have also increased, resulting in more minors. There was a 36% increase in the number of seniors 65+ from 2019 to 2022, a 30% increase among minors, a 21% increase among TAY, and a 7% increase among 55- to 64-year-olds with no percent change among 25- to 54-year-olds (Table 5). Table 5: Four-year Percent Change (2019-2022) Among Age Groups Adults between the ages of 25 and 54 made up the largest age group accessing prevention and diversion and crisis response while minors under 18 made up the largest group accessing permanent housing (Table 6). <18 18-24 25-54 55-64 65+ 4-Year Percent Change 30% 21% 0% 7% 36% 21% 8% 48% 16% 7% Under 18 18 to 24 25 to 54 55 to 64 65 and older 42 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 Table 6: Number of Each Age Group Served in Program Model Category, 2022 Minors had a higher proportion in Prevention/Diversion than any other age group (38% of minors) and older adults 55 to 64 had the lowest proportion in prevention/diversion with 7%). TAY had the highest proportion in crisis response (73%), followed closely by 55- to 64-year-olds (72%) and 25- to 54-year-olds (70%). Minors had the lowest proportion in crisis response at 44%. Seniors 65 and older had the highest proportion in permanent housing programs (23%), and TAY had the lowest (8%, Figure 19). Figure 19: Program Utilization for Each Program Model Category, by Age Group, 202 2 38% 19%18% 7% 14% 44% 73%70%72% 63% 17% 8% 12% 21%23% Under 18 18 to 24 25 to 54 55 to 64 65 and older Prevention/Diversion Crisis Response Permanent Housing <18 18-24 25-54 55-64 65+ Prevention & Diversion 943 164 983 136 123 Crisis Response 1,092 612 3,772 1,306 560 Permanent Housing 431 68 663 372 203 43 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 Age Group Exits to Permanent Housing Minors had the highest exit rates to, or retention in, permanent housing from crisis response and permanent housing programs than any other age group. Exits to permanent housing from prevention/diversion ranged from 97% for adults ages 25 to 54 to 62% among older adults 65 and older. Exits to permanent housing from crisis response ranged from 41% among minors to 20% among adults ages 25 to 54. All household types had a housing retention rate of 93% or higher (Figure 20). Figure 20: Percent of Exits to, or Retention in, Permanent Housing, by Program Model Category and Age, 2022 95%96%97% 79% 62% 41% 24%20%23% 38% 100%96%94%93%93% Under 18 18 to 24 25 to 54 55 to 64 65 and older Prevention and Diversion Crisis Response Permanent Housing 44 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 Race and Ethnicity Race and ethnicity data is generally analyzed for the head of household. Much of the data in this section is for the head of household unless otherwise stated. Race and ethnicity are separate data elements per HUD definition; people who are Hispanic/Latin(a)(o)(e)(x) may self-report any race. Across all three program model categories (prevention and diversion, crisis response, and permanent housing), White households made up the largest race category (42%, n=3,182), followed closely by Black/African American/African households (41%, n=3,090), American Indian/Alaska Native/Indigenous (8%, n=595), people with Multiple Races (5%, n=382), and 2% for each Asian American/Asian and Native Hawaiian/Other Pacific Islander (n=184 and 134, respectively, Figure 21). Eighteen percent (n=1,411) of households in the CoC were Hispanic/Latin(a)(o)(e)(x). Figure 21: Racial Distribution of Heads of Households Across the CoC, 202 2 Compared to the racial composition of all Contra Costa residents (2022 U.S. Census estimates), White, Asian American/Asian, and Hispanic/Latin(a)(o)(e)(x) were underrepresented in the CoC, while Black/African American/African and American Indian/Alaska Nat ive/Indigenous households were over-represented. Census data are available for individuals and not head-of-households, thus the proportion in the following graphic is for individuals and does not match the head -of- household proportions above. White individuals represented 64% of the county population, and only 38% of the CoC, and Asian American/Asian made up 19% of the county population and 2% of the CoC. Conversely, Black/African American/African people represented 42% of the CoC had only 10% of the county population (four times higher), and American Indian/Alaska Native/Indigenous were 7% of the CoC and only 1% of the county (seven times higher than the 42% 41% 8% 5% 2%2% White Black/African American/African American Indian/Alaska Native/Indigenous Multiple Races Asian/Asian American Native Hawaiian/Pacific Islander 45 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 census). Hispanic/Latin(a)(o)(e)(x) represented a smaller proportion (20%) than census estimates (27%, Figure 22). Figure 22: Race Distribution in the CoC* Compared to 20 22 County Census Data Estimates *County census data is available at: https://www.census.gov/quickfacts/contracostacountycalifornia. Race distribution for Figures Twenty-One and Twenty-Two are different because census data is run at the individual level, not household, therefore, the CoC data was run at individual level for Figure Twenty-Two. 2% 6% 7% 42% 2% 20% 38% 1% 5% 1% 10% 19% 27% 64% Native Hawaiian Pacific Islander Multiple Races American Indian Alaska Native Indigenous Black African American African Asian American Asian Hispanic/Latin(a)(o)(e)(x) White 2022 Census Data CoC Data (Individuals) Over-represented in the CoC relative to the county population Under-represented in the CoC relative to the county population 46 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 Household type varied across races and ethnicities. White households had the lowest rate of households with children (9% of households), followed by Asian American/Asian (10%). Head-of- household with Multiple Races had the highest proportion of households with children (17%, Figure 23). Figure 23: Proportion of Households with Children in the CoC, by Race and Ethnicity, 202 2 The proportion of households accessing the three program model categories also varied by race and ethnicity distribution. Prevention and Diversion Asian American/Asian households were more likely to use prevention and diversion (27%), followed by Native Hawaiian/Pacific Islander (20%). American Indian/Alaska Native/Indigenous were least likely to access prevention and diversion (5%). 9% 10% 12% 15% 15% 16% 17% White Asian American Asian American Indian Alaska Native Indigenous Native Hawaiian Pacific Islander Black African American African Hispanic/Latino(a)(o)(e)(x) Multiple Races 47 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 Crisis Response The proportion of American Indian/Alaska Native/Indigenous households who accessed crisis response (85%) was higher than all other races/ethnicities, followed by people with Multiple Races (74%). Asian American/Asian households were least likely (58%). Permanent Housing White individuals were most likely to access permanent housing (16%), followed by Asian American/Asian (15%). Hispanic/Latin(a)(o)(e)(x) households and American Indian/Alaska Native were least likely to utilize permanent housing programs (10% each, Table 7). Table 7: Proportion of Households Served in Each Program Model Category, by Head of Household’s Race/Ethnicity, 2022 Permanent Housing Outcomes Permanent housing exit destinations from prevention, crisis response, and permanent housing varied slightly across race and ethnicity. The number of households for each race with exits to permanent housing are provided in Table 14. Prevention and Diversion Outcomes Head of households who identified with Native Hawaiian/Other Pacific Islander had the highest rate of exits to permanent housing from prevention and diversion (96%) than other races/ethnicities. American Indian/Alaska Native/Indigenous had the lowest exit rate to housing from prevention and diversion (84%). Race/Ethnicity Prevention and Diversion Crisis Response Permanent Housing White (n=3,182) 11% 73% 16% Black/African American/African (n=3,090) 17% 69% 14% American Indian/Alaska Native/Indigenous (n=595) 5% 85% 10% Multiple Races (n=382) 15% 74% 12% Asian American/Asian (n=184) 27% 58% 15% Native Hawaiian/Pacific Islander (n=134) 20% 70% 11% Hispanic/Latino(a)(o)(e)(x) (n=1,411) 17% 73% 10% Across CoC, Regardless of Race/Ethnicity (n=7,725) 15% 72% 14% 48 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 Crisis Response Outcomes Black/African American/African households had the highest rate of exits from crisis response (22%). American Indian/Alaska Native/Indigenous and Asian American/Asian had the lowest (17% each). Permanent Housing Outcomes Black/African American/African and Multiple Races had the highest housing retention in permanent housing programs (100%). Native Hawaiian/Other Pacific Islander households had the lowest rate of sustaining permanent housing (93%, Table 8). Table 8: Number and Proportion of Households with Exits to, or Retention in, Permanent Housing from Each Program Model Category, by Race/Ethnicity, 202 2 Race/Ethnicity Prevention and Diversion Crisis Response Permanent Housing N % exited to perm housing N % exited to perm housing N % exited to perm housing White 378 87% 2,485 21% 506 98% Black/African American/African 552 93% 2,273 22% 444 100% American Indian/Alaska Native/Indigenous 31 84% 527 17% 64 97% Multiple Races 58 91% 291 21% 45 100% Asian American/Asian 52 92% 113 17% 30 97% Native Hawaiian/ Other Pacific Islander 27 96% 96 18% 15 93% Hispanic/Latin(a)(o)(e)(x) 255 91% 1,075 20% 143 99% 49 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 Gender The CoC served slightly more men (51%) than women (48%), and less than 1% of people accessing services identified as transgender or gender non-conforming. Given the small number of people in the CoC who identified as transgender or gender non-conforming, their data was suppressed from this report and not disaggregated at the program model category to protect the confidentiality of those individuals. Women were more likely than men to access prevention and diversion programs (26% of women served in the CoC compared to 16% of men served); men were more likely to access crisis response (68% versus 60%). Both genders accessed permanent housing at similar rates (15% of women and 16% of men, Figure 24). Figure 24: Program Model Category, by Gender, 2022 * Less than 1% reported transgender or gender non-conforming. Data suppressed to protect confidentiality. Women were more likely to be in households with children; 28% of women compared to 6% of men (Figure 25). 26% 60% 15%16% 68% 16% Prevention and Diversion Crisis Response Permanent Housing Women Men 50 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 Figure 25: Household Type, by Gender, 2022 Permanent Housing Outcomes Women had better permanent housing rates compared to men for all program model categories. For prevention and diversion, 93% of women versus 90% of men exited to permanent housing. Over a quarter (28%) of women in crisis response exited to permanent housing, compared to 23% of men. All women in permanent housing program retained housing compared to 98% of men (Figure 26). Figure 26: Proportion of Households with Exits to, or Retention in, Permanent Housing, by Program Model Category and Gender, 2022 6% 28% 94% 72% Men Women Households with Children Adult-Only Households 90% 23% 98%93% 28% 100% Prevention and Diversion Crisis Response Permanent Housing Men Women 51 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 Disabling Conditions Almost 70% of households (69%) across all CoC programs reported having a disabling condition. The HUD definition of a disabling condition is a physical, mental, or emotional impairment, including an impairment caused by alcohol or drug use, post-traumatic stress disorder (PTSD), or brain injury that is expected to be long-term and impacts the individual's ability to live independently, a developmental disability, or HIV/AIDS. Three-quarters (75%) of households served in crisis response reported having a disabling condition , 68% of households in permanent housing programs, and 27% in prevention and diversion (Figure 27). Figure 27: Proportion of Households with at Least One Disabling Condition, by Program Model Category, 2022 Mental health was the most common disabling condition among households served in the CoC with 43% of households served having a member with a mental health condition. One -third (34%) of households had a chronic health condition and (33%) a physical disability. Sixteen percent reported a developmental disability and another 14% reported a substance use disorder (Figure 28). Figure 28: Proportion of Households with Disabling Conditions, 202 2 27% 75%68% Prevention and Diversion Crisis Response Permanent Housing 14% 16% 33% 34% 43% Substance Use Disorder Development Disability Physical Disability Chronic Health Mental Health 52 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 86% 23% 99%97% 26% 100% Prevention Crisis Response Permanent Housing With Disabling Condition Without Disabling Condition Permanent Housing Outcomes Households without people with disabling conditions had a slightly higher exit rate to permanent housing (100%) than those with a disabling condition (99%). From prevention, 97% of households without a disabling condition exited to permanent housing compared to 86% of households with disabling conditions; 26% from crisis response for those without disabling conditions compared to 23% of those with a disabling condition (Figure 29). Figure 29: Proportion of Households with Exits to, or Retention in, Permanent Housing, 2022 Chronic Homelessness An individual is defined by HUD as chronically homeless if they have a disabling condition and have lived in a shelter, safe haven, or place not meant for human habitation for 12 continuous months or for four separate occasions in the last three years (must total 12 months). These individuals are a subset of those with a disabling condition and were served in crisis response or permanent housing; prevention programs do not serve chronically homel ess individuals. Half of all households served in crisis response during 2022 were chronically homeless (48%, N=2,832). Sixteen percent of chronically homeless households exited to permanent housing. 53 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 Survivors of Domestic Violence History of domestic violence data is collected during program enrollment into crisis response programs and less consistently for people enrolling in prevention and diversion or permanent housing programs. This section include data only on people accessing crisis response services. One out of five adults (20%) who accessed crisis response programs reported experiencing domestic violence at some time in their lives; for women, 37% had experienced domestic violence. More than one-third of those people (37%) were fleeing domestic violence at the time they enrolled into the program. The majority of survivors of domestic violence were women (7 9%); less than 1% identified as transgender or gender non-conforming. Twenty-six percent of people in crisis response who were survivors of domestic violence exited to permanent housing . Sexual Orientation Two percent of adults served in crisis response, identified as lesbian, gay, bisexual, transgender, or questioning/queer (LGBTQIA+). There is a large amount of missing data on sexual orientation among prevention/diversion and permanent and this report does not include those outcomes. One-quarter (26%) of people who were LGBTQIA+ were between the ages of 18 and 24. Sixteen percent of adults in crisis response who were LGBTQIA+ exited to permanent housing. Veterans The CoC served 803 veterans during 2022 (10% of the population served). There were more veterans in permanent housing than in crisis response or prevention and diversion programs during 2022 (380 veterans in crisis response and 88 in prevention/diversion). Veterans made up 6% of adults served in prevention/diversion, 6% of adults served in crisis response, and 41% of adults served in permanent housing programs (Figure 30). 54 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 Figure 30: Percent of People Accessing Each Program Model Category who are Veterans, 202 2 Eighty-two percent of veterans exited prevention to permanent housing in 2022; 43% of veterans in crisis response exited to permanent housing (higher than any other sub -population in the CoC), and 95% remained in their permanent housing program or exited to another permanent housing destination (Figure 31). Figure 31: Percent of Veterans who Remain Housed or Exited to Permanent Housing, by Program Model Category, 2022 6%6% 41% Prevention Crisis Response Permanent Housing 82% 43% 95% Prevention Crisis Response Permanent Housing 55 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 For Prevention & Crisis Response Housing Outcome Summary: 56 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 Housing Outcomes Summary Almost half (44%, n=3,370) of all households served in the CoC during 2022 were housed on exit or maintained housing. Outcomes across sub-populations vary for those exiting from prevention and diversion and those exiting from crisis response while the proportion of people maintaining permanent housing or exiting to other permanent housing is consistent across all sub -populations. Table 9 presents the percent of households (HH) or individuals (Ind) served during 202 2 with exits to permanent housing from prevention/diversion and crisis response programs. This data was provided in previous sections and is now presented together for easy comparison. The overall exit rate to permanent housing for the CoC from prevention and diversion was 90%, and 21% from crisis response. Among race and ethnic groups, three groups had the highest exits to housing from crisis response: Black/African American/African (22%), White (21%) and Multiple races (21%). American Indian/Alaskan Native/Indigenous and Asian/Asian American households had the lowest (17%). Among other sub-populations, Veterans had the highest rates of exits to permanent housing (43%), followed by households with children (40%). LGBTQIA+ and chronically homeless households had the lowest rates (16%, Table 9). Table 9: Housed on Exit Rates by Sub-Populations, 2022 Population From Prevention From Crisis Response General Population 90% 21% Race/Ethnicity Black/African American/African (HH) 93% 22% White (HH) 87% 21% Multiple Races (HH) 91% 21% Hispanic/Latin(a)(o)(e)(x) (HH) 91% 20% Native Hawaiian/Other Pacific Islander (HH) 96% 18% Asian American/Asian (HH) 92% 17% American Indian/Alaska Native/Indigenous (HH) 84% 17% Other Sub-Populations Veterans (Ind) 82% 43% Households with Children (HH) 97% 40% Survivors of Domestic Violence (Ind) 88% 26% Households with Disabling Condition (HH) 75% 22% Chronically Homeless (HH) n/a* 16% LGBTQIA+ (Ind) n/a* 16% 3,370 households were housed during 2022, 44% of all households served 57 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 REGIONAL & CITY DATA: West County Central County East County Out of County 58 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 Regional and City Data People experiencing homelessness were asked in which city they lost housing and in which city they slept in the night before enrollment into crisis response. This provides city and regional data to help understand where people lost their housing and identify a greater need for prevention services. Thirty-three percent (n=2,085) of households accessing crisis response lost their housing in East County, 29% (n=1,869) in West County, 24% (n=1,555) in Central County, and 14% (n=910) outside of Contra Costa County (Figure 33). Figure 33: Proportion of Households Losing Housing by Region, 2022 When comparing the region where households lost housing with the region they slept in the night prior to enrolling into programming, it appears there is movement across the county. The proportion of households that lost housing in West County and Central County was lower than the proportion of households that slept in those regions the night prior to program enrollment while the opposite was true in East County. The proportion of households that lost housing in West County (29%) was lower than the 32% of households that slept in West County prior to enrollment. Similarly, the proportion that lost housing in Central County (26%) was lower than the proportion that slept in Central County (34%). Conversely, the proportion that lost their housing in East County (33%) was lower than the proportion that lost their housing in East County (30%, Figure 34). Figure 34: Where Households Lost Housing and City Where Slept Before Enrollment, by Region, 2022 29% 24% 33% 14% 32%34% 30% 4% West County Central County East County Out of County City Lost Housing City Slept Night Before 33%29%24%14% East County West County Central County Out of County 59 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 The city data for where households lost their housing is provided in Table 10. Table 10: Contra Costa Cities Where Households Lost Their Housing, 202 2 East County Central County West County Out of County Antioch 1,096 Concord 909 Richmond 1,435 County Not Listed 480 Pittsburg 589 Martinez 256 San Pablo 186 Alameda Co 196 Bay Point 160 Walnut Creek 160 Rodeo 57 Solano Co 125 Brentwood 101 Pleasant Hill 93 El Sobrante 52 San Francisco Co 61 Oakley 91 San Ramon 33 North Richmond 40 Sonoma Co 16 Bethel Island 29 Danville 24 Pinole 38 Santa Clara Co 12 Discovery Bay 12 Pacheco 20 El Cerrito 30 San Mateo Co 11 Byron 7 Clayton 20 Crockett 17 Napa Co 5 Lafayette 18 Hercules 14 Monterey Co 2 Alamo 7 Marin Co 2 Orinda 4 Moraga 4 Port Costa 4 Clyde 2 Kensington 1 Total 2,085 1,555 1,869 910 60 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 Cause of Death Reported by the Coroner’s Office CORONER’S DATA: 61 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 Cause of Death per Coroner H3 hosts a memorial for people who pass away while experiencing homelessness to give dignity to those who lost their lives while still struggling with a housing crisis. Additionally, d ata from the Contra Costa County Coroner’s Office is provided to H3 to identify causes and trends in death rates among individuals experiencing homelessness. The Coroner’s Division was notified when someone passed away in a location without medical staff to report the cause of death. The coroner reported 106 people experiencing homelessness who died during calendar year 2022, a 38% increase from 2019. There was an 85% increase in the number of drug and alcohol related accidental deaths between 2019 and 2022. This increase in drug and alcohol related deaths coincides with an increase among the general population across the county. The Journal of American Medicine reported that the pandemic was with the highest annual number of fatal drug overdoses on record in the US1. There was also a 25% increase in the number of deaths by natural causes (Figure 34). Figure 34: Cause of Death Recorded by Coroner for People Experiencing Homelessness, 2019 and 2022 1 JAMA Netw Open. 2022;5(3):e223418. doi:10.1001/jamanetworkopen.2022.3418 26 21 16 0 5 5 48 11 20 14 8 4 Accident (substance related) Accident (not substance related) Natural Pending Homicide Suicide 2019 2022 62 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 Other CoC Data This annual report provides a comprehensive summary of the people and households that access the CoC and is meant to raise questions, identify successes, and inform future programing and policies. Additional data sources help the CoC understand the population, needs, and program successes. System Performance Measures (SPMs) System Performance Measures are reported to The Department of Housing and Urban Development (HUD) annually and include seven measures to help communities gauge their progress in preventing and ending homelessness . The federal fiscal year is from Oct. 1 to Sept. 30. When shifts in SPMs are observed, the CoC may determine if these impacts are signs of changes in the community or environment (such as housing capacity or impacts related to the COVID-19 pandemic) or how programs within the CoC are affecting outcomes for those served. A full report on the SPMs is available on the H3 website at cchealth.org/h3. Point -in-Time (PIT) Count The PIT Count is an annual “count” of people in interim housing (emergency shelters and transitional housing) or observed in unsheltered settings. This count is required of all HUD funded CoCs, to be conducted every other year. H3 plans, implements, analyzes, and reports on the PIT Count. A PIT infographic and StoryMap are available on the H3 website at cchealth.org/h3. 63 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 Appendix A: Program Names and Agencies, 2022 Prevention and Diversion Programs Rapid Exit Programs Agency Program # Individuals # Households Hume Center CE Rapid Exit 61 60 Hope Solutions CE Rapid Exit 77 43 Emergency Shelter Programs and Warming Center Agency Program # Individuals # Households Bay Area Community Services Delta Landing 500 411 Contra Costa Health, Housing, and Homeless Services Concord Warming Center 293 292 Contra Costa Health, Housing, and Homeless Services Concord Shelter 255 251 Contra Costa Health, Housing, and Homeless Services Brookside Shelter 147 146 COVID-19 FEMA Marriott 196 136 Contra Costa Health, Housing, and Homeless Services Philip Dorn Respite Center 117 117 Agency Program # Individuals # Households SHELTER, Inc. Rental Assistance (Prevention) 1,673 676 Catholic Charities of the East Bay Prevention Program 76 76 Hume Center CE Prevention/Diversion 80 74 Hume Center Home Safe Prevention 72 71 Hope Solutions CE Prevention/Diversion 156 58 Hope Solutions Probation Prevention 64 56 Northern California Family Center Prevention (Youth) 48 48 Hume Center Holistic Intervention Partnership (HIP) Prevention 47 46 SHELTER, Inc. SSVF Prevention 71 45 Insight Housing SSVF Prevention 72 33 Hope Solutions HousingWorks HSP Eviction Prevention 19 7 SHELTER, Inc. Positive Futures Prevention 3 3 Hope Solutions Parole Prevention 1 1 SHELTER, Inc. ESG (State) Prevention 4 1 64 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 Bay Area Community Services Don Brown 106 106 Contra Costa Health, Housing, and Homeless Services Calli House 66 66 Greater Richmond Interfaith Program GRIP Family Shelter 175 54 Trinity Center Trinity Center Evening Program 39 39 Northern California Family Center Emergency Shelter 29 29 Winter Nights Shelter Winter Nights Family Shelter 61 22 SHELTER, Inc. Mountain View Family Shelter 58 20 Transitional Housing Programs Agency Program # Individuals # Households Contra Costa Behavioral Health Uilkema House 45 45 Veterans Accession House Veterans Accession House 36 36 Contra Costa Homeless Program Mary McGovern 30 30 Contra Costa Homeless Program Pomona Apartments 25 23 Street Outreach Programs Agency Program # Individuals # Households Contra Costa Health, Housing, and Homeless Services CORE Mobile Outreach 4,170 3,379 Support Services Only Agency Program # Individuals # Households Contra Costa Health, Housing, and Homeless Services CORE Mobile Outreach 4,170 3,379 Greater Richmond Interfaith Program GRIP 1,047 848 Trinity Center Trinity Center 558 553 Hope Solutions Housing Navigation 389 252 Trinity Center Trinity Center Young Adult Program 202 202 Contra Costa Health, Housing, and Homeless Services Concord Service Center 183 183 Employment and Human Services Department The Housing, Disability, and Advocacy Program (HDAP) 138 138 Hope Solutions Housing Navigation for HDAP 124 124 Hume Center Holistic Intervention Partnership (HIP) SSO 82 79 City of Richmond - Castro Encampment Resolution Castro Encampment Transition Care Program 83 79 Housing Consortium of the East Bay Rydin/Castro Safe Park 69 64 Winter Nights Shelter Winter Nights Parking Lot Program 49 37 65 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 Hope Solutions Contracts Housing Navigation for Transition Age Youth 20 15 SHELTER, Inc. HVRP Employment Services 8 8 Humanity Way Humanity Way 2 2 Rapid Rehousing Programs Agency Program # Individuals # Households Bay Area Community Services Rapid Rehousing 207 175 Insight Housing SSVF Rapid Rehousing 201 139 Hope Solutions HousingWorks HSP 287 103 SHELTER, Inc. SSVF Rapid Rehousing 129 93 Hope Solutions Probation RRH 100 85 SHELTER, Inc. AB109 Rapid Rehousing 78 76 SHELTER, Inc. Positive Futures Rapid Rehousing 78 75 SHELTER, Inc. REACH Plus RRH for Families and Singles 136 56 Hope Solutions TAY Rapid Rehousing 55 34 Hope Solutions Parole RRH 22 22 Hope Solutions City of Concord Rapid Rehousing 18 9 Hope Solutions Probation TAY RRH 7 7 SHELTER, Inc. ESG (State) RRH 14 7 SHELTER, Inc. Rental Assistance (Homeless) 6 6 SHELTER, Inc. ESG (County) RRH 12 5 Permanent Housing Programs Agency Program # Individuals # Households Department of Veterans Affairs HUD VASH 556 418 Hope Solutions COC RAP TBRA 469 305 Hope Solutions Emergency Housing Voucher (EHV) 239 158 Hope Solutions ACCESS 52 52 Contra Costa Health, Housing, and Homeless Services HUMS 34 34 SHELTER, Inc. Permanent Turning point 77 31 Hope Solutions Garden Park Apartments 67 28 Hope Solutions Families in Supportive Housing (FISH) 80 22 Lifelong Medical Idaho Apartments 21 21 SHELTER, Inc. Project Thrive 39 18 66 Contra Costa Homeless Continuum of Care 2022 Annual Report July 2023 RCD St. Pauls Commons 19 15 Contra Costa Health, Housing, and Homeless Services Destination Home 16 14 Contra Costa Health, Housing, and Homeless Services Permanent Connections 13 13 SHELTER, Inc. Tabora Gardens 13 12 Hope Solutions Lakeside Apartments 35 12 Hope Solutions Hacienda Heights 10 10 Lifelong Medical Idaho Apartments - HOPWA units 10 10 Hope Solutions COC RAP Ohio Street 13 9 Hope Solutions COC RAP Villa Vasconcellos 5 5 Hope Solutions COC RAP Lakeside 4 4 Satellite Affordable Housing Associates Columbia Park Manor 2 2 SHELTER, Inc. Tabora Gardens 2 2 Contra Costa Behavioral Health Veterans Square 2 1 COH QUARTERLY REPORT 11 APPENDIX D 2023 PIT Infographic 7%59% Under 18 55 and older25 to 5418 to 24 5%29% West 40% Central 30% East 30% All other Races made-up 5% or less 2023 HOMELESS POINT-IN-TIME COUNT CONTRA COSTA COUNTY 1 | 2023 Contra Costa County Homeless Point-in-Time Count & Survey Summary SHELTERED AND UNSHELTERED INDIVIDUALS 1,570 1,653 707 719 2020 2023 70% Unsheltered (n=1,653) 30% Sheltered (n=719) The 2023 Point-in-Time (PIT) Count identified a 4% increase in the total number of people observed experiencing homelessness on a given night in Contra Costa County since 2020. This is a modest increase given California’s ongoing housing crisis, the impact COVID-19 had on housing stability and resources, and the continued economic challenges. Contra Costa is dedicated to increasing capacity for interim and permanent housing with new grants directed at increasing prevention programming and housing opportunities. FemaleMale 63% <1% Transgender or Non-binary 51% 30% White Black/African American American Indian/Alaskan Native HOUSEHOLD BREAKDOWN Adult-only Households 2023 UNSHELTERED OBSERVATIONS Thanks to the many service agencies and community members that provided support with planning and implementation of the 2023 PIT. West County 29% increase from ‘20 to ‘23 2020 2023 Crockett 35 21 El Cerrito 24 7 El Sobrante 9 5 Hercules 7 20 N. Richmond 22 31 Pinole 7 8 Richmond 280 487 Rodeo 64 36 San Pablo 67 48 Total 515 663 Central County 4% decrease from ‘20 to ‘23 2020 2023 Clayton 2 10 Concord 160 241 Danville 7 7 Martinez 127 140 Pacheco 26 20 Pleasant Hill 90 31 Walnut Creek 80 40 Total 514 496 East County 6% decrease from ‘20 to ‘23 2020 2023 Antioch 238 334 Bay Point 49 50 Bethel Island 2 6 Brentwood 80 37 Oakley 50 9 Pittsburg 102 58 Total 523 494 Cities with fewer than 5 observed unsheltered individuals are not included in this table people experiencing homelessness on a given night in Contra Costa County2,372 24% 9% Households with Children 4% veterans <6% Unsheltered Sheltered 2023 shelter status: 12% increase since 2020 4% decrease since 2020 36% AGE 67% chronically homeless 1,911 households 4% increase from 2020 to 2023 RACE GENDER ETHNICITY made up 95% of households made up 5% of households 2023 HUD data standards require that race and ethnicity data is captured separately. Hispanic/Latin(a)(o)(e)(x) Updated 6/13/2023 Under 18 18-24 25-49 50 or older Less than a year 1 to 4 years 5 to 9 years 10 years or more LENGTH OF RESIDENCY IN CONTRA COSTA COUNTY* 41% Substance use disorder 27% Employment loss 25% Eviction/foreclosure 24% Mental health condition 22% Unable to stay with family/friends 16% Divorce or separation 2 | 2023 Contra Costa County Homeless Point-in-Time Count & Survey Summary 11% CAR 43% OUTDOORS / TENT 12% RECREATIONAL VEHICLE 4% VAN SLEEP SETTINGS ON THE NIGHT OF THE COUNT MENTAL HEALTH CONDITION (49%)FOSTER CARE 13%12% 12% of adults had spent 1+ nights in jail/prison in the past year CHRONIC HEALTH CONDITION (51%) PHYSICAL DISABILITY (42%) HIV/AIDS RELATED ILLNESS (2%) METHODOLOGY EMERGENCY OR TRANSITIONAL HOUSING 30% For more information about Contra Costa County's Homeless Continuum of Care, please visit cchealth.org/h3/coc. ∆ Only display top responses * Responses represent only unsheltered respondents + Multiple response question, results do not add up to 100% 3%9%11% SELF-REPORTED CIRCUMSTANCES THAT LED TO HOMELESSNESS ∆ * + SHELTERED UNSHELTERED FLEEING DOMESTIC VIOLENCE (19%) 83% 77% The following data represent self-reported personal circumstances that contributed to homelessness and do not address the social and community conditions that are strongly correlated to homelessness. 12%13% 27%47% SUBSTANCE USE DISORDER (51%) LEGAL SYSTEM INVOLVED of households had at least one member with a disabling condition CONDITIONS THAT CONTRIBUTE TO HOMELESSNESS AGE FIRST EXPERIENCED HOMELESSNESS*SELF-REPORTED HEALTH CONDITIONS + 13% of adults had been in foster care The 2023 PIT Count methodology followed the Housing and Urban Development's guidelines for a "night of" observational count followed by a random sample survey to gather demographic data and homeless experience. A household falls under chronic homelessness if the head-of-household has a disabling condition and has been homeless for 12 months or more in the last year or 12 months or more over four or more episodes during the last three years. Unaccompanied youth (<18), and unaccompanied young adults (18 to 24) are youth who do not live with a parent or guardian. Updated 6/13/2023 COH QUARTERLY REPORT 12 APPENDIX E Poll Question Answers Q3 How many Council on Homelessness meetings have you attended? [missing July data for this question] Q3 avg This is my first meeting 1% I’ve attended some meetings 24% I’ve attended a lot of meetings 75% I prefer not to answer 0 Do you have lived experience of homelessness? [missing July data for this question] Yes, currently 6% Yes, within the past 7 years 7% Yes, more than 7 years ago 12% No 77% I prefer not to answer 0 What best describes your racial identity?* African American/Black 17% American Indian/Alaskan Native 8% Asian/Pacific Islander/Native Hawaiian 6% Hispanic/Latinx 26% White 28% Multi-racial 9% I prefer not to answer 3% I describe myself in another way 7% *This category allows people to select multiple options 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1107 Name: Status:Type:Consent Item Passed File created:In control:11/20/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:ACKNOWLEDGE receipt of the preference forms for Board of Supervisors appointments to 2024 committees, boards and commissions, submitted to the Clerk of the Board. Attachments:1. BOS 2024 Preferences.pdf Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Monica Nino, County Administrator Report Title:2024 Committee Assignments ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ACKNOWLEDGE receipt of the preference forms for Board of Supervisors appointments to 2024 committees, boards and commissions, to the incoming Chair of the Board. FISCAL IMPACT: None BACKGROUND: Rules of Procedures for Board of Supervisor meetings, Resolution 2019/500, Section 6.1 states that each year, on a form provided by the Clerk of the Board, each Board member will submit their individual preferences for appointment to committees, boards and commissions to the Clerk of the Board. During the month of December, the Clerk of the Board will ask the Board to acknowledge receipt of the preference forms as a Board action item on a public agenda. This ensures transparency for the public and the Board Chair. CONSEQUENCE OF NEGATIVE ACTION: Receipt of the preference forms will not be acknowledged on a public meeting agenda. CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1107,Version:1 CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ Type*Committee Name Appointee Term Expiration New Term Expiration Preference 1 Preference 2 Stipend Information I Airport Committee, Chair Diane Burgis 12/31/2023 12/31/2024 NO STIPEND I Airport Committee, Vice Chair Ken Carlson 12/31/2023 12/31/2024 NO STIPEND I Equity Committee, Chair Federal Glover 12/31/2023 12/31/2024 NO STIPEND I Equity Committee, Vice-Chair John Gioia 12/31/2023 12/31/2024 XXXX NO STIPEND I Family & Human Services Committee, Chair Candace Andersen 12/31/2023 12/31/2024 NO STIPEND I Family & Human Services Committee, Vice Chair Ken Carlson 12/31/2023 12/31/2024 NO STIPEND I Finance Committee, Chair John Gioia 12/31/2023 12/31/2024 NO STIPEND I Finance Committee, Vice Chair Federal Glover 12/31/2023 12/31/2024 NO STIPEND I Head Start Committee, Chair John Gioia Unspecified Unspecified XXXX NO STIPEND I Head Start Committee, Vice Chair Ken Carlson Unspecified Unspecified XXXX NO STIPEND I Internal Operations Committee, Chair Candace Andersen 12/31/2023 12/31/2024 NO STIPEND I Internal Operations Committee, Vice Chair Diane Burgis 12/31/2023 12/31/2024 NO STIPEND I Legislation Committee, Chair Ken Carlson 12/31/2023 12/31/2024 NO STIPEND I Legislation Committee, Vice Chair Diane Burgis 12/31/2023 12/31/2024 NO STIPEND I Los Medanos Healthcare Operations Committee, Chair Federal Glover Unspecified Unspecified NO STIPEND I Los Medanos Healthcare Operations Committee, Vice Chair Ken Carlson Unspecified Unspecified NO STIPEND I Public Protection, Chair Federal Glover 12/31/2023 12/31/2024 NO STIPEND I Public Protection, Vice Chair John Gioia 12/31/2023 12/31/2024 XXXX NO STIPEND I Sustainability Committee, Chair John Gioia 12/31/2023 12/31/2024 XXXX NO STIPEND I Sustainability Committee, Vice Chair Federal Glover 12/31/2023 12/31/2024 NO STIPEND I Transportation, Water & Infrastructure Committee, Chair Diane Burgis 12/31/2023 12/31/2024 NO STIPEND I Transportation, Water & Infrastructure Committee, Vice Chair Candace Andersen 12/31/2023 12/31/2024 NO STIPEND II Bay Area Counties Caucus Diane Burgis 12/31/2023 12/31/2024 NO STIPEND II Bay Area Counties Caucus, Alternate Ken Carlson 12/31/2023 12/31/2024 NO STIPEND II Bay Area Regional Interoperable Communications System (BayRICS) Authority Mike Casten 12/31/2023 12/31/2024 NO STIPEND II Bay Area Regional Interoperable Communications System (BayRICS) Authority, Alternate Elise Warren 12/31/2023 12/31/2024 NO STIPEND II California Identification System Remote Access Network Board (Cal-ID RAN Board)Diane Burgis 12/31/2023 12/31/2024 NO STIPEND II Central Contra Costa Solid Waste Authority Candace Andersen Unspecified Unspecified STIPEND of $50/meeting; max of 2 paid/month II Central Contra Costa Solid Waste Authority Ken Carlson Unspecified Unspecified STIPEND of $50/meeting; max of 2 paid/month II Contra Costa Health Plan Joint Conference Committee - Chair Candace Andersen 12/31/2023 12/31/2024 NO STIPEND II Contra Costa Health Plan Joint Conference Committee - Vice-Chair Diane Burgis 12/31/2023 12/31/2024 NO STIPEND II Dougherty Valley Oversight Committee Candace Andersen 12/31/2023 12/31/2024 NO STIPEND II Dougherty Valley Oversight Committee Diane Burgis 12/31/2023 12/31/2024 NO STIPEND II East Bay Regional Communication System (EBRCS) Authority Governing Board Candace Andersen 12/31/2023 12/31/2024 NO STIPEND II East Bay Regional Communication System (EBRCS) Authority Governing Board, Alternate Diane Burgis 12/31/2023 12/31/2024 NO STIPEND II East Contra Costa County Habitat Conservancy, Governing Board Diane Burgis 12/31/2023 12/31/2024 NO STIPEND II East Contra Costa County Habitat Conservancy, Governing Board, Alternate Federal Glover 12/31/2023 12/31/2024 NO STIPEND II East Contra Costa Regional Fee & Finance Authority Diane Burgis 12/31/2023 12/31/2024 NO STIPEND II East Contra Costa Regional Fee & Finance Authority, Alternate Federal Glover 12/31/2023 12/31/2024 NO STIPEND II eBART (Bay Area Rapid Transit) Partnership Policy Advisory Committee Federal Glover 12/31/2023 12/31/2024 NO STIPEND II eBART (Bay Area Rapid Transit) Partnership Policy Advisory Committee Diane Burgis 12/31/2023 12/31/2024 NO STIPEND II First 5 Children and Families Commission Alternate Member Ken Carlson 12/31/2023 12/31/2024 NO STIPEND II First 5 Children and Families Commission Member Candace Andersen 12/31/2023 12/31/2024 NO STIPEND II Hazardous Waste Management Facility Allocation Committee Candace Andersen Unspecified Unspecified STIPEND of $150 per meeting. II Hazardous Waste Management Facility Allocation Committee, Alternate Ken Carlson Unspecified Unspecified STIPEND of $150 per meeting. II Juvenile Justice Coordinating Council Candace Andersen Unspecified Unspecified NO STIPEND II Kensington Solid Waste Committee Alternate Robert Rogers 12/31/2023 12/31/2024 Robert Rogers NO STIPEND II Kensington Solid Waste Committee Member John Gioia 12/31/2023 12/31/2024 XXXX NO STIPEND II Medical Services Joint Conference Committee, Chair John Gioia 12/31/2023 12/31/2024 XXXX NO STIPEND District I Supervisor Gioia Type*Committee Name Appointee Term Expiration New Term Expiration Preference 1 Preference 2 Stipend Information II Medical Services Joint Conference Committee, Vice Chair Federal Glover 12/31/2023 12/31/2024 NO STIPEND II North Richmond Waste and Recovery Mitigation Fee Committee John Gioia 12/31/2023 12/31/2024 XXXX NO STIPEND II North Richmond Waste and Recovery Mitigation Fee Committee, Alternate Tania Pulido 12/31/2023 12/31/2024 Tania Pulido NO STIPEND II Open Space/Parks & East Bay Regional Parks District Liaison Committee, Chair Diane Burgis 12/31/2023 12/31/2024 NO STIPEND II Open Space/Parks & East Bay Regional Parks District Liaison Committee, Vice Chair Federal Glover 12/31/2023 12/31/2024 NO STIPEND II Pleasant Hill BART (Bay Area Rapid Transit)/Contra Costa Centre Joint Powers Authority Board of Trustees Ken Carlson Unspecified Unspecified NO STIPEND II Pleasant Hill BART (Bay Area Rapid Transit)/Contra Costa Centre Joint Powers Authority Board of Trustees Candace Andersen Unspecified Unspecified NO STIPEND II State Route 4 Bypass Authority Diane Burgis 12/31/2023 12/31/2024 NO STIPEND II State Route 4 Bypass Authority, Alternate Federal Glover 12/31/2023 12/31/2024 NO STIPEND II Southwest Area Transportation Committee (SWAT)Candace Andersen 12/31/2023 12/31/2024 NO STIPEND II Southwest Area Transportation Committee (SWAT), Alternate Ken Carlson 12/31/2023 12/31/2024 NO STIPEND II TRAFFIX (Measure J Traffic Congestion Relief Agency)Candace Andersen 12/31/2023 12/31/2024 NO STIPEND II TRAFFIX (Measure J Traffic Congestion Relief Agency), Alternate Ken Carlson 12/31/2023 12/31/2024 NO STIPEND II TRANSPAC (Central County Transportation Partnership and Cooperation)Ken Carlson 12/31/2023 12/31/2024 NO STIPEND II TRANSPAC, Alternate Candace Andersen 12/31/2023 12/31/2024 NO STIPEND II TRANSPLAN (East County Transportation Planning)Diane Burgis 12/31/2023 12/31/2024 NO STIPEND II TRANSPLAN, Alternate Federal Glover 12/31/2023 12/31/2024 NO STIPEND II Tri-Valley Transportation Council Candace Andersen 12/31/2023 12/31/2024 STIPEND of $100 per meeting II Urban Counties of California Federal Glover 12/31/2023 12/31/2024 NO STIPEND II Urban Counties of California, Alternate John Gioia 12/31/2023 12/31/2024 XXXX NO STIPEND II WCCTAC (West County Transportation Advisory Committee)John Gioia 12/31/2023 12/31/2024 XXXX NO STIPEND II WCCTAC, Alternate Federal Glover 12/31/2023 12/31/2024 NO STIPEND II West Contra Costa Integrated Waste Management Authority John Gioia Unspecified Unspecified XXXX STIPEND of $50 per meeting. II West Contra Costa Integrated Waste Management Authority, Alternate Federal Glover Unspecified Unspecified STIPEND of $50 per meeting. III Contra Costa Transportation Authority Board of Commissioners (Seat 2)Ken Carlson 1/31/2024 1/31/2026 STIPEND of $100 per meeting; up to $400 month III Contra Costa Transportation Authority Board of Commissioners, Alternate (Seat 2)John Gioia 1/31/2024 1/31/2026 STIPEND of $100 per meeting; up to $400 month III Regional Impact Council, All-Home, Member Diane Burgis Unspecified Unspecified NO STIPEND III Tri Delta Transit Authority, Board of Directors (Seat 2)Diane Burgis 12/31/2023 12/31/2025 STIPEND of $100/month III West Contra Costa Healthcare District Finance Committee, Chair John Gioia Unspecified Unspecified XXXX NO STIPEND III West Contra Costa Healthcare District Finance Committee, Vice Chair Federal Glover Unspecified Unspecified NO STIPEND IV Association of Bay Area Governments (ABAG) Executive Board (Seat 1)Ken Carlson 6/30/2024 6/30/2026 STIPEND of $150 per meeting. IV Association of Bay Area Governments (ABAG) Executive Board (Seat 2)Candace Andersen 6/30/2024 6/30/2026 STIPEND of $150 per meeting. IV Association of Bay Area Governments (ABAG) Executive Board, Alternate 1 Diane Burgis 6/30/2024 6/30/2026 STIPEND of $150 per meeting. IV Association of Bay Area Governments (ABAG) Executive Board, Alternate 2 John Gioia 6/30/2024 6/30/2026 STIPEND of $150 per meeting. IV Association of Bay Area Governments (ABAG) Finance Authority for Nonprofit Corporations Board of Directors and its Executive Committee Candace Andersen 12/31/2023 12/31/2025 NO STIPEND IV Association of Bay Area Governments (ABAG) Finance Authority for Nonprofit Corporations Board of Directors and its Executive Committee, First Alternate Ken Carlson 12/31/2023 12/31/2025 NO STIPEND IV Association of Bay Area Governments (ABAG) General Assembly Ken Carlson 12/31/2023 12/31/2025 NO STIPEND IV Association of Bay Area Governments (ABAG) General Assembly, Alternate Diane Burgis 12/31/2023 12/31/2025 NO STIPEND IV Association of Bay Area Governments (ABAG) Regional Planning Committee Ken Carlson Unspecified Unspecified NO STIPEND IV Bay Conservation & Development Commission John Gioia Unspecified Unspecified XXXX STIPEND of $150 per meeting. IV Bay Conservation & Development Commission, Alternate Federal Glover Unspecified Unspecified STIPEND of $100 per meeting; max of 4 meetings. IV Contra Costa Countywide Redevelopment Successor Agency Oversight Board Federal Glover Unspecified Unspecified STIPEND of $100 per meeting; max of 4 meetings. IV Delta Diablo Sanitation District Governing Board Federal Glover 12/31/2023 12/31/2023 NO STIPEND IV Delta Diablo Sanitation District Governing Board, Alternate Ken Carlson 12/31/2023 12/31/2023 NO STIPEND IV Law Library Board of Trustees Nolan Armstrong 12/31/2023 12/31/2023 NO STIPEND IV Mental Health Commission Ken Carlson 12/31/2023 12/31/2023 NO STIPEND IV Mental Health Commission, Alternate 12/31/2023 12/31/2023 NO STIPEND District I Supervisor Gioia Type*Committee Name Appointee Term Expiration New Term Expiration Preference 1 Preference 2 Stipend Information IV Sacramento-San Joaquin Delta Conservancy Board Diane Burgis Unspecified Unspecified NO STIPEND IV Sacramento-San Joaquin Delta Conservancy Board, Alternate Ken Carlson Unspecified Unspecified NO STIPEND V Contra Costa Resilient Shoreline Ad Hoc Committee, Chair John Gioia Unspecified Unspecified XXXX NO STIPEND V Contra Costa Resilient Shoreline Ad Hoc Committee, Vice Chair Diane Burgis Unspecified Unspecified NO STIPEND V Illegal Dumping Ad Hoc Committee Diane Burgis Unspecified Unspecified NO STIPEND V Illegal Dumping Ad Hoc Committee Federal Glover Unspecified Unspecified NO STIPEND V Industrial Safety Ordinance/Community Warning System Ad Hoc Committee, Chair John Gioia Unspecified Unspecified XXXX NO STIPEND V Industrial Safety Ordinance/Community Warning System Ad Hoc Committee, Vice Chair Federal Glover Unspecified Unspecified NO STIPEND V Northern Waterfront Economic Development Ad Hoc Committee Federal Glover Unspecified Unspecified NO STIPEND V Northern Waterfront Economic Development Ad Hoc Committee Diane Burgis Unspecified Unspecified NO STIPEND The Following Committees Should NOT be Reassigned Appointee Term Expiration II Contra Costa Family Justice Alliance Diane Burgis 9/14/2028 NO STIPEND II East County Water Management Association Diane Burgis 12/31/2024 STIPEND of $170/meeting; max 6 per month II East County Water Management Association, Alternate Federal Glover 12/31/2024 STIPEND of $170/meeting; max 6 per month III Bay Area Air Quality Management District Board of Directors Ken Carlson 1/9/2027 Per diem of $100/meeting + travel exp; max $6,000 III Bay Area Air Quality Management District Board of Directors John Gioia 6/17/2025 Per diem of $100/meeting + travel exp; max $6,000 III Central Contra Costa Transit Authority (CCCTA) Board of Directors Candace Andersen 5/1/2025 STIPEND of $100 per meeting; up to $200 month III Central Contra Costa Transit Authority (CCCTA) Board of Directors, Alternate Ken Carlson 5/1/2025 STIPEND of $100 per meeting; up to $200 month III Contra Costa Transportation Authority Board of Commissioners (Seat 1)Federal Glover 1/31/2025 STIPEND of $100 per meeting; up to $400 month III Contra Costa Transportation Authority Board of Commissioners, Alternate (Seat 1)Candace Andersen 1/31/2025 STIPEND of $100 per meeting; up to $400 month III Contra Costa Transportation Authority Board of Commissioners, Second Alternate (Seat 1) Diane Burgis 1/31/2025 STIPEND of $100 per meeting; up to $400 month III Contra Costa Transportation Authority Board of Commissioners, Third Alternate (Seat 1) John Gioia 1/31/2025 STIPEND of $100 per meeting; up to $400 month IV Delta Protection Commission Diane Burgis 12/31/2024 NO STIPEND IV Delta Protection Commission, Alternate Ken Carlson 12/31/2024 NO STIPEND III Local Agency Formation Commission Candace Andersen 5/2/2026 STIPEND of $150 per meeting. III Local Agency Formation Commission Federal Glover 5/2/2026 STIPEND of $150 per meeting. III Local Agency Formation Commission, Alternate Diane Burgis 5/6/2024 STIPEND of $150 per meeting. III Marin Energy Authority (MCE) Board of Directors John Gioia 12/31/2024 NO STIPEND III Marin Energy Authority (MCE) Board of Directors, Alternate Federal Glover 12/31/2024 NO STIPEND III Metropolitan Transportation Commission Federal Glover 2/1/2027 STIPEND of $100/meeting; up to $500/month per agency III Tri Delta Transit Authority, Board of Directors (Seat 1)Federal Glover 12/31/2024 STIPEND of $100/month IV California State Association of Counties (CSAC) Board of Directors John Gioia 11/29/2024 NO STIPEND IV California State Association of Counties (CSAC) Board of Directors, Alternate Diane Burgis 11/29/2024 NO STIPEND IV Contra Costa County Employees Retirement Association (CCCERA) Board of Trustees Candace Andersen 6/30/2026 STIPEND of $100 per meeting. District I Supervisor Gioia Type*Committee Name Appointee Term Expiration New Term Expiration Preference 1 Preference 2 Stipend Information I Airport Committee, Chair Diane Burgis 12/31/2023 12/31/2024 NO STIPEND I Airport Committee, Vice Chair Ken Carlson 12/31/2023 12/31/2024 NO STIPEND I Equity Committee, Chair Federal Glover 12/31/2023 12/31/2024 NO STIPEND I Equity Committee, Vice-Chair John Gioia 12/31/2023 12/31/2024 NO STIPEND I Family & Human Services Committee, Chair Candace Andersen 12/31/2023 12/31/2024 X NO STIPEND I Family & Human Services Committee, Vice Chair Ken Carlson 12/31/2023 12/31/2024 X NO STIPEND I Finance Committee, Chair John Gioia 12/31/2023 12/31/2024 X NO STIPEND I Finance Committee, Vice Chair Federal Glover 12/31/2023 12/31/2024 x NO STIPEND I Head Start Committee, Chair John Gioia Unspecified Unspecified NO STIPEND I Head Start Committee, Vice Chair Ken Carlson Unspecified Unspecified NO STIPEND I Internal Operations Committee, Chair Candace Andersen 12/31/2023 12/31/2024 x NO STIPEND I Internal Operations Committee, Vice Chair Diane Burgis 12/31/2023 12/31/2024 X NO STIPEND I Legislation Committee, Chair Ken Carlson 12/31/2023 12/31/2024 NO STIPEND I Legislation Committee, Vice Chair Diane Burgis 12/31/2023 12/31/2024 NO STIPEND I Los Medanos Healthcare Operations Committee, Chair Federal Glover Unspecified Unspecified NO STIPEND I Los Medanos Healthcare Operations Committee, Vice Chair Ken Carlson Unspecified Unspecified NO STIPEND I Public Protection, Chair Federal Glover 12/31/2023 12/31/2024 X NO STIPEND I Public Protection, Vice Chair John Gioia 12/31/2023 12/31/2024 X NO STIPEND I Sustainability Committee, Chair John Gioia 12/31/2023 12/31/2024 NO STIPEND I Sustainability Committee, Vice Chair Federal Glover 12/31/2023 12/31/2024 NO STIPEND I Transportation, Water & Infrastructure Committee, Chair Diane Burgis 12/31/2023 12/31/2024 X NO STIPEND I Transportation, Water & Infrastructure Committee, Vice Chair Candace Andersen 12/31/2023 12/31/2024 X NO STIPEND II Bay Area Counties Caucus Diane Burgis 12/31/2023 12/31/2024 NO STIPEND II Bay Area Counties Caucus, Alternate Ken Carlson 12/31/2023 12/31/2024 NO STIPEND II Bay Area Regional Interoperable Communications System (BayRICS) Authority Mike Casten 12/31/2023 12/31/2024 NO STIPEND II Bay Area Regional Interoperable Communications System (BayRICS) Authority, Alternate Elise Warren 12/31/2023 12/31/2024 NO STIPEND II California Identification System Remote Access Network Board (Cal-ID RAN Board)Diane Burgis 12/31/2023 12/31/2024 NO STIPEND II Central Contra Costa Solid Waste Authority Candace Andersen Unspecified Unspecified X STIPEND of $50/meeting; max of 2 paid/month II Central Contra Costa Solid Waste Authority Ken Carlson Unspecified Unspecified STIPEND of $50/meeting; max of 2 paid/month II Contra Costa Health Plan Joint Conference Committee - Chair Candace Andersen 12/31/2023 12/31/2024 NO STIPEND II Contra Costa Health Plan Joint Conference Committee - Vice-Chair Diane Burgis 12/31/2023 12/31/2024 X NO STIPEND II Dougherty Valley Oversight Committee Candace Andersen 12/31/2023 12/31/2024 X NO STIPEND II Dougherty Valley Oversight Committee Diane Burgis 12/31/2023 12/31/2024 NO STIPEND II East Bay Regional Communication System (EBRCS) Authority Governing Board Candace Andersen 12/31/2023 12/31/2024 NO STIPEND II East Bay Regional Communication System (EBRCS) Authority Governing Board, Alternate Diane Burgis 12/31/2023 12/31/2024 NO STIPEND II East Contra Costa County Habitat Conservancy, Governing Board Diane Burgis 12/31/2023 12/31/2024 NO STIPEND II East Contra Costa County Habitat Conservancy, Governing Board, Alternate Federal Glover 12/31/2023 12/31/2024 NO STIPEND II East Contra Costa Regional Fee & Finance Authority Diane Burgis 12/31/2023 12/31/2024 NO STIPEND II East Contra Costa Regional Fee & Finance Authority, Alternate Federal Glover 12/31/2023 12/31/2024 NO STIPEND II eBART (Bay Area Rapid Transit) Partnership Policy Advisory Committee Federal Glover 12/31/2023 12/31/2024 NO STIPEND II eBART (Bay Area Rapid Transit) Partnership Policy Advisory Committee Diane Burgis 12/31/2023 12/31/2024 NO STIPEND II First 5 Children and Families Commission Alternate Member Ken Carlson 12/31/2023 12/31/2024 NO STIPEND II First 5 Children and Families Commission Member Candace Andersen 12/31/2023 12/31/2024 NO STIPEND II Hazardous Waste Management Facility Allocation Committee Candace Andersen Unspecified Unspecified STIPEND of $150 per meeting. II Hazardous Waste Management Facility Allocation Committee, Alternate Ken Carlson Unspecified Unspecified STIPEND of $150 per meeting. II Juvenile Justice Coordinating Council Candace Andersen Unspecified Unspecified X NO STIPEND II Kensington Solid Waste Committee Alternate Robert Rogers 12/31/2023 12/31/2024 NO STIPEND II Kensington Solid Waste Committee Member John Gioia 12/31/2023 12/31/2024 NO STIPEND II Medical Services Joint Conference Committee, Chair John Gioia 12/31/2023 12/31/2024 NO STIPEND II Medical Services Joint Conference Committee, Vice Chair Federal Glover 12/31/2023 12/31/2024 X NO STIPEND District II Supervisor Andersen Type*Committee Name Appointee Term Expiration New Term Expiration Preference 1 Preference 2 Stipend Information II North Richmond Waste and Recovery Mitigation Fee Committee John Gioia 12/31/2023 12/31/2024 NO STIPEND II North Richmond Waste and Recovery Mitigation Fee Committee, Alternate Tania Pulido 12/31/2023 12/31/2024 NO STIPEND II Open Space/Parks & East Bay Regional Parks District Liaison Committee, Chair Diane Burgis 12/31/2023 12/31/2024 NO STIPEND II Open Space/Parks & East Bay Regional Parks District Liaison Committee, Vice Chair Federal Glover 12/31/2023 12/31/2024 NO STIPEND II Pleasant Hill BART (Bay Area Rapid Transit)/Contra Costa Centre Joint Powers Authority Board of Trustees Ken Carlson Unspecified Unspecified NO STIPEND II Pleasant Hill BART (Bay Area Rapid Transit)/Contra Costa Centre Joint Powers Authority Board of Trustees Candace Andersen Unspecified Unspecified X NO STIPEND II State Route 4 Bypass Authority Diane Burgis 12/31/2023 12/31/2024 NO STIPEND II State Route 4 Bypass Authority, Alternate Federal Glover 12/31/2023 12/31/2024 NO STIPEND II Southwest Area Transportation Committee (SWAT)Candace Andersen 12/31/2023 12/31/2024 X NO STIPEND II Southwest Area Transportation Committee (SWAT), Alternate Ken Carlson 12/31/2023 12/31/2024 NO STIPEND II TRAFFIX (Measure J Traffic Congestion Relief Agency)Candace Andersen 12/31/2023 12/31/2024 X NO STIPEND II TRAFFIX (Measure J Traffic Congestion Relief Agency), Alternate Ken Carlson 12/31/2023 12/31/2024 NO STIPEND II TRANSPAC (Central County Transportation Partnership and Cooperation)Ken Carlson 12/31/2023 12/31/2024 NO STIPEND II TRANSPAC, Alternate Candace Andersen 12/31/2023 12/31/2024 X NO STIPEND II TRANSPLAN (East County Transportation Planning)Diane Burgis 12/31/2023 12/31/2024 NO STIPEND II TRANSPLAN, Alternate Federal Glover 12/31/2023 12/31/2024 NO STIPEND II Tri-Valley Transportation Council Candace Andersen 12/31/2023 12/31/2024 X STIPEND of $100 per meeting II Urban Counties of California Federal Glover 12/31/2023 12/31/2024 NO STIPEND II Urban Counties of California, Alternate John Gioia 12/31/2023 12/31/2024 NO STIPEND II WCCTAC (West County Transportation Advisory Committee)John Gioia 12/31/2023 12/31/2024 NO STIPEND II WCCTAC, Alternate Federal Glover 12/31/2023 12/31/2024 NO STIPEND II West Contra Costa Integrated Waste Management Authority John Gioia Unspecified Unspecified STIPEND of $50 per meeting. II West Contra Costa Integrated Waste Management Authority, Alternate Federal Glover Unspecified Unspecified STIPEND of $50 per meeting. III Contra Costa Transportation Authority Board of Commissioners (Seat 2)Ken Carlson 1/31/2024 1/31/2026 STIPEND of $100 per meeting; up to $400 month III Contra Costa Transportation Authority Board of Commissioners, Alternate (Seat 2)John Gioia 1/31/2024 1/31/2026 STIPEND of $100 per meeting; up to $400 month III Regional Impact Council, All-Home, Member Diane Burgis Unspecified Unspecified NO STIPEND III Tri Delta Transit Authority, Board of Directors (Seat 2)Diane Burgis 12/31/2023 12/31/2025 STIPEND of $100/month III West Contra Costa Healthcare District Finance Committee, Chair John Gioia Unspecified Unspecified NO STIPEND III West Contra Costa Healthcare District Finance Committee, Vice Chair Federal Glover Unspecified Unspecified NO STIPEND IV Association of Bay Area Governments (ABAG) Executive Board (Seat 1)Ken Carlson 6/30/2024 6/30/2026 STIPEND of $150 per meeting. IV Association of Bay Area Governments (ABAG) Executive Board (Seat 2)Candace Andersen 6/30/2024 6/30/2026 X STIPEND of $150 per meeting. IV Association of Bay Area Governments (ABAG) Executive Board, Alternate 1 Diane Burgis 6/30/2024 6/30/2026 STIPEND of $150 per meeting. IV Association of Bay Area Governments (ABAG) Executive Board, Alternate 2 John Gioia 6/30/2024 6/30/2026 STIPEND of $150 per meeting. IV Association of Bay Area Governments (ABAG) Finance Authority for Nonprofit Corporations Board of Directors and its Executive Committee Candace Andersen 12/31/2023 12/31/2025 X NO STIPEND IV Association of Bay Area Governments (ABAG) Finance Authority for Nonprofit Corporations Board of Directors and its Executive Committee, First Alternate Ken Carlson 12/31/2023 12/31/2025 NO STIPEND IV Association of Bay Area Governments (ABAG) General Assembly Ken Carlson 12/31/2023 12/31/2025 NO STIPEND IV Association of Bay Area Governments (ABAG) General Assembly, Alternate Diane Burgis 12/31/2023 12/31/2025 NO STIPEND IV Association of Bay Area Governments (ABAG) Regional Planning Committee Ken Carlson Unspecified Unspecified NO STIPEND IV Bay Conservation & Development Commission John Gioia Unspecified Unspecified STIPEND of $150 per meeting. IV Bay Conservation & Development Commission, Alternate Federal Glover Unspecified Unspecified STIPEND of $100 per meeting; max of 4 meetings. IV Contra Costa Countywide Redevelopment Successor Agency Oversight Board Federal Glover Unspecified Unspecified STIPEND of $100 per meeting; max of 4 meetings. IV Delta Diablo Sanitation District Governing Board Federal Glover 12/31/2023 12/31/2023 NO STIPEND IV Delta Diablo Sanitation District Governing Board, Alternate Ken Carlson 12/31/2023 12/31/2023 NO STIPEND IV Law Library Board of Trustees Nolan Armstrong 12/31/2023 12/31/2023 NO STIPEND IV Mental Health Commission Ken Carlson 12/31/2023 12/31/2023 NO STIPEND IV Mental Health Commission, Alternate 12/31/2023 12/31/2023 X NO STIPEND IV Sacramento-San Joaquin Delta Conservancy Board Diane Burgis Unspecified Unspecified NO STIPEND District II Supervisor Andersen Type*Committee Name Appointee Term Expiration New Term Expiration Preference 1 Preference 2 Stipend Information IV Sacramento-San Joaquin Delta Conservancy Board, Alternate Ken Carlson Unspecified Unspecified NO STIPEND V Contra Costa Resilient Shoreline Ad Hoc Committee, Chair John Gioia Unspecified Unspecified NO STIPEND V Contra Costa Resilient Shoreline Ad Hoc Committee, Vice Chair Diane Burgis Unspecified Unspecified NO STIPEND V Illegal Dumping Ad Hoc Committee Diane Burgis Unspecified Unspecified NO STIPEND V Illegal Dumping Ad Hoc Committee Federal Glover Unspecified Unspecified NO STIPEND V Industrial Safety Ordinance/Community Warning System Ad Hoc Committee, Chair John Gioia Unspecified Unspecified NO STIPEND V Industrial Safety Ordinance/Community Warning System Ad Hoc Committee, Vice Chair Federal Glover Unspecified Unspecified NO STIPEND V Northern Waterfront Economic Development Ad Hoc Committee Federal Glover Unspecified Unspecified NO STIPEND V Northern Waterfront Economic Development Ad Hoc Committee Diane Burgis Unspecified Unspecified NO STIPEND The Following Committees Should NOT be Reassigned Appointee Term Expiration II Contra Costa Family Justice Alliance Diane Burgis 9/14/2028 NO STIPEND II East County Water Management Association Diane Burgis 12/31/2024 STIPEND of $170/meeting; max 6 per month II East County Water Management Association, Alternate Federal Glover 12/31/2024 STIPEND of $170/meeting; max 6 per month III Bay Area Air Quality Management District Board of Directors Ken Carlson 1/9/2027 Per diem of $100/meeting + travel exp; max $6,000 III Bay Area Air Quality Management District Board of Directors John Gioia 6/17/2025 Per diem of $100/meeting + travel exp; max $6,000 III Central Contra Costa Transit Authority (CCCTA) Board of Directors Candace Andersen 5/1/2025 STIPEND of $100 per meeting; up to $200 month III Central Contra Costa Transit Authority (CCCTA) Board of Directors, Alternate Ken Carlson 5/1/2025 STIPEND of $100 per meeting; up to $200 month III Contra Costa Transportation Authority Board of Commissioners (Seat 1)Federal Glover 1/31/2025 STIPEND of $100 per meeting; up to $400 month III Contra Costa Transportation Authority Board of Commissioners, Alternate (Seat 1)Candace Andersen 1/31/2025 STIPEND of $100 per meeting; up to $400 month III Contra Costa Transportation Authority Board of Commissioners, Second Alternate (Seat 1) Diane Burgis 1/31/2025 STIPEND of $100 per meeting; up to $400 month III Contra Costa Transportation Authority Board of Commissioners, Third Alternate (Seat 1) John Gioia 1/31/2025 STIPEND of $100 per meeting; up to $400 month IV Delta Protection Commission Diane Burgis 12/31/2024 NO STIPEND IV Delta Protection Commission, Alternate Ken Carlson 12/31/2024 NO STIPEND III Local Agency Formation Commission Candace Andersen 5/2/2026 STIPEND of $150 per meeting. III Local Agency Formation Commission Federal Glover 5/2/2026 STIPEND of $150 per meeting. III Local Agency Formation Commission, Alternate Diane Burgis 5/6/2024 STIPEND of $150 per meeting. III Marin Energy Authority (MCE) Board of Directors John Gioia 12/31/2024 NO STIPEND III Marin Energy Authority (MCE) Board of Directors, Alternate Federal Glover 12/31/2024 NO STIPEND III Metropolitan Transportation Commission Federal Glover 2/1/2027 STIPEND of $100/meeting; up to $500/month per agency III Tri Delta Transit Authority, Board of Directors (Seat 1)Federal Glover 12/31/2024 STIPEND of $100/month IV California State Association of Counties (CSAC) Board of Directors John Gioia 11/29/2024 NO STIPEND IV California State Association of Counties (CSAC) Board of Directors, Alternate Diane Burgis 11/29/2024 NO STIPEND IV Contra Costa County Employees Retirement Association (CCCERA) Board of Trustees Candace Andersen 6/30/2026 STIPEND of $100 per meeting. District II Supervisor Andersen Type*Committee Name Appointee Term Expiration New Term Expiration Preference 1 Preference 2 Stipend Information I Airport Committee, Chair Diane Burgis 12/31/2023 12/31/2024 Diane Burgis NO STIPEND I Airport Committee, Vice Chair Ken Carlson 12/31/2023 12/31/2024 Diane Burgis NO STIPEND I Equity Committee, Chair Federal Glover 12/31/2023 12/31/2024 NO STIPEND I Equity Committee, Vice-Chair John Gioia 12/31/2023 12/31/2024 NO STIPEND I Family & Human Services Committee, Chair Candace Andersen 12/31/2023 12/31/2024 NO STIPEND I Family & Human Services Committee, Vice Chair Ken Carlson 12/31/2023 12/31/2024 NO STIPEND I Finance Committee, Chair John Gioia 12/31/2023 12/31/2024 NO STIPEND I Finance Committee, Vice Chair Federal Glover 12/31/2023 12/31/2024 Diane Burgis NO STIPEND I Head Start Committee, Chair John Gioia Unspecified Unspecified NO STIPEND I Head Start Committee, Vice Chair Ken Carlson Unspecified Unspecified NO STIPEND I Internal Operations Committee, Chair Candace Andersen 12/31/2023 12/31/2024 Diane Burgis NO STIPEND I Internal Operations Committee, Vice Chair Diane Burgis 12/31/2023 12/31/2024 Diane Burgis NO STIPEND I Legislation Committee, Chair Ken Carlson 12/31/2023 12/31/2024 Diane Burgis NO STIPEND I Legislation Committee, Vice Chair Diane Burgis 12/31/2023 12/31/2024 Diane Burgis NO STIPEND I Los Medanos Healthcare Operations Committee, Chair Federal Glover Unspecified Unspecified NO STIPEND I Los Medanos Healthcare Operations Committee, Vice Chair Ken Carlson Unspecified Unspecified NO STIPEND I Public Protection, Chair Federal Glover 12/31/2023 12/31/2024 NO STIPEND I Public Protection, Vice Chair John Gioia 12/31/2023 12/31/2024 NO STIPEND I Sustainability Committee, Chair John Gioia 12/31/2023 12/31/2024 NO STIPEND I Sustainability Committee, Vice Chair Federal Glover 12/31/2023 12/31/2024 NO STIPEND I Transportation, Water & Infrastructure Committee, Chair Diane Burgis 12/31/2023 12/31/2024 Diane Burgis NO STIPEND I Transportation, Water & Infrastructure Committee, Vice Chair Candace Andersen 12/31/2023 12/31/2024 Diane Burgis NO STIPEND II Bay Area Counties Caucus Diane Burgis 12/31/2023 12/31/2024 Diane Burgis NO STIPEND II Bay Area Counties Caucus, Alternate Ken Carlson 12/31/2023 12/31/2024 Diane Burgis NO STIPEND II Bay Area Regional Interoperable Communications System (BayRICS) Authority Mike Casten 12/31/2023 12/31/2024 NO STIPEND II Bay Area Regional Interoperable Communications System (BayRICS) Authority, Alternate Elise Warren 12/31/2023 12/31/2024 NO STIPEND II California Identification System Remote Access Network Board (Cal-ID RAN Board)Diane Burgis 12/31/2023 12/31/2024 Diane Burgis NO STIPEND II Central Contra Costa Solid Waste Authority Candace Andersen Unspecified Unspecified STIPEND of $50/meeting; max of 2 paid/month II Central Contra Costa Solid Waste Authority Ken Carlson Unspecified Unspecified STIPEND of $50/meeting; max of 2 paid/month II Contra Costa Health Plan Joint Conference Committee - Chair Candace Andersen 12/31/2023 12/31/2024 Diane Burgis NO STIPEND II Contra Costa Health Plan Joint Conference Committee - Vice-Chair Diane Burgis 12/31/2023 12/31/2024 Diane Burgis NO STIPEND II Dougherty Valley Oversight Committee Candace Andersen 12/31/2023 12/31/2024 NO STIPEND II Dougherty Valley Oversight Committee Diane Burgis 12/31/2023 12/31/2024 NO STIPEND II East Bay Regional Communication System (EBRCS) Authority Governing Board Candace Andersen 12/31/2023 12/31/2024 Diane Burgis NO STIPEND II East Bay Regional Communication System (EBRCS) Authority Governing Board, Alternate Diane Burgis 12/31/2023 12/31/2024 Diane Burgis NO STIPEND II East Contra Costa County Habitat Conservancy, Governing Board Diane Burgis 12/31/2023 12/31/2024 Diane Burgis NO STIPEND II East Contra Costa County Habitat Conservancy, Governing Board, Alternate Federal Glover 12/31/2023 12/31/2024 Diane Burgis NO STIPEND II East Contra Costa Regional Fee & Finance Authority Diane Burgis 12/31/2023 12/31/2024 Diane Burgis NO STIPEND II East Contra Costa Regional Fee & Finance Authority, Alternate Federal Glover 12/31/2023 12/31/2024 Diane Burgis NO STIPEND II eBART (Bay Area Rapid Transit) Partnership Policy Advisory Committee Federal Glover 12/31/2023 12/31/2024 Diane Burgis NO STIPEND II eBART (Bay Area Rapid Transit) Partnership Policy Advisory Committee Diane Burgis 12/31/2023 12/31/2024 Diane Burgis NO STIPEND II First 5 Children and Families Commission Alternate Member Ken Carlson 12/31/2023 12/31/2024 NO STIPEND II First 5 Children and Families Commission Member Candace Andersen 12/31/2023 12/31/2024 NO STIPEND II Hazardous Waste Management Facility Allocation Committee Candace Andersen Unspecified Unspecified STIPEND of $150 per meeting. II Hazardous Waste Management Facility Allocation Committee, Alternate Ken Carlson Unspecified Unspecified STIPEND of $150 per meeting. II Juvenile Justice Coordinating Council Candace Andersen Unspecified Unspecified NO STIPEND II Kensington Solid Waste Committee Alternate Robert Rogers 12/31/2023 12/31/2024 NO STIPEND II Kensington Solid Waste Committee Member John Gioia 12/31/2023 12/31/2024 NO STIPEND II Medical Services Joint Conference Committee, Chair John Gioia 12/31/2023 12/31/2024 NO STIPEND II Medical Services Joint Conference Committee, Vice Chair Federal Glover 12/31/2023 12/31/2024 NO STIPEND District III Supervisor Burgis Type*Committee Name Appointee Term Expiration New Term Expiration Preference 1 Preference 2 Stipend Information II North Richmond Waste and Recovery Mitigation Fee Committee John Gioia 12/31/2023 12/31/2024 NO STIPEND II North Richmond Waste and Recovery Mitigation Fee Committee, Alternate Tania Pulido 12/31/2023 12/31/2024 NO STIPEND II Open Space/Parks & East Bay Regional Parks District Liaison Committee, Chair Diane Burgis 12/31/2023 12/31/2024 Diane Burgis NO STIPEND II Open Space/Parks & East Bay Regional Parks District Liaison Committee, Vice Chair Federal Glover 12/31/2023 12/31/2024 Diane Burgis NO STIPEND II Pleasant Hill BART (Bay Area Rapid Transit)/Contra Costa Centre Joint Powers Authority Board of Trustees Ken Carlson Unspecified Unspecified NO STIPEND II Pleasant Hill BART (Bay Area Rapid Transit)/Contra Costa Centre Joint Powers Authority Board of Trustees Candace Andersen Unspecified Unspecified NO STIPEND II State Route 4 Bypass Authority Diane Burgis 12/31/2023 12/31/2024 Diane Burgis NO STIPEND II State Route 4 Bypass Authority, Alternate Federal Glover 12/31/2023 12/31/2024 Diane Burgis NO STIPEND II Southwest Area Transportation Committee (SWAT)Candace Andersen 12/31/2023 12/31/2024 NO STIPEND II Southwest Area Transportation Committee (SWAT), Alternate Ken Carlson 12/31/2023 12/31/2024 NO STIPEND II TRAFFIX (Measure J Traffic Congestion Relief Agency)Candace Andersen 12/31/2023 12/31/2024 NO STIPEND II TRAFFIX (Measure J Traffic Congestion Relief Agency), Alternate Ken Carlson 12/31/2023 12/31/2024 NO STIPEND II TRANSPAC (Central County Transportation Partnership and Cooperation)Ken Carlson 12/31/2023 12/31/2024 NO STIPEND II TRANSPAC, Alternate Candace Andersen 12/31/2023 12/31/2024 NO STIPEND II TRANSPLAN (East County Transportation Planning)Diane Burgis 12/31/2023 12/31/2024 Diane Burgis NO STIPEND II TRANSPLAN, Alternate Federal Glover 12/31/2023 12/31/2024 Diane Burgis NO STIPEND II Tri-Valley Transportation Council Candace Andersen 12/31/2023 12/31/2024 STIPEND of $100 per meeting II Urban Counties of California Federal Glover 12/31/2023 12/31/2024 NO STIPEND II Urban Counties of California, Alternate John Gioia 12/31/2023 12/31/2024 NO STIPEND II WCCTAC (West County Transportation Advisory Committee)John Gioia 12/31/2023 12/31/2024 NO STIPEND II WCCTAC, Alternate Federal Glover 12/31/2023 12/31/2024 NO STIPEND II West Contra Costa Integrated Waste Management Authority John Gioia Unspecified Unspecified STIPEND of $50 per meeting. II West Contra Costa Integrated Waste Management Authority, Alternate Federal Glover Unspecified Unspecified STIPEND of $50 per meeting. III Contra Costa Transportation Authority Board of Commissioners (Seat 2)Ken Carlson 1/31/2024 1/31/2026 Diane Burgis STIPEND of $100 per meeting; up to $400 month III Contra Costa Transportation Authority Board of Commissioners, Alternate (Seat 2)John Gioia 1/31/2024 1/31/2026 STIPEND of $100 per meeting; up to $400 month III Regional Impact Council, All-Home, Member Diane Burgis Unspecified Unspecified Diane Burgis NO STIPEND III Tri Delta Transit Authority, Board of Directors (Seat 2)Diane Burgis 12/31/2023 12/31/2025 Diane Burgis STIPEND of $100/month III West Contra Costa Healthcare District Finance Committee, Chair John Gioia Unspecified Unspecified NO STIPEND III West Contra Costa Healthcare District Finance Committee, Vice Chair Federal Glover Unspecified Unspecified NO STIPEND IV Association of Bay Area Governments (ABAG) Executive Board (Seat 1)Ken Carlson 6/30/2024 6/30/2026 STIPEND of $150 per meeting. IV Association of Bay Area Governments (ABAG) Executive Board (Seat 2)Candace Andersen 6/30/2024 6/30/2026 STIPEND of $150 per meeting. IV Association of Bay Area Governments (ABAG) Executive Board, Alternate 1 Diane Burgis 6/30/2024 6/30/2026 Diane Burgis STIPEND of $150 per meeting. IV Association of Bay Area Governments (ABAG) Executive Board, Alternate 2 John Gioia 6/30/2024 6/30/2026 STIPEND of $150 per meeting. IV Association of Bay Area Governments (ABAG) Finance Authority for Nonprofit Corporations Board of Directors and its Executive Committee Candace Andersen 12/31/2023 12/31/2025 NO STIPEND IV Association of Bay Area Governments (ABAG) Finance Authority for Nonprofit Corporations Board of Directors and its Executive Committee, First Alternate Ken Carlson 12/31/2023 12/31/2025 NO STIPEND IV Association of Bay Area Governments (ABAG) General Assembly Ken Carlson 12/31/2023 12/31/2025 NO STIPEND IV Association of Bay Area Governments (ABAG) General Assembly, Alternate Diane Burgis 12/31/2023 12/31/2025 Diane Burgis NO STIPEND IV Association of Bay Area Governments (ABAG) Regional Planning Committee Ken Carlson Unspecified Unspecified NO STIPEND IV Bay Conservation & Development Commission John Gioia Unspecified Unspecified STIPEND of $150 per meeting. IV Bay Conservation & Development Commission, Alternate Federal Glover Unspecified Unspecified STIPEND of $100 per meeting; max of 4 meetings. IV Contra Costa Countywide Redevelopment Successor Agency Oversight Board Federal Glover Unspecified Unspecified STIPEND of $100 per meeting; max of 4 meetings. IV Delta Diablo Sanitation District Governing Board Federal Glover 12/31/2023 12/31/2023 NO STIPEND IV Delta Diablo Sanitation District Governing Board, Alternate Ken Carlson 12/31/2023 12/31/2023 NO STIPEND IV Law Library Board of Trustees Nolan Armstrong 12/31/2023 12/31/2023 NO STIPEND IV Mental Health Commission Ken Carlson 12/31/2023 12/31/2023 NO STIPEND IV Mental Health Commission, Alternate 12/31/2023 12/31/2023 NO STIPEND IV Sacramento-San Joaquin Delta Conservancy Board Diane Burgis Unspecified Unspecified Diane Burgis NO STIPEND District III Supervisor Burgis Type*Committee Name Appointee Term Expiration New Term Expiration Preference 1 Preference 2 Stipend Information IV Sacramento-San Joaquin Delta Conservancy Board, Alternate Ken Carlson Unspecified Unspecified NO STIPEND V Contra Costa Resilient Shoreline Ad Hoc Committee, Chair John Gioia Unspecified Unspecified Diane Burgis NO STIPEND V Contra Costa Resilient Shoreline Ad Hoc Committee, Vice Chair Diane Burgis Unspecified Unspecified Diane Burgis NO STIPEND V Illegal Dumping Ad Hoc Committee Diane Burgis Unspecified Unspecified Diane Burgis NO STIPEND V Illegal Dumping Ad Hoc Committee Federal Glover Unspecified Unspecified NO STIPEND V Industrial Safety Ordinance/Community Warning System Ad Hoc Committee, Chair John Gioia Unspecified Unspecified NO STIPEND V Industrial Safety Ordinance/Community Warning System Ad Hoc Committee, Vice Chair Federal Glover Unspecified Unspecified NO STIPEND V Northern Waterfront Economic Development Ad Hoc Committee Federal Glover Unspecified Unspecified Diane Burgis NO STIPEND V Northern Waterfront Economic Development Ad Hoc Committee Diane Burgis Unspecified Unspecified Diane Burgis NO STIPEND The Following Committees Should NOT be Reassigned Appointee Term Expiration II Contra Costa Family Justice Alliance Diane Burgis 9/14/2028 Diane Burgis NO STIPEND II East County Water Management Association Diane Burgis 12/31/2024 Diane Burgis STIPEND of $170/meeting; max 6 per month II East County Water Management Association, Alternate Federal Glover 12/31/2024 STIPEND of $170/meeting; max 6 per month III Bay Area Air Quality Management District Board of Directors Ken Carlson 1/9/2027 Per diem of $100/meeting + travel exp; max $6,000 III Bay Area Air Quality Management District Board of Directors John Gioia 6/17/2025 Per diem of $100/meeting + travel exp; max $6,000 III Central Contra Costa Transit Authority (CCCTA) Board of Directors Candace Andersen 5/1/2025 STIPEND of $100 per meeting; up to $200 month III Central Contra Costa Transit Authority (CCCTA) Board of Directors, Alternate Ken Carlson 5/1/2025 STIPEND of $100 per meeting; up to $200 month III Contra Costa Transportation Authority Board of Commissioners (Seat 1)Federal Glover 1/31/2025 STIPEND of $100 per meeting; up to $400 month III Contra Costa Transportation Authority Board of Commissioners, Alternate (Seat 1)Candace Andersen 1/31/2025 STIPEND of $100 per meeting; up to $400 month III Contra Costa Transportation Authority Board of Commissioners, Second Alternate (Seat 1) Diane Burgis 1/31/2025 Diane Burgis STIPEND of $100 per meeting; up to $400 month III Contra Costa Transportation Authority Board of Commissioners, Third Alternate (Seat 1) John Gioia 1/31/2025 STIPEND of $100 per meeting; up to $400 month IV Delta Protection Commission Diane Burgis 12/31/2024 Diane Burgis NO STIPEND IV Delta Protection Commission, Alternate Ken Carlson 12/31/2024 NO STIPEND III Local Agency Formation Commission Candace Andersen 5/2/2026 STIPEND of $150 per meeting. III Local Agency Formation Commission Federal Glover 5/2/2026 STIPEND of $150 per meeting. III Local Agency Formation Commission, Alternate Diane Burgis 5/6/2024 Diane Burgis STIPEND of $150 per meeting. III Marin Energy Authority (MCE) Board of Directors John Gioia 12/31/2024 NO STIPEND III Marin Energy Authority (MCE) Board of Directors, Alternate Federal Glover 12/31/2024 NO STIPEND III Metropolitan Transportation Commission Federal Glover 2/1/2027 Diane Burgis STIPEND of $100/meeting; up to $500/month per agency III Tri Delta Transit Authority, Board of Directors (Seat 1)Federal Glover 12/31/2024 STIPEND of $100/month IV California State Association of Counties (CSAC) Board of Directors John Gioia 11/29/2024 Diane Burgis NO STIPEND IV California State Association of Counties (CSAC) Board of Directors, Alternate Diane Burgis 11/29/2024 Diane Burgis NO STIPEND IV Contra Costa County Employees Retirement Association (CCCERA) Board of Trustees Candace Andersen 6/30/2026 STIPEND of $100 per meeting. District III Supervisor Burgis Type*Committee Name Appointee Term Expiration New Term Expiration Preference 1 Preference 2 Stipend Information I Airport Committee, Chair Diane Burgis 12/31/2023 12/31/2024 X NO STIPEND I Airport Committee, Vice Chair Ken Carlson 12/31/2023 12/31/2024 X NO STIPEND I Equity Committee, Chair Federal Glover 12/31/2023 12/31/2024 NO STIPEND I Equity Committee, Vice-Chair John Gioia 12/31/2023 12/31/2024 NO STIPEND I Family & Human Services Committee, Chair Candace Andersen 12/31/2023 12/31/2024 X NO STIPEND I Family & Human Services Committee, Vice Chair Ken Carlson 12/31/2023 12/31/2024 X NO STIPEND I Finance Committee, Chair John Gioia 12/31/2023 12/31/2024 NO STIPEND I Finance Committee, Vice Chair Federal Glover 12/31/2023 12/31/2024 NO STIPEND I Head Start Committee, Chair John Gioia Unspecified Unspecified X NO STIPEND I Head Start Committee, Vice Chair Ken Carlson Unspecified Unspecified X NO STIPEND I Internal Operations Committee, Chair Candace Andersen 12/31/2023 12/31/2024 NO STIPEND I Internal Operations Committee, Vice Chair Diane Burgis 12/31/2023 12/31/2024 NO STIPEND I Legislation Committee, Chair Ken Carlson 12/31/2023 12/31/2024 remove remove NO STIPEND I Legislation Committee, Vice Chair Diane Burgis 12/31/2023 12/31/2024 NO STIPEND I Los Medanos Healthcare Operations Committee, Chair Federal Glover Unspecified Unspecified X NO STIPEND I Los Medanos Healthcare Operations Committee, Vice Chair Ken Carlson Unspecified Unspecified X NO STIPEND I Public Protection, Chair Federal Glover 12/31/2023 12/31/2024 NO STIPEND I Public Protection, Vice Chair John Gioia 12/31/2023 12/31/2024 X NO STIPEND I Sustainability Committee, Chair John Gioia 12/31/2023 12/31/2024 NO STIPEND I Sustainability Committee, Vice Chair Federal Glover 12/31/2023 12/31/2024 NO STIPEND I Transportation, Water & Infrastructure Committee, Chair Diane Burgis 12/31/2023 12/31/2024 NO STIPEND I Transportation, Water & Infrastructure Committee, Vice Chair Candace Andersen 12/31/2023 12/31/2024 NO STIPEND II Bay Area Counties Caucus Diane Burgis 12/31/2023 12/31/2024 NO STIPEND II Bay Area Counties Caucus, Alternate Ken Carlson 12/31/2023 12/31/2024 X NO STIPEND II Bay Area Regional Interoperable Communications System (BayRICS) Authority Mike Casten 12/31/2023 12/31/2024 NO STIPEND II Bay Area Regional Interoperable Communications System (BayRICS) Authority, Alternate Elise Warren 12/31/2023 12/31/2024 NO STIPEND II California Identification System Remote Access Network Board (Cal-ID RAN Board)Diane Burgis 12/31/2023 12/31/2024 NO STIPEND II Central Contra Costa Solid Waste Authority Candace Andersen Unspecified Unspecified STIPEND of $50/meeting; max of 2 paid/month II Central Contra Costa Solid Waste Authority Ken Carlson Unspecified Unspecified X STIPEND of $50/meeting; max of 2 paid/month II Contra Costa Health Plan Joint Conference Committee - Chair Candace Andersen 12/31/2023 12/31/2024 NO STIPEND II Contra Costa Health Plan Joint Conference Committee - Vice-Chair Diane Burgis 12/31/2023 12/31/2024 NO STIPEND II Dougherty Valley Oversight Committee Candace Andersen 12/31/2023 12/31/2024 NO STIPEND II Dougherty Valley Oversight Committee Diane Burgis 12/31/2023 12/31/2024 NO STIPEND II East Bay Regional Communication System (EBRCS) Authority Governing Board Candace Andersen 12/31/2023 12/31/2024 NO STIPEND II East Bay Regional Communication System (EBRCS) Authority Governing Board, Alternate Diane Burgis 12/31/2023 12/31/2024 NO STIPEND II East Contra Costa County Habitat Conservancy, Governing Board Diane Burgis 12/31/2023 12/31/2024 NO STIPEND II East Contra Costa County Habitat Conservancy, Governing Board, Alternate Federal Glover 12/31/2023 12/31/2024 NO STIPEND II East Contra Costa Regional Fee & Finance Authority Diane Burgis 12/31/2023 12/31/2024 NO STIPEND II East Contra Costa Regional Fee & Finance Authority, Alternate Federal Glover 12/31/2023 12/31/2024 NO STIPEND II eBART (Bay Area Rapid Transit) Partnership Policy Advisory Committee Federal Glover 12/31/2023 12/31/2024 NO STIPEND II eBART (Bay Area Rapid Transit) Partnership Policy Advisory Committee Diane Burgis 12/31/2023 12/31/2024 NO STIPEND II First 5 Children and Families Commission Alternate Member Ken Carlson 12/31/2023 12/31/2024 remove remove NO STIPEND II First 5 Children and Families Commission Member Candace Andersen 12/31/2023 12/31/2024 NO STIPEND II Hazardous Waste Management Facility Allocation Committee Candace Andersen Unspecified Unspecified STIPEND of $150 per meeting. II Hazardous Waste Management Facility Allocation Committee, Alternate Ken Carlson Unspecified Unspecified X STIPEND of $150 per meeting. II Juvenile Justice Coordinating Council Candace Andersen Unspecified Unspecified NO STIPEND II Kensington Solid Waste Committee Alternate Robert Rogers 12/31/2023 12/31/2024 NO STIPEND II Kensington Solid Waste Committee Member John Gioia 12/31/2023 12/31/2024 NO STIPEND II Medical Services Joint Conference Committee, Chair John Gioia 12/31/2023 12/31/2024 NO STIPEND II Medical Services Joint Conference Committee, Vice Chair Federal Glover 12/31/2023 12/31/2024 NO STIPEND District IV Supervisor Carlson Type*Committee Name Appointee Term Expiration New Term Expiration Preference 1 Preference 2 Stipend Information II North Richmond Waste and Recovery Mitigation Fee Committee John Gioia 12/31/2023 12/31/2024 NO STIPEND II North Richmond Waste and Recovery Mitigation Fee Committee, Alternate Tania Pulido 12/31/2023 12/31/2024 NO STIPEND II Open Space/Parks & East Bay Regional Parks District Liaison Committee, Chair Diane Burgis 12/31/2023 12/31/2024 NO STIPEND II Open Space/Parks & East Bay Regional Parks District Liaison Committee, Vice Chair Federal Glover 12/31/2023 12/31/2024 NO STIPEND II Pleasant Hill BART (Bay Area Rapid Transit)/Contra Costa Centre Joint Powers Authority Board of Trustees Ken Carlson Unspecified Unspecified X NO STIPEND II Pleasant Hill BART (Bay Area Rapid Transit)/Contra Costa Centre Joint Powers Authority Board of Trustees Candace Andersen Unspecified Unspecified NO STIPEND II State Route 4 Bypass Authority Diane Burgis 12/31/2023 12/31/2024 NO STIPEND II State Route 4 Bypass Authority, Alternate Federal Glover 12/31/2023 12/31/2024 NO STIPEND II Southwest Area Transportation Committee (SWAT)Candace Andersen 12/31/2023 12/31/2024 NO STIPEND II Southwest Area Transportation Committee (SWAT), Alternate Ken Carlson 12/31/2023 12/31/2024 X NO STIPEND II TRAFFIX (Measure J Traffic Congestion Relief Agency)Candace Andersen 12/31/2023 12/31/2024 NO STIPEND II TRAFFIX (Measure J Traffic Congestion Relief Agency), Alternate Ken Carlson 12/31/2023 12/31/2024 X NO STIPEND II TRANSPAC (Central County Transportation Partnership and Cooperation)Ken Carlson 12/31/2023 12/31/2024 X NO STIPEND II TRANSPAC, Alternate Candace Andersen 12/31/2023 12/31/2024 NO STIPEND II TRANSPLAN (East County Transportation Planning)Diane Burgis 12/31/2023 12/31/2024 NO STIPEND II TRANSPLAN, Alternate Federal Glover 12/31/2023 12/31/2024 NO STIPEND II Tri-Valley Transportation Council Candace Andersen 12/31/2023 12/31/2024 STIPEND of $100 per meeting II Urban Counties of California Federal Glover 12/31/2023 12/31/2024 NO STIPEND II Urban Counties of California, Alternate John Gioia 12/31/2023 12/31/2024 NO STIPEND II WCCTAC (West County Transportation Advisory Committee)John Gioia 12/31/2023 12/31/2024 NO STIPEND II WCCTAC, Alternate Federal Glover 12/31/2023 12/31/2024 NO STIPEND II West Contra Costa Integrated Waste Management Authority John Gioia Unspecified Unspecified STIPEND of $50 per meeting. II West Contra Costa Integrated Waste Management Authority, Alternate Federal Glover Unspecified Unspecified STIPEND of $50 per meeting. III Contra Costa Transportation Authority Board of Commissioners (Seat 2)Ken Carlson 1/31/2024 1/31/2026 X STIPEND of $100 per meeting; up to $400 month III Contra Costa Transportation Authority Board of Commissioners, Alternate (Seat 2)John Gioia 1/31/2024 1/31/2026 STIPEND of $100 per meeting; up to $400 month III Regional Impact Council, All-Home, Member Diane Burgis Unspecified Unspecified NO STIPEND III Tri Delta Transit Authority, Board of Directors (Seat 2)Diane Burgis 12/31/2023 12/31/2025 STIPEND of $100/month III West Contra Costa Healthcare District Finance Committee, Chair John Gioia Unspecified Unspecified NO STIPEND III West Contra Costa Healthcare District Finance Committee, Vice Chair Federal Glover Unspecified Unspecified NO STIPEND IV Association of Bay Area Governments (ABAG) Executive Board (Seat 1)Ken Carlson 6/30/2024 6/30/2026 X STIPEND of $150 per meeting. IV Association of Bay Area Governments (ABAG) Executive Board (Seat 2)Candace Andersen 6/30/2024 6/30/2026 STIPEND of $150 per meeting. IV Association of Bay Area Governments (ABAG) Executive Board, Alternate 1 Diane Burgis 6/30/2024 6/30/2026 STIPEND of $150 per meeting. IV Association of Bay Area Governments (ABAG) Executive Board, Alternate 2 John Gioia 6/30/2024 6/30/2026 STIPEND of $150 per meeting. IV Association of Bay Area Governments (ABAG) Finance Authority for Nonprofit Corporations Board of Directors and its Executive Committee Candace Andersen 12/31/2023 12/31/2025 NO STIPEND IV Association of Bay Area Governments (ABAG) Finance Authority for Nonprofit Corporations Board of Directors and its Executive Committee, First Alternate Ken Carlson 12/31/2023 12/31/2025 X NO STIPEND IV Association of Bay Area Governments (ABAG) General Assembly Ken Carlson 12/31/2023 12/31/2025 X NO STIPEND IV Association of Bay Area Governments (ABAG) General Assembly, Alternate Diane Burgis 12/31/2023 12/31/2025 NO STIPEND IV Association of Bay Area Governments (ABAG) Regional Planning Committee Ken Carlson Unspecified Unspecified X NO STIPEND IV Bay Conservation & Development Commission John Gioia Unspecified Unspecified STIPEND of $150 per meeting. IV Bay Conservation & Development Commission, Alternate Federal Glover Unspecified Unspecified STIPEND of $100 per meeting; max of 4 meetings. IV Contra Costa Countywide Redevelopment Successor Agency Oversight Board Federal Glover Unspecified Unspecified STIPEND of $100 per meeting; max of 4 meetings. IV Delta Diablo Sanitation District Governing Board Federal Glover 12/31/2023 12/31/2023 NO STIPEND IV Delta Diablo Sanitation District Governing Board, Alternate Ken Carlson 12/31/2023 12/31/2023 remove remove NO STIPEND IV Law Library Board of Trustees Nolan Armstrong 12/31/2023 12/31/2023 NO STIPEND IV Mental Health Commission Ken Carlson 12/31/2023 12/31/2023 NO STIPEND IV Mental Health Commission, Alternate 12/31/2023 12/31/2023 X NO STIPEND IV Sacramento-San Joaquin Delta Conservancy Board Diane Burgis Unspecified Unspecified NO STIPEND District IV Supervisor Carlson Type*Committee Name Appointee Term Expiration New Term Expiration Preference 1 Preference 2 Stipend Information IV Sacramento-San Joaquin Delta Conservancy Board, Alternate Ken Carlson Unspecified Unspecified X NO STIPEND V Contra Costa Resilient Shoreline Ad Hoc Committee, Chair John Gioia Unspecified Unspecified NO STIPEND V Contra Costa Resilient Shoreline Ad Hoc Committee, Vice Chair Diane Burgis Unspecified Unspecified NO STIPEND V Illegal Dumping Ad Hoc Committee Diane Burgis Unspecified Unspecified NO STIPEND V Illegal Dumping Ad Hoc Committee Federal Glover Unspecified Unspecified NO STIPEND V Industrial Safety Ordinance/Community Warning System Ad Hoc Committee, Chair John Gioia Unspecified Unspecified NO STIPEND V Industrial Safety Ordinance/Community Warning System Ad Hoc Committee, Vice Chair Federal Glover Unspecified Unspecified NO STIPEND V Northern Waterfront Economic Development Ad Hoc Committee Federal Glover Unspecified Unspecified NO STIPEND V Northern Waterfront Economic Development Ad Hoc Committee Diane Burgis Unspecified Unspecified NO STIPEND The Following Committees Should NOT be Reassigned Appointee Term Expiration II Contra Costa Family Justice Alliance Diane Burgis 9/14/2028 NO STIPEND II East County Water Management Association Diane Burgis 12/31/2024 STIPEND of $170/meeting; max 6 per month II East County Water Management Association, Alternate Federal Glover 12/31/2024 STIPEND of $170/meeting; max 6 per month III Bay Area Air Quality Management District Board of Directors Ken Carlson 1/9/2027 X Per diem of $100/meeting + travel exp; max $6,000 III Bay Area Air Quality Management District Board of Directors John Gioia 6/17/2025 Per diem of $100/meeting + travel exp; max $6,000 III Central Contra Costa Transit Authority (CCCTA) Board of Directors Candace Andersen 5/1/2025 STIPEND of $100 per meeting; up to $200 month III Central Contra Costa Transit Authority (CCCTA) Board of Directors, Alternate Ken Carlson 5/1/2025 X STIPEND of $100 per meeting; up to $200 month III Contra Costa Transportation Authority Board of Commissioners (Seat 1)Federal Glover 1/31/2025 STIPEND of $100 per meeting; up to $400 month III Contra Costa Transportation Authority Board of Commissioners, Alternate (Seat 1)Candace Andersen 1/31/2025 STIPEND of $100 per meeting; up to $400 month III Contra Costa Transportation Authority Board of Commissioners, Second Alternate (Seat 1) Diane Burgis 1/31/2025 STIPEND of $100 per meeting; up to $400 month III Contra Costa Transportation Authority Board of Commissioners, Third Alternate (Seat 1)John Gioia 1/31/2025 STIPEND of $100 per meeting; up to $400 month IV Delta Protection Commission Diane Burgis 12/31/2024 NO STIPEND IV Delta Protection Commission, Alternate Ken Carlson 12/31/2024 X NO STIPEND III Local Agency Formation Commission Candace Andersen 5/2/2026 STIPEND of $150 per meeting. III Local Agency Formation Commission Federal Glover 5/2/2026 STIPEND of $150 per meeting. III Local Agency Formation Commission, Alternate Diane Burgis 5/6/2024 STIPEND of $150 per meeting. III Marin Energy Authority (MCE) Board of Directors John Gioia 12/31/2024 NO STIPEND III Marin Energy Authority (MCE) Board of Directors, Alternate Federal Glover 12/31/2024 NO STIPEND III Metropolitan Transportation Commission Federal Glover 2/1/2027 STIPEND of $100/meeting; up to $500/month per agency III Tri Delta Transit Authority, Board of Directors (Seat 1)Federal Glover 12/31/2024 STIPEND of $100/month IV California State Association of Counties (CSAC) Board of Directors John Gioia 11/29/2024 NO STIPEND IV California State Association of Counties (CSAC) Board of Directors, Alternate Diane Burgis 11/29/2024 NO STIPEND IV Contra Costa County Employees Retirement Association (CCCERA) Board of Trustees Candace Andersen 6/30/2026 STIPEND of $100 per meeting. District IV Supervisor Carlson 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 23-639 Name: Status:Type:Consent Resolution Passed File created:In control:11/29/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:ADOPT Resolution No. 23-639 recognizing Teresa Gerringer, District III Chief of Staff for her years of service to the residents of Contra Costa County on the occasion of her retirement, as recommended by Supervisor Burgis. Attachments:1. Resolution 23-639.pdf, 2. Signed Res 2023_639.pdf Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Diane Burgis, District III Supervisor Report Title:Resolution recognizing Teresa Gerringer, District III Chief of Staff for her years of service to the residents of Contra Costa County on the occasion of her retirement, as recommended by Supervisor Burgis. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Resolution recognizing Teresa Gerringer, District III Chief of Staff for her years of service to the residents of Contra Costa County on the occasion of her retirement, as recommended by Supervisor Burgis. FISCAL IMPACT: N/A BACKGROUND: N/A CONSEQUENCE OF NEGATIVE ACTION: N/A CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 3 powered by Legistar™ File #:RES 23-639,Version:1 The Board of Supervisors of Contra Costa County, California IN THE MATTER OF Recognizing Teresa Gerringer, District III Chief of Staff for her years of service to the residents of Contra Costa County on the occasion of her retirement. WHEREAS, Teresa Gerringer was raised in Sheridan, Indiana, and received her undergraduate degree in Public Administration from Indiana University and later moved to Southern California, where she worked for Security Pacific Venture Capital, starting as the assistant to the President and rose through the ranks to become Chief Information Officer and received her Masters in Business Administration from Pepperdine University; and WHEREAS, from May 2015 to March 2019, Teresa served as the District Director to California State Senator Steve Glazer, responsible for oversight and management of Seante District 7 staff serving 924,708 consituients within Contra Costa and Alameda Counties and has also served her community as an elected official, serving as a Lafayette School District Trustee for 18 years and as a Lafayette City Councilmember since 2018, including as Mayor in 2022. Her work as an elected official has improved educational outcomes, housing, transportation in Lafayette; and WHEREAS, Teresa began her service with Contra Costa County in March 2019 as District III Supervisor Diane Burgis’ Communications Director handling media inquiries and communication to the public as well as other special projects including Contra Costa County’s Census 2020 Complete Count Steering Committee tasked with increasing awareness and motivating residents to respond to the 2020 Census; and WHEREAS, beginning in June 2022, Teresa became Chief of Staff to Supervisor Burgis where she was responsible for administrative and management operations for the office, advised on special projects, and provided policy research and recommendations on a variety of County related issues; and WHEREAS, Teresa served as the primary point of contact for sub-department head county staff, represented Supervisor Burgis at events and meetings, assisted with constituent support and inquiries, and supervised District 3 staff, forging meaningful and healthy relationships with District 3 communities, the other Board of Supervisors offices and County departments, earning their confidence and trust through her professionalism, CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 3 powered by Legistar™ File #:RES 23-639,Version:1 responsiveness, and competence; and WHEREAS, Teresa mentored her staff and opened opportunities for them to try new things, expand their skill sets, and supported their leadership development and although she is leaving us in retirment, she will always be known and honored as a leader, mentor, friend, and a cherished member of the Contra Costa County family. NOW, THEREFORE, BE IT RESOLVED:that the Contra Costa County Board of Supervisors is pleased to recognize Teresa Gerringer on her indispensable service to Supervisor Diane Burgis, the District 3 communities, Contra Costa County, and the profession of government service and to congratulate her on the occasion of her retirement. CONTRA COSTA COUNTY Printed on 1/10/2024Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 23-640 Name: Status:Type:Consent Resolution Passed File created:In control:12/4/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:ADOPT Resolution No. 23-640 honoring Courtney Dias upon 22 years of service to Contra Costa County Clerk-Recorder’s Office, as recommended by the Clerk-Recorder. Attachments:1. Resolution 23-640.pdf, 2. Signed Res 2023_640.pdf Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS12/12/2023 1 Pass To: Board of Supervisors From:Kristin Connelly, Clerk-Recorder Report Title:Honoring Courtney Dias upon 22 years of service to Contra Costa County Clerk-Recorder’s Office. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Resolution to recognize Courtney Dias for her commitment to public service at the Clerk-Recorder’s office for over 22 years. FISCAL IMPACT: None. BACKGROUND: See Resolution. CONSEQUENCE OF NEGATIVE ACTION: N/A CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:RES 23-640,Version:1 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board IN THE MATTER OF Resolution No. 2023/ Honoring Courtney Dias upon 22 years of service to Contra Costa County Clerk-Recorder’s Office. WHEREAS, Courtney Dias began her career with the Clerk-Recorder’s Office on July 1, 2001 as a seasonal clerk; and WHEREAS, Courtney has advanced her career, being promoted several times and currently serves as Accountant I; the first member of the emerging accounting team that will oversee the financial management of both the Clerk-Recorder Division and the Elections Division for the Clerk-Recorder-Elections Department, an important milestone that she has embraced enthusiastically; and. WHEREAS, through her years of service, Courtney has dedicated her time, attention, and efforts to training staff, providing the upmost professionalism to our customers, and has achieved a superior level of knowledge that has benefitted the Clerk-Recorder Division in countless ways; and WHEREAS, Courtney steadfastly has dedicated herself to developing her skills, has demonstrated her commitment to the goals and values of both the Clerk-Recorder Division and the Clerk-Recorder-Elections Department, and epitomizes exemplary public service; NOW, THEREFORE, BE IT RESOLVED that the Contra Costa County Board of Supervisors does hereby recognize and honor Courtney Dias for her commitment to public service at the Clerk-Recorder’s office for over 22 years. All who have had the honor of working alongside her and those privileged enough to have received her mentoring and support, thank, and congratulate Courtney Dias for her devoted service and joyfully celebrate her achievements. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1108 Name: Status:Type:Consent Item Passed File created:In control:11/30/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE Board meeting minutes for October and November 2023. Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Monica Nino, County Administrator Report Title:Approve the Board meeting minutes for October and November 2023 ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE Board meeting minutes for October and November 2023, as on file with the Office of the Clerk of the Board. FISCAL IMPACT: No fiscal impact. BACKGROUND: Government Code Section 25101(b) requires the Clerk of the Board to keep and enter in the minute book of the Board a full and complete record of the proceedings of the Board at all regular and special meetings, including the entry in full of all resolutions and of all decisions on questions concerning the allowance of accounts. The vote of each member on every question shall be recorded. CONSEQUENCE OF NEGATIVE ACTION: The Board of Supervisors will not be in compliance with Government Code Section 25101(b). CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 1 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1109 Name: Status:Type:Appointments and Resignations Passed File created:In control:11/14/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:ACCEPT the resignation of Allan Tobias from the Emergency Medical Care Committee effective December 31, 2023, DECLARE a vacancy in the District IV seat, and DIRECT the Clerk of the Board to post the vacancy. Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Ken Carlson, District IV Supervisor Report Title:District IV Seat Vacancy on the Emergency Medical Care Committee. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT the resignation of Allan Tobias from the Emergency Medical Care Committee effective December 31, 2023, DECLARE a vacancy in the District IV seat for a term ending September 30, 2024, and DIRECT the Clerk of the Board to post the vacancy. FISCAL IMPACT: None BACKGROUND: Allan Tobias was appointed by the Board of Supervisors to his 5th term to the Emergency Medical Care Committee District IV seat on October 1, 2022. The Current term ends on September 30, 2024. CONSEQUENCE OF NEGATIVE ACTION: The seat would remain occupied and not allow a new appointment to be made. CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1109,Version:1 CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1110 Name: Status:Type:Consent Item Passed File created:In control:11/30/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:ACCEPT the resignation of Swamini Bajpai, Jagjit Bhambra, Mary Bruns, Erin Partridge, Ramapriya Raju, and Kacey Carterelliot from the Advisory Council on Aging, DECLARE vacancies in the City of San Ramon, Member-at-Large #11, Member-at-Large #15, City of Lafayette, Member-at-Large #13, and City of Pittsburg seats, and DIRECT the Clerk of the Board to post the vacancies. Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:Advisory Council on Aging (ACOA) - Resignations ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT the resignation of Swamini Bajpai, Jagjit Bhambra, Mary Bruns, Erin Partridge, Ramapriya Raju, and Kacey Carterelliot from the Advisory Council on Aging, DECLARE vacancies in the City of San Ramon, Member-at-Large #11, Member-at-Large #15, City of Lafayette, Member-at-Large #13, and City of Pittsburg seats, and DIRECT the Clerk of the Board to post the vacancies. FISCAL IMPACT: There is no fiscal impact for this action. BACKGROUND: Ms. Bajpai was appointed by the Board of Supervisors as the City of San Ramon representative to the ACOA on April 26, 2022 and has since submitted her resignation. Mr. Bhambra was appointed by the Board of Supervisors to the Member-at-Large #11 seat to the ACOA on November 7, 2017 and has since submitted her resignation. Ms. Bruns was appointed by the Board of Supervisors to the Member-at-Large #15 seat to the ACOA on August 14, 2012 and has since submitted her resignation. Ms. Partridge was appointed by the Board of Supervisors as the City of Lafayette representative to the ACOA on February 11, 2020 and has since submitted her resignation. Ms. Raju was appointed by the Board of Supervisors as the Member-at-Large #13 seat to the ACOA on July CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1110,Version:1 26, 2022 and is considered to have voluntarily resigned following absences. Ms. Carterelliot was appointed by the Board of Supervisors as the City of Pittsburg representative to the ACOA on August 10, 2021 and is considered to have voluntarily resigned following absences. The Advisory Council on Aging provides leadership and advocacy on behalf of older persons and serves as a channel of communication and information on aging issues. In collaboration with the Area Agency on Aging, the Council provides a means for countywide planning, cooperation and coordination to improve and develop services and opportunities for older residents of this County. CONSEQUENCE OF NEGATIVE ACTION: The Advisory Council on Aging may not be able to conduct routine business. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1111 Name: Status:Type:Consent Item Passed File created:In control:11/20/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:DECLARE a vacancy in the City No. 3 seat on the Affordable Housing Finance Committee for a term ending June 30, 2024 and DIRECT the Clerk of the Board to post the vacancy, as recommended by the Conservation and Development Director. Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:John Kopchik, Director, Conservation and Development Report Title:Declare a vacancy to City No. 3 Seat on the Affordable Housing Finance Committee ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: 1.DECLARE a vacancy in City No. 3 seat on the Affordable Housing Finance Committee. 2.DIRECT the Clerk of the Board to post the vacancy. FISCAL IMPACT: No fiscal impact. BACKGROUND: The Affordable Housing Finance Committee (AHFC) advises the Board on the annual allocation of HOME Investment Partnership Act (HOME), Community Development Block Grant (CDBG), and Housing Opportunities for Persons with AIDS (HOPWA) funds for affordable housing development and/or preservation in Contra Costa County. These funds are allocated to the County on an annual basis by formula through the U.S. Department of Housing and Urban Development. Potential state or local affordable housing development funds may be considered by the AHFC, as needed. It typically convenes once annually in the spring to review County staff’s recommendations for project funding of applications received through a public Request for Proposals process. The AHFC consists of seven members, including: ·Three city seats (one per each sub-region of the County, currently residing in an incorporated City) ·Three County seats (one per each sub-region of the County, currently residing in an unincorporated area of the County) ·One at large seat (currently residing anywhere in the County) CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1111,Version:1 Nominations for all representatives are solicited by the Department of Conservation and Development, screened by the Internal Operations Committee, and then appointed by the Board of Supervisors. Francis Sorrondegui was reappointed to the AHFC in 2021 to fill a term that ends on June 30, 2024. Ms. Sorrongdequi has resigned her seat on the AHFC. Declaring this seat vacant will allow staff to recruit a new AHFC member. CONSEQUENCE OF NEGATIVE ACTION: If not approved, the AHFC will have an unfilled vacant seat. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1112 Name: Status:Type:Consent Item Passed File created:In control:12/6/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:ACCEPT the resignation of Sharon Quesada Jenkins, DECLARE a vacancy in the District IV Seat 2 on the Measure X Community Advisory Board for a term ending March 31, 2025 and DIRECT the Clerk of the Board to post the vacancy. Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Ken Carlson, District IV Supervisor Report Title:District IV Seat 2 Vacancy on Measure X Community Advisory Board ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT the resignation of Sharon Quesada Jenkins from the Measure X Community Advisory Board, DECLARE a vacancy in the District IV Seat 2 on the Measure X Community Advisory Board and DIRECT the Clerk of the Board to post the vacancy. FISCAL IMPACT: There is no fiscal impact for this action. BACKGROUND: Sharon Quesada Jenkins was appointed to her 2nd term to the Measure X Community Advisory Board on April 1, 2023. The current term ends on March 31, 2025. CONSEQUENCE OF NEGATIVE ACTION: The seat would remain occupied and not allow a new appointment to be made. CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1112,Version:1 CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1113 Name: Status:Type:Consent Item Passed File created:In control:12/4/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPOINT Royer Ramirez-Ruiz to the District I, Alternate Seat 2 on the East Richmond Heights Municipal Advisory Council for a term ending on December 31, 2026, as recommended by Supervisor Gioia. Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:John Gioia, District I Supervisor Report Title:APPOINT Royer Ramirez-Ruiz to the District I, Alternate Seat 2 on the East Richmond Heights Municipal Advisory Council for a term ending on December 31, 2026. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPOINT Royer Ramirez-Ruiz to the District I, Alternate Seat 2 on the East Richmond Heights Municipal Advisory Council for a term ending on December 31, 2026, as recommended by Supervisor Gioia. FISCAL IMPACT: none BACKGROUND: The Board of Supervisors receives valuable input from numerous volunteer citizen advisory boards or commissions on a range of issues. Some members are appointed by individual supervisors to represent their district. Others are at-large CONSEQUENCE OF NEGATIVE ACTION: The appointment would not be made and the District would not have full representation on the advisory council for East Richmond Heights. CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1113,Version:1 CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1114 Name: Status:Type:Consent Item Passed File created:In control:11/29/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPOINT Victor Tiglao to the Low-Income Sector Seat No. 4 for a term ending June 30, 2024 and Karen Colman to the Private/Non-Profit Sector Seat No. 2 for a term ending June 30, 2025 on the Economic Opportunity Council (EOC), as recommended by the Employment and Human Services Director. Attachments:1. Tiglao Victor Benedict (EOC) Redacted, 2. Coleman Karen (EOC) Redacted Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:Economic Opportunity Council Appointments ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPOINT Victor Tiglao to the Low-Income Sector Seat No. 4 with a term expiring on June 30, 2024 and Karen Colman to the Private/Non-Profit Sector Seat No. 2 with a term expiring on June 30, 2025 on the Economic Opportunity Council (EOC), as recommended by the Employment and Human Services Director. FISCAL IMPACT: There is no fiscal impact for this action. BACKGROUND: No other applications were received. These appointments are essential to fill ASAP to allow additional support to make informed decisions on EOC related community action projects. The appointments were approved and recommended by the Economic Opportunity Council (EOC) on October 26, 2023. There remain two vacancies for the low-income sector and two for the public sector (District 1 and 5). Despite recruitment attempts, we continue to struggle to obtain applicants, due primarily to the requirement to meet in person as opposed to via Zoom. The EOC is a tripartite advisory board to the Board of Supervisors and the Employment and Human Services Department, Community Services Bureau for Contra Costa County administration of the Community Services Block Grant (CSBG). CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1114,Version:1 The duties and responsibilities of the EOC include: reviewing fiscal and programmatic reports submitted by Community Services Bureau (CSB) staff; reviewing performance of Community Services Block Grant contractors and the Weatherization program services; selecting EOC officers and appointing members to committees; making recommendations to the County Board of Supervisors on all proposals and budgets related to Community Services Block Grant and Weatherization programs; and requiring and receiving budget and other reports prepared by CSB staff every other month along with an Annual Report. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, the EOC may not be able to conduct routine business. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ Important Information 1. This application and any attachments you provide to it is a public document and is subject to the California Public Records Act (CA Government Code §6250-6270). 2. All members of appointed bodies are required to take the advisory body training provided by Contra Costa County. 3. Members of certain boards, commissions, and committees may be required to: (1) file a Statement of Economic Interest Form also known as a Form 700, and (2) complete the State Ethics Training Course as required by AB 1234. 4. Meetings may be held in various locations and some locations may not be accessible by public transportation. 5. Meeting dates and times are subject to change and may occur up to two (2) days per month. 6. Some boards, committees, or commissions may assign members to subcommittees or work groups which may require an additional commitment of time. 7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if he/she is related to a Board of Supervisors' member in any of the following relationships: (1) Mother, father, son, and daughter; (2) Brother, sister, grandmother, grandfather, grandson, and granddaughter; (3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and stepdaughter; (4) Registered domestic partner, pursuant to California Family Code section 297; (5) The relatives, as defined in 1 and 2 above, for a registered domestic partner; (6) Any person with whom a Board Member shares a financial interest as defined in the Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or business associate. Dr. Karen Coleman VICTOR BENEDICT TIGLAO Concord, CA 94520 | EDUCATION Bachelor of Arts, Political Science August 2021 University of California, Berkeley ●GPA: 3.6 ●Achievements: Cal Alumni Pride Scholarship (from UC Berkeley Alumni Association), Award of Scholarship & Excellence (Pilipinx American Alliance of UC Berkeley) ●Extracurricular Activities: Editor at Berkeley Undergraduate Journal, Contributor at Maganda Magazine, Member at Debate Society of UC Berkeley, Member at Cal Berkeley Democrats, Member at Undergraduate Legal Honors Society AWARDS AND HONORS ●Received the highest honor, the PG&E Kronenberger Memorial Scholar, from eQuality Scholarship Collaborative for stellar academic and legislative achievements (May 2019) ●Won the Congressman Eric Swalwell Outstanding Young Democrat of the Year award from Contra Costa Young Democrats for organizing 10,000 people for the March for Our Lives in Walnut Creek, CA (May 2018) ●Won the Volunteer of the Year award with Contra Costa Young Democrats from the California Democratic Party for registering more voters than any other Young Democrat organization statewide (May 2017) PROFESSIONAL EXPERIENCE Communications Director Jun 2023 — Present Contra Costa Young Democrats (Contra Costa County, CA) ●Manage the club’s communications strategy, including social media and press releases ●Grew the club’s social media accounts by more than 2300% since presiding over as Digital Director in 2018 Board of Directors Mar 2023 — Present Monument Impact (Concord, CA) ●Oversee the Monument Impact’s budget and set financial goals for the nonprofit ●Strategize, build, and support the nonprofit’s present and future programs Delegate for California’s 15th Assembly District Feb 2023 — Present California Democratic Party (Sacramento, CA) ●Campaigned on renewing the American Dream for my generation; prioritizing abundant housing development, expanding transportation options like the high-speed rail, and protecting our planet ●Received the second highest votes among 34 candidates for 14 Delegate spots ●Became the youngest Delegate from the 15th Assembly District Committee Member Aug 2022 — Feb 2023 Bicycle & Pedestrian Advisory Committee at the Concord City Council (Concord, CA) ●Oversee the city’s transportation plans to ensure adherence to the Bicycle, Pedestrian, and Safe Routes to Transit Plan ●Advocate to fund alternative modes of transportation, including from the $1 trillion Bipartisan Infrastructure Law ●Meet with various stakeholders and constituents to properly address community concerns Campaign Manager Aug 2022 — Nov 2022 Sasai for Pinole 2022 (Pinole, CA) ●Developed the political and campaign strategy that both embraced traditional and innovative aspects of retail politics ●Communicated and established the candidate's policy positions that successfully resonated with Pinole's voters ●Won the election resoundingly, beating out two incumbents for the top spot as a first-time candidate, who out-raised his opponents and made history as the first Filipino-American and youngest Councilmember of the City of Pinole Campaign Manager Jun 2021 — Jun 2022 Johnson for Fairfield 2022 (Fairfield, CA) ●Created innovative local policies to jumpstart the City of Fairfield, such as utility-scale battery storage systems, downtown revitalization, affordable housing development, and multimodal transportation designs ●Managed campaign strategy, including candidate branding, messaging, community outreach, and fundraising Research Intern Apr 2021 — Jul 2021 Political Violence Lab (Washington, DC) ●Researched media bias on international conflict reporting and identified sources of facts that compose media reports, particularly the role of academia in American journalism ●Collaborated with the United Nations in locating and identifying hundreds of remote refugee camps for proper documentation Committee Member Oct 2018 — Jun 2019 Blue Ribbon Committee at the Concord City Council (Concord, CA) ●Served as the student representative tasked with overseeing developments in education over the next 30 years ●Ensured student concerns were addressed, such as affordability, housing, diversity, and sustainability, which were all approved and retained in the foundational document Legislative Fellow Jun 2018 — Aug 2018 Office of State Senator Scott Wiener (Sacramento, CA) ●Wrote SR 127, commemorating the 40th year of the Briggs’ Initiative’s defeat ●Edited bill language, particularly the California Internet Consumer Protection and Net Neutrality Act ●Presented court cases to the Senator regarding the constitutionality of his bills SKILLS Campaign management, policy writing, program evaluations, public speaking, political organization, public communications, cultural awareness, social media marketing, Adobe Illustrator proficiency, fluent in Tagalog PRESENTATIONS Social Media Workshop at Contra Costa Young Democrats (Sept 2020) ●Hosted a workshop for candidates about navigating and developing their social media strategy Under 30 Making Change at Rock the Congress (Oct 2019) ●Spoke on best strategies and approaches for youth about entering politics PROFESSIONAL AFFILIATIONS Digital Director at Contra Costa Young Democrats (Apr 2017 — Present), Founder at Book Club Campaign (Jul 2020 — Present), Founder & President of College Democrats of Diablo Valley College (Aug 2017 — May 2019), Organizer at March for Our Lives Walnut Creek (Mar 2018), Newsletter Editor at Diablo Valley Literacy Council (Mar 2017 — Apr 2019) 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1115 Name: Status:Type:Consent Item Passed File created:In control:12/1/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPOINT, in lieu of election, Chris Mazotti to serve on the Board of Trustees of Reclamation District 799 (Hotchkiss Tract) for a four year term commencing December 2023 and ending December 2027, as recommended by the County Administrator. Attachments:1. Reclamation District 799 Letter 11.17.23 Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Monica Nino, County Administrator Report Title:Reclamation District 799 (Hotchkiss Tract) Board of Trustees Appointment ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPOINT, in lieu of election, Chris Mazotti to serve on the Board of Trustees of Reclamation District 799 (Hotchkiss Tract) for a term of four years commencing December 2023 and ending December 2027, as recommended by the County Administrator. FISCAL IMPACT: None. BACKGROUND: In October 2023, the Board of Supervisors received correspondence from Dina Holder, District Secretary for Reclamation District 799, requesting appointments to the Board of Trustees of the District in lieu of election. Ms. Holder reported that the Board of Trustees of the District, at its regular meeting on July 27, 2023, adopted a resolution to call for an all-mailed ballot election to fill two four-year terms set to expire in December 2023. Subsequent to posting the notice calling for nominations, the District received only two filing petitions, one from Richard Kent and one from David Senior. Therefore, the District election scheduled for November 14, 2023 was uncontested and no election was conducted. The District originally requested that the Board of Supervisors appoint Richard Kent and David Senior to four-year terms each on the Board of Trustees of Reclamation District 799. However, after that request was made Richard Kent submitted his resignation effective immediately. The Board of Supervisors received subsequent correspondence from Dina Holder requesting that the Board of Supervisors thus only appoint David Senior to the Board of Trustees of Reclamation District 799 for a term of four years, commencing in December 2023 and ending December 2027. The Board of Supervisors made this appointment at their October 17, 2023 meeting. CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1115,Version:1 The Board of Supervisors received further correspondence from Ms. Holder in November 2023 which stated that the Board of Trustees of the Reclamation District voted to recommend that Chris Mazotti be appointed to fill the trustee seat left vacant by Mr. Kent’s resignation. The Board of Trustees requests that Chris Mazotti be appointed in lieu of election for a term commencing December 2023 and ending December 2027. CONSEQUENCE OF NEGATIVE ACTION: The proposed nominee to the Board of Trustees for Reclamation District 799 (Hotchkiss Tract) would not be approved, which may hinder the Board of Trustees in achieving a quorum and conducting the District's business. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1116 Name: Status:Type:Consent Item Passed File created:In control:11/29/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:REAPPOINT Sefanit Mekuria, MD to the Health Services Department – Public Health Seat on the Los Medanos Health Advisory Committee for a term ending December 31, 2026, as recommended by the Health Services Director. (No fiscal impact) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Reappointment to the Los Medanos Health Advisory Committee ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: REAPPOINT Sefanit Mekuria, MD to the Los Medanos Health Advisory Committee, Health Services Department, Public Health Division Seat for a term ending December 31, 2026, as recommended by the Health Services Director. FISCAL IMPACT: There is no fiscal impact for this action. BACKGROUND: The Los Medanos Community Health Advisory Committee (the "LMHAC") was created by the Board of Supervisors in 2018 as pursuant to the terms and conditions approved by LAFCo to dissolve the LMCHD. The purpose of the LMHAC is to: 1.Develop an area health plan that identifies the major health disparities that impact residents of the former LMCHD service area and establishes priorities for improving health outcomes. The plan will be presented to the Board of Supervisors for review and will not be final unless adopted by the Board of Supervisors. The LMHAC shall submit an updated plan for approval by the Board of Supervisors no less than every five years. 2.Solicit proposals from service providers that are interested in participating the Los Medanos Area Health Plan Grant Program (the "Grant Program") and are capable of addressing the priorities outlined in the adopted plan. Funding for grants will be provided from (i) a special fund established by the Auditor-Controller, at the direction of the Board of Supervisors, that is used to segregate the property tax revenue received by the County as a result of the dissolution of the District, and (ii) any other funds made available to the grant program (e.g. through restricted donations, grants, etc.). CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1116,Version:1 3.Monitor the efficacy of the programs funded by the grant program. 4.Report to the Board of Supervisors no less than once per year on the execution of the adopted plan, the grants provided under the grant program, the results achieved through the adopted plan and the grant program, and other matters that relate to the LMHAC's purpose and duties. Reappointment to the Los Medanos Health Advisory Committee The LMHAC is composed of seven seats nominated to the Board of Supervisors by the following: (2) from the Pittsburg City Council, (2) from the Bay Point Municipal Advisory Council (MAC), (2) from the Health Services Department (one from Public Health and one from Behavioral Health) and (1) from the Internal Operations Committee of the Board of Supervisors. Following the dissolution of the LMCHD and reorganizations of the Mount Diablo and West Contra Costa Healthcare Districts, Contra Costa County Health Services is the sole public provider of healthcare services within the County. The LMHAC includes two representatives from the Health Services department to ensure that both clinical expertise and knowledge of the current publicly provided healthcare infrastructure is present during discussion of how best to recommend funding allocations for former LMCHD property tax revenue to the Board of Supervisors. The Health Services Director recommends the following individual for reappointment to the Public Health Seat on the LMHAC: Dr. Sefanit Mekuria completed a residency in both Pediatrics and Preventive Medicine and received her Master’s in Public Health from University of California, Berkeley. She has worked on several projects throughout Contra Costa Public Health and has supported the communicable disease branch as a medical consultant. Currently, Dr. Mekuria is a Medical Director in Public Health and one of the Deputy Health Officers for the County. Dr. Mekuria works closely with the school-based clinic programs, aiding in any planning for clinics and also supporting the service providers. CONSEQUENCE OF NEGATIVE ACTION: Appointments to the Los Medanos Health Advisory Committee will not be made resulting in the inability of the Committee to begin meeting to review services and programs previously provided by the Los Medanos Community Healthcare District and make recommendations to the Board of Supervisors. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:223-1117 Name: Status:Type:Consent Item Passed File created:In control:11/29/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:REAPPOINT Leslie Gleason, Wayne Earl, Tony Ucciferri, and Shawn Ray, and APPOINT Carolyn Foudy, Nicole Green, Hope Dixon, Dani Jimenez, Jazmin Ridley and Kristin Alvarez to seats on the Council on Homelessness, as recommended by the Family and Human Services Committee. Attachments:1. Council on Homelessness Applicant Roster 2023, 2. 2023 Nominating Scoring Rubric, 3. Applications of Recommended Applicants 2023 Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 2 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Appointments and Reappointments to the Council on Homelessness ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: 1.REAPPOINT the following candidates for seats on the Council on Homelessness for two-year terms ending December 31, 2025: ·CoC/ESG Program Grantee Representative Gleason, Leslie ·Faith Representative Earl, Wayne ·Public Housing Authority Representative Ucciferri, Tony ·Public Safety Representative Ray, Shawn 2.APPOINT the following candidates for seats on the Council on Homelessness for two-year terms ending December 31, 2025: ·Employment and Human Services Department Foudy, Carolyn ·Reentry Services Representative Green, Nicole ·Community Member Representative Dixon, Hope 3.APPOINT the following candidates for seats on the Council on Homelessness for two-year terms ending December 31, 2024: ·Behavioral Health Representative Jimenez, Dani CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1117,Version:2 ·City Government Representative Ridley, Jazmin ·Youth Representative Alvarez, Kristin FISCAL IMPACT: There is no fiscal impact for this action. BACKGROUND: As an Advisory Board of the Board of Supervisors and to the Continuum of Care, the Council on Homelessness (COH) assists and provides guidance in the development and implementation of long-range planning and policy formulation of homeless issues in Contra Costa County. The bylaws stipulate the names of the seats, which are designed to best represent key stakeholders working to address homelessness in Contra Costa. The terms are two years, and every year approximately half of the 19 seats on the Council expire. The COH is recommending 10 candidates for open seats. Homeless Continuum of Care Health, Housing and Homeless Services Division staffs the Council on Homelessness, which functions as both an advisory board to the Board of Supervisors and the governing board of the Contra Costa County Homeless Continuum of Care. The Council provides advice and input to the Board of Supervisors on the operations of homeless services, program operations, and program development efforts in Contra Costa County. CONSEQUENCE OF NEGATIVE ACTION: Failure to appoint members will likely reduce public participation in the Council on Homelessness and impact meeting quorum. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 2023 Council on Homelessness Applicants Seat Name First Name Last Name District Behavioral Health Representative Ashling Cole 5 Behavioral Health Representative William Cooper 5 Behavioral Health Representative Jim Grey 5 Behavioral Health Representative Dani Jimenez 4 Behavioral Health Representative Kennisha Johnson 4 Behavioral Health Representative Karly link 4 City Government Representative Leng Power 1 City Government Representative Jazmin Ridley 3 CoC/ESG Program Grantee Representative Larischa Dorton N/A CoC/ESG Program Grantee Representative Lauren Finley 4 CoC/ESG Program Grantee Representative Leslie Gleason 4 CoC/ESG Program Grantee Representative Ralph Payton 1 Community Member Representative Bernadette Butler 1 Community Member Representative Cynthia Michelle Chavez 3 Community Member Representative Karen Coleman 3 Community Member Representative Hope Dixon 1 Community Member Representative Henry Fockler 5 Community Member Representative Judith Herman 4 Community Member Representative Taran Jessi 1 Community Member Representative Kalaya Jones 5 Community Member Representative Irene Lo 2 Community Member Representative Lomo Lomo 4 Community Member Representative Kelly McKinley 4 Community Member Representative Natasha Paddock 5 Community Member Representative Clayton Price-Brown 1 Community Member Representative Nubia Ramirez 4 Community Member Representative Michelle Rodriguez 4 Community Member Representative Idongesit Umana 5 Community Member Representative Brendi Velasquez 2 Community Member Representative Phil Williamson 1 Employment and Human Services Department Carolyn Foudy N/A Faith Representative Wayne Earl 1 Public Housing Authority Representative Tony Ucciferri 4 Public Safety Representative Shawn Ray 2 Public Safety Representative Contesa Tate 5 Reentry Services Representative Nicole Green 5 Reentry Services Representative Randy Scott 3 Youth Representative (must be between the ages o Kristin Alvarez 5 Youth Representative (must be between the ages o Maurisha Brown 1 SUPPLEMENTAL APPLICATION QUESTIONS Skills, Relationships, Resources, and Experiences (12 points max) Applicant’s response lists specific skills, relationships, or resources they can bring to a specific vacant seat on the COH. Response demonstrates a professional or personal commitment to alleviating homelessness that relates to focus of the vacant seat selected. (12 pts) for a response that demonstrates specific skills, relationships, or resources related to the vacant seat AND professional or personal commitment to alleviating homelessness within the topic or field related to the vacant seat selected (6 pts) for a response that demonstrates specific skills, relationships, or resources related to the vacant seat OR professional or personal commitment to alleviating homelessness within the topic or field related to the vacant seat selected Personal Connection to Homelessness (12 points max) Applicant’s response reflects lived experience or connection to someone with lived experience. (12 pts) for applicant currently experiencing homelessness (as self-identified) (10 pts) for applicant with experience of homelessness within the past 7 years (as self-identified) (8 pts) for applicant with experience of homelessness at some point within their life (as self-identified) (4 pts) for connection to someone with lived experience (0 pts) for no personal lived experience Working with and in Diverse Populations (12 points max) Applicant's response reflects a commitment working with and in diverse populations. Connections to Organizations/Agencies Who Serve Unhoused People (10 points max) Applicant will contribute to expanding the reach of the Council in terms of connections to organization or agencies who serve various homeless subpopulations such as: persons with chronic substance abuse issues, persons with serious mental illness, persons experiencing chronic homelessness, persons with HIV/AIDS, veterans, families with children, unaccompanied youth, victims of domestic violence, dating violence, sexual assault, and stalking, and seniors. (10 pts) for contributing to expanding the the reach of the Council in terms of affiliation with organizations or agencies who serve various homeless subpopulations (5 pts) for maintaining the current balance of the Council in terms of affiliation with organizations or agencies who serve various homeless subpopulations (1 pt) for contributing to less balanced Council in terms of affiliation with organizations or agencies who serve various homeless subpopulations Critical Thinking to Address Homelessness in Contra Costa (12 points max) Applicant’s response demonstrates knowledge and critical thinking on how to address homelessness in Contra Costa. Response also demonstrates unique expertise, opinions, and viewpoints on homelessness issues. (12 pts) for demonstrating impressive knowledge, critical thinking, and a unique point of view (6 pts) for demonstrating some knowledge, critical thinking and/or a unique point of view (1 pt) for demonstrating very little knowledge, critical thinking, and/or a unique point of view NOTE: This factor will also be used as a tiebreaker should the leading applicants for a seat fall within 2 points. In that scenario, the highest average score in this factor will break the tie. Participation in System Meetings (3 points max) Applicant’s response shows active participation in system meetings or other types of relevant community participation (3 pts) for YAC or other lived experience board members or participation at 3 or more CoC and/or CoH meetings (2 pts) for participation at 1-2 CoC and/or CoH meetings (0 pts) for no participation at CoC and/or CoH meetings Commitment to Housing First Approach (5 points max) Applicant’s response shows alignment with and commitment to the COH Guiding Principle and Housing First approach. (5 pts) (5 pts) for "YES" (3 pts) for any response expressing views contrary or conflicting with Housing First but commitment to COH Guiding Principle (Disqualifying) for "no" without an explanation Ability to Actively Participate (9 points max) Applicant’s response reflects ability to be an active participant of Council on Homelessness meetings (9 pts) for "YES" (4.5 pts) for some conflicts (Disqualifying) if applicant is unable to attend CoH meeting or other monthly meetings Balancing Geographic Representation (5 points max) Applicant will contribute to a more balanced Council in terms of geographic representation (5 pts) for applicant likely contributing to a more balanced Council in terms of geographic representation (0 pts) for applicant not impacting balance of Council in terms of geographic representation COUNTY APPLICATION QUESTIONS Conflict of Interest Policy Is the applicant able to comply with the Conflict of Interest Policy? (Y/N) If N, the applicant may be disqualified from participation on the CoH. Qualifications (5 points max) Applicant’s response shows prior board/volunteer and/or leadership experiences or any relevant experience. (5 pts) for homeless or homeless-adjacent board/volunteer experience (including Youth Action Council) (3 pts) for significant non homelessness related board/volunteer experience (2 pts) for all other listed board/volunteer and/or leadership experience Submit Date: Sep 26, 2023 First Name Middle Initial Last Name Home Address Suite or Apt City State Postal Code Primary Phone Email Address Employer Job Title Contra Costa County Boards & Commissions Application Form Profile District Locator Tool Resident of Supervisorial District: District 4 Length of Employment 1+ years Do you work in Contra Costa County? Yes No If Yes, in which District do you work? District 4 How long have you lived or worked in Contra Costa County? 27 years Are you a veteran of the U.S. Armed Forces? Yes No Board and Interest Which Boards would you like to apply for? Contra Costa Council on Homelessness: Submitted Danielle M Jimenez Concord CA Contra Costa County Mental health community support worker Danielle M Jimenez Seat Name Governance & Finance Have you ever attended a meeting of the advisory board for which you are applying? Yes No If Yes, how many meetings have you attended? Education Select the option that applies to your high school education * High School Diploma College/ University A Name of College Attended California State University San Marcis Degree Type / Course of Study / Major AA/Women Studies Degree Awarded? Yes No College/ University B Name of College Attended Diablo Valley College Degree Type / Course of Study / Major AA/Psychology Degree Awarded? Yes No College/ University C Name of College Attended Degree Type / Course of Study / Major Danielle M Jimenez Upload a Resume Degree Awarded? Yes No Other Trainings & Occupational Licenses Other Training A SPIRIT Certification Certificate Awarded for Training? Yes No Other Training B Medi-Cal Certified Peer Support Specialist Certificate Awarded for Training? Yes No Occupational Licenses Completed: Qualifications and Volunteer Experience Please explain why you would like to serve on this particular board, commitee, or commission. I would like to expand my knowledge surrounding the unhoused population of the county, as well as learn how to be a more equipped advocate for unhoused folk in Contra Costa. Describe your qualifications for this appointment. (NOTE: you may also include a copy of your resume with this application) I currently am a lead CSW at the A3 Miles Hall call center and mobile crisis response team. With the experience of serving my community who are either in mental health crisis or substance use crisis, this can be a quite diverse population. Would you like to be considered for appointment to other advisory bodies for which you may be qualified? Yes No Do you have any obligations that might affect your attendance at scheduled meetings? Yes No Danielle M Jimenez If Yes, please explain: I am a member of AA and meet once a week with my sponsor as well as attend 12-step meetings. If needed, I may need to attend a meeting or meet with sponsees. Are you currently or have you ever been appointed to a Contra Costa County advisory board? Yes No If Yes, please list the Contra Costa County advisory board(s) on which you are currently serving: If Yes, please also list the Contra Costa County advisory board(s) on which you have previously served: List any volunteer or community experience, including any advisory boards on which you have served. N/A Conflict of Interest and Certification Do you have a familial or financial relationship with a member of the Board of Supervisors? (Please refer to the relationships listed under the "Important Information" section below or Resolution No. 2021/234) Yes No If Yes, please identify the nature of the relationship: N/A Do you have any financial relationships with the County such as grants, contracts, or other economic relationships? Yes No If Yes, please identify the nature of the relationship: N/A Danielle M Jimenez View results Anonymous 52:42 Time to complete 33 Respondent About the Supplemental Questions for the Council on Homelessness Membership Application The following questions will be used by the Council on Homelessness’ Nominating Panel to identify diverse applicants that can contribute unique expertise and perspectives to the Council. Answers to these questions will be evaluated in relation to the experience and qualifications desired for available member seats. Please carefully consider how your personal experiences, professional experiences, and values will contribute meaningfully to the Council on Homelessness’ and the Contra Costa County Homeless Continuum of Care’s efforts to make homeless- ness rare, brief, and non-recurring. Please note, there are two required elements of the Council on Homelessness application, these “Supplemental Questions” and the County Application. You must complete both compo- nents of the application by September 28, 2023 at 5PM. For more information, about applying to the Council on Homelessness, please review the Council on Homelessness Board Recruitment FAQ document here: https://cchealth.org/h3/coc/council.php#Join. Please note, this form can also be filled out as a Word document and emailed to Council on Homelessness. If you need accommodations to complete the application or the Microsoft Word version of the application, please contact Jaime Jenett, Staff to the Council, by emailing cchomelesscouncil@cchealth.org or calling or texting (925) 464-0152. Supplemental Questions Behavioral Health Representative City Government Representative CoC/ESG Program Grantee Representative Community Member Representative Employment and Human Services Representative Faith Community Representative Public Housing Authority Representative Public Safety Representative Reentry Services Representative Youth Representative (must be between the ages of 17-24) Which vacant Council on Homelessness seat are you applying for? * 1. Please briefly describe any special skills, relationships, or resources you would bring to this specific seat. If applicable, please describe any experiences that demonstrate a past professional or personal commitment to addressing and alleviating homelessness within the topic or field related to the vacant seat. (400 word maximum) * 2. Currently I work as a lead Mental health community support worker for the Contra Costa County's mobile crisis response team called A3 Miles Hall call center. My experience includes visiting clients in the community who may be in either a mental health crisis or substance use crisis or are co-occurring. I work alongside clinicians, as well as substance use counselors and fellow peer support workers. I come from lived experience as a mental health consumer and someone who is in recovery for drugs & alcohol. Personally, this is my purpose work and thoroughly enjoy what I do and want to learn more about how I can be a better peer, ally, and advocate to unhoused folks in this county. I am a person currently experiencing homelessness and living in a shelter or location not meant for human habitation (e.g., in a tent). I am a person who experienced homelessness within the past 7 years but is currently housed. I am a person who experienced homelessness more than 7 years ago but is currently housed. I am a family member of someone who has experienced homelessness I am none of the above but still invested in addressing homelessness in Contra Costa County. I would prefer not to respond Please identify your personal connections with homelessness by selecting one of the options below: * 3. Individuals experiencing homelessness in Contra Costa County come from diverse backgrounds (in terms of abilities, ages, sexual and gender identities, immigration statuses, and racial, ethnic, and cultural backgrounds). Please describe your approach and experience working with and in diverse populations. * 4. The experience that I would bring to this role would be one of trauma informed care. I regularly meet with clients of diverse backgrounds, the empathy and compassion that I conduct myself with spans to all client as every person I meet, I view as a person I can learn from. Please describe your affiliations with organizations or agencies who serve various homeless subpopulations, such as persons with chronic substance abuse issues, persons with serious mental illness, persons experiencing chronic homelessness, persons with HIV/AIDS, veterans, families with children, unaccompanied youth, seniors, and victims of domestic violence, dating violence, sexual assault, and stalking. Please elaborate on how these affiliations could be beneficial to the work of the Council on Homelessness. (400 word maximum) * 5. The program A3 serves and works with this population directly in many of the crisis calls we tend to on a daily basis. I am also eager to learn and grow from other organizations that are affiliated with serving the unhoused population. Please provide three (3) recommendations for the Contra Costa Continuum of Care that would improve local strategies for addressing homelessness. Your recommendations should come from your personal experiences, professional expertise, and/or observations of Continuum of Care (CoC)/Council on Homelessness (CoH) meetings. Additionally, feel free to draw from current events and other sources of information. (400 word maximum) * 6. Part of homeless to me, is a housing issue and financial compensation issue. The community as a whole having access to affordable housing, as well as being financially compensated for the work that they do is crucial. Having access to affordable mental health options as well as several more shelters/respite centers around the community would be great options for unhoused folks. 3 or more meetings 1-2 meetings 0 meetings Please state how many Continuum of Care (CoC), Council on Homelessness (CoH), or Youth Advisory Council (YAC) meetings you have previously attended. * 7. Yes No The Council is committed to the Housing First approach (meaning no barriers or requirements as a prerequisite to housing, including sobriety, religious affiliation, or other structure not required for housing) and has established this Guiding Principle: Homelessness is first a housing issue, and necessary supports and services are critical to help people remain housed. Our system must be nimble and flexible enough to respond through the shared responsibility, accountability, and transparency of the community. Are you in support of the Housing First approach and Guiding Principle described above? * 8. I can be available for 2 or more IN PERSON meetings per month, including the standing monthly COH meeting the first Thursday of every month from 1pm to 3pm. I can be available only for the standing IN PERSON monthly COH meeting the first Thursday of every month from 1pm to 3pm. I am not available for the standing monthly COH meeting, but can make other meetings 2 or more times per month. I am not available for the standing monthly COH meeting and may not be able to make other meetings more than once per month. Council on Homelessness meetings take place on the first Thursday of the month from 1 pm – 3pm in Martinez. Members of the Council are also expected to participate in at least one committee or workgroup, which typically meet on a monthly basis. All Councilmembers are expected to attend meetings in person and can only attend virtually twice per calendar year under very narrow circumstances. Additionally, Councilmembers may miss up to two Council meetings per calendar year. Based on this information, please identify the level of commitment you can provide to the Council on Homelessness by selecting one of the options below: * 9. Far East Contra Costa County (for example: Discovery Bay, Bethel Island) East Contra Costa County (for example: Bay Point, Pittsburg, Antioch, Brentwood) Central Contra Costa County (for example: Martinez, Pleasant Hill, Concord, Walnut Creek) South Contra Costa County (for example: Alamo, Danville, San Ramon) West Contra Costa County (for example: El Cerrito, San Pablo, Richmond, Pinole, Hercules, Rodeo) I spend an equal amount of time in all five geographic areas listed above. Which of the following geographic areas do you spend the most time in? * 10. Demographic Information (Optional) The Council aims to engage as broad a representation as possible of abilities, ages, sexual and gender identities, immigration statuses, and racial, ethnic, and cultural backgrounds, and ge- ographical representation within the County. Responses to the following questions are optional and will be considered in aggregate to ensure that we have recruited a diverse pool of ap- plicants. The Nominating Panel will not review applicants’ responses to the following questions. What are your pronouns (for example: she/him/they/ze, etc.)? 11. What is your gender identity (for example: female/male/transgender/non-binary/gender non-conforming, other)? 12. What is your sexual orientation (for example: bisexual/straight/gay/pansexual, other)?13. Transition aged youth (18-24) Adult (25-54) Older Adult (55-61_ Senior (62+) What best describes your age? (Check one)14. White Hispanic/Latino(a)(o)(e)(x) Black/African American/African Native Hawaiian/Pacific Islander American Indian/Alaskan Native/Indigenous Asian American/Asian Multiple Races Other What best describes your race/ethnicity? (Pick as many as apply) 15. Is there any other information you would like to share, including anything that would help us understand how you would contribute to the diverse representation of people and experiences on the Council (for example: lived experience of homelessness, abilities, immigration status, ethnic background, or cultural background)? 16. Contact Information Name * 17. Dani Jimenez Email * 18. Phone Number * 19. Submit Date: Sep 08, 2023 First Name Middle Initial Last Name Home Address Suite or Apt City State Postal Code Primary Phone Email Address Employer Job Title Contra Costa County Boards & Commissions Application Form Profile District Locator Tool Resident of Supervisorial District: N/A - Out of County Length of Employment 2 year 6 months Do you work in Contra Costa County? Yes No If Yes, in which District do you work? 3 How long have you lived or worked in Contra Costa County? 2 year 6 months Are you a veteran of the U.S. Armed Forces? Yes No Board and Interest Which Boards would you like to apply for? Contra Costa Council on Homelessness: Submitted Jazmin K Ridley CA City of Antioch Unhoused Resident Coordinator Jazmin K Ridley Seat Name City Representative Have you ever attended a meeting of the advisory board for which you are applying? Yes No If Yes, how many meetings have you attended? 13+ Education Select the option that applies to your high school education * High School Diploma College/ University A Name of College Attended University of California Davis Degree Type / Course of Study / Major Spanish Degree Awarded? Yes No College/ University B Name of College Attended University of Illinois Urbana Champaign Degree Type / Course of Study / Major Latin American Studies Degree Awarded? Yes No College/ University C Name of College Attended National University Jazmin K Ridley Upload a Resume Degree Type / Course of Study / Major Masters of Public Administration Degree Awarded? Yes No Other Trainings & Occupational Licenses Other Training A Certificate Awarded for Training? Yes No Other Training B Certificate Awarded for Training? Yes No Occupational Licenses Completed: Qualifications and Volunteer Experience Please explain why you would like to serve on this particular board, commitee, or commission. I would like to contribute to the local response to homelessness. The City of Antioch is devising its own program to address homelessness with projects like non-congregate bridge housing, motel vouchers and a shower program. It is vital to align with the county to expand services and be a representative of smaller governments in the boards. Describe your qualifications for this appointment. (NOTE: you may also include a copy of your resume with this application) I have a Masters of Public Administration and I have worked for the City of Antioch as its first Unhoused Resident Coordinator since 2020. Would you like to be considered for appointment to other advisory bodies for which you may be qualified? Yes No Jazmin K Ridley Do you have any obligations that might affect your attendance at scheduled meetings? Yes No If Yes, please explain: Are you currently or have you ever been appointed to a Contra Costa County advisory board? Yes No If Yes, please list the Contra Costa County advisory board(s) on which you are currently serving: If Yes, please also list the Contra Costa County advisory board(s) on which you have previously served: List any volunteer or community experience, including any advisory boards on which you have served. Conflict of Interest and Certification Do you have a familial or financial relationship with a member of the Board of Supervisors? (Please refer to the relationships listed under the "Important Information" section below or Resolution No. 2021/234) Yes No If Yes, please identify the nature of the relationship: Do you have any financial relationships with the County such as grants, contracts, or other economic relationships? Yes No If Yes, please identify the nature of the relationship: Jazmin K Ridley Please Agree with the Following Statement 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 undersand that all information in this application is publicly accessible. I understand that misstatements and/or omissions of material fact may cause forfeiture of my rights to serve on a board, committee, or commission in Contra Costa County. I Agree Important Information 1. This application and any attachments you provide to it is a public document and is subject to the California Public Records Act (CA Government Code §6250-6270). 2. All members of appointed bodies are required to take the advisory body training provided by Contra Costa County. 3. Members of certain boards, commissions, and committees may be required to: (1) file a Statement of Economic Interest Form also known as a Form 700, and (2) complete the State Ethics Training Course as required by AB 1234. 4. Meetings may be held in various locations and some locations may not be accessible by public transportation. 5. Meeting dates and times are subject to change and may occur up to two (2) days per month. 6. Some boards, committees, or commissions may assign members to subcommittees or work groups which may require an additional commitment of time. 7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if he/she is related to a Board of Supervisors' member in any of the following relationships: (1) Mother, father, son, and daughter; (2) Brother, sister, grandmother, grandfather, grandson, and granddaughter; (3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and stepdaughter; (4) Registered domestic partner, pursuant to California Family Code section 297; (5) The relatives, as defined in 1 and 2 above, for a registered domestic partner; (6) Any person with whom a Board Member shares a financial interest as defined in the Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or business associate. Jazmin K Ridley View results Anonymous 15:44 Time to complete 2 Respondent About the Supplemental Questions for the Council on Homelessness Membership Application The following questions will be used by the Council on Homelessness’ Nominating Panel to identify diverse applicants that can contribute unique expertise and perspectives to the Council. Answers to these questions will be evaluated in relation to the experience and qualifications desired for available member seats. Please carefully consider how your personal experiences, professional experiences, and values will contribute meaningfully to the Council on Homelessness’ and the Contra Costa County Homeless Continuum of Care’s efforts to make homeless- ness rare, brief, and non-recurring. Please note, there are two required elements of the Council on Homelessness application, these “Supplemental Questions” and the County Application. You must complete both compo- nents of the application by September 28, 2023 at 5PM. For more information, about applying to the Council on Homelessness, please review the Council on Homelessness Board Recruitment FAQ document here: https://cchealth.org/h3/coc/council.php#Join. Please note, this form can also be filled out as a Word document and emailed to Council on Homelessness. If you need accommodations to complete the application or the Microsoft Word version of the application, please contact Jaime Jenett, Staff to the Council, by emailing cchomelesscouncil@cchealth.org or calling or texting (925) 464-0152. Supplemental Questions Behavioral Health Representative City Government Representative CoC/ESG Program Grantee Representative Community Member Representative Employment and Human Services Representative Faith Community Representative Public Housing Authority Representative Public Safety Representative Reentry Services Representative Youth Representative (must be between the ages of 17-24) Which vacant Council on Homelessness seat are you applying for? * 1. Please briefly describe any special skills, relationships, or resources you would bring to this specific seat. If applicable, please describe any experiences that demonstrate a past professional or personal commitment to addressing and alleviating homelessness within the topic or field related to the vacant seat. (400 word maximum) * 2. I currently work as the Unhoused Resident Coordinator for the City of Antioch. I work to establish relationships with stakeholders to support programs that assist unhoused residents. Our most recent projects include the Opportunity Village Bridge Housing, Laundry Voucher Program and Shower Ministry support. I also work closely with Teri House on supporting the City with Housing options. I am a person currently experiencing homelessness and living in a shelter or location not meant for human habitation (e.g., in a tent). I am a person who experienced homelessness within the past 7 years but is currently housed. I am a person who experienced homelessness more than 7 years ago but is currently housed. I am a family member of someone who has experienced homelessness I am none of the above but still invested in addressing homelessness in Contra Costa County. I would prefer not to respond Please identify your personal connections with homelessness by selecting one of the options below: * 3. Individuals experiencing homelessness in Contra Costa County come from diverse backgrounds (in terms of abilities, ages, sexual and gender identities, immigration statuses, and racial, ethnic, and cultural backgrounds). Please describe your approach and experience working with and in diverse populations. * 4. As a woman of color, I am constantly working to approach services with a lens of equity. I understand that there is a disproportionate representation of BIPOC and queer people who experience homelessness and I understand the importance of serving them in a culturally competent way. Please describe your affiliations with organizations or agencies who serve various homeless subpopulations, such as persons with chronic substance abuse issues, persons with serious mental illness, persons experiencing chronic homelessness, persons with HIV/AIDS, veterans, families with children, unaccompanied youth, seniors, and victims of domestic violence, dating violence, sexual assault, and stalking. Please elaborate on how these affiliations could be beneficial to the work of the Council on Homelessness. (400 word maximum) * 5. I work with a variety of agencies including BACS, as our service provider for Opportunity Village, CORE for connecting participants in our system to the broader Continuum of Care, SHARE Community by funding the shower and laundry programs, as well as local stakeholders in ensuring we refer those in need to the services that best fit their needs. Please provide three (3) recommendations for the Contra Costa Continuum of Care that would improve local strategies for addressing homelessness. Your recommendations should come from your personal experiences, professional expertise, and/or observations of Continuum of Care (CoC)/Council on Homelessness (CoH) meetings. Additionally, feel free to draw from current events and other sources of information. (400 word maximum) * 6. - Expand outreach opportunities. CORE is an excellent resource, but is spread very thin. - Host meetings that include more City representatives, giving the opportunity for collaboration and networking. This would be similar to the provider meeting, but for those working in city government. -Include summaries of meetings in more laments terms. Many unhoused people, for whom the meetings are about, may not be able to interpret that is going on in the meetings. Having a way to encourage participation and understanding from those with current lived experience would be a great way to gain more perspectives on what is and what is not working in the system. Maybe even include 2 lived experience chairs, one for someone who is currently experiencing homelessness. 3 or more meetings 1-2 meetings 0 meetings Please state how many Continuum of Care (CoC), Council on Homelessness (CoH), or Youth Advisory Council (YAC) meetings you have previously attended. * 7. Yes No The Council is committed to the Housing First approach (meaning no barriers or requirements as a prerequisite to housing, including sobriety, religious affiliation, or other structure not required for housing) and has established this Guiding Principle: Homelessness is first a housing issue, and necessary supports and services are critical to help people remain housed. Our system must be nimble and flexible enough to respond through the shared responsibility, accountability, and transparency of the community. Are you in support of the Housing First approach and Guiding Principle described above? * 8. I can be available for 2 or more IN PERSON meetings per month, including the standing monthly COH meeting the first Thursday of every month from 1pm to 3pm. I can be available only for the standing IN PERSON monthly COH meeting the first Thursday of every month from 1pm to 3pm. I am not available for the standing monthly COH meeting, but can make other meetings 2 or more times per month. I am not available for the standing monthly COH meeting and may not be able to make other meetings more than once per month. Council on Homelessness meetings take place on the first Thursday of the month from 1 pm – 3pm in Martinez. Members of the Council are also expected to participate in at least one committee or workgroup, which typically meet on a monthly basis. All Councilmembers are expected to attend meetings in person and can only attend virtually twice per calendar year under very narrow circumstances. Additionally, Councilmembers may miss up to two Council meetings per calendar year. Based on this information, please identify the level of commitment you can provide to the Council on Homelessness by selecting one of the options below: * 9. Far East Contra Costa County (for example: Discovery Bay, Bethel Island) East Contra Costa County (for example: Bay Point, Pittsburg, Antioch, Brentwood) Central Contra Costa County (for example: Martinez, Pleasant Hill, Concord, Walnut Creek) South Contra Costa County (for example: Alamo, Danville, San Ramon) West Contra Costa County (for example: El Cerrito, San Pablo, Richmond, Pinole, Hercules, Rodeo) I spend an equal amount of time in all five geographic areas listed above. Which of the following geographic areas do you spend the most time in? * 10. Demographic Information (Optional) The Council aims to engage as broad a representation as possible of abilities, ages, sexual and gender identities, immigration statuses, and racial, ethnic, and cultural backgrounds, and ge- ographical representation within the County. Responses to the following questions are optional and will be considered in aggregate to ensure that we have recruited a diverse pool of ap- plicants. The Nominating Panel will not review applicants’ responses to the following questions. What are your pronouns (for example: she/him/they/ze, etc.)? 11. What is your gender identity (for example: female/male/transgender/non-binary/gender non-conforming, other)? 12. What is your sexual orientation (for example: bisexual/straight/gay/pansexual, other)?13. Transition aged youth (18-24) Adult (25-54) Older Adult (55-61_ Senior (62+) What best describes your age? (Check one)14. White Hispanic/Latino(a)(o)(e)(x) Black/African American/African Native Hawaiian/Pacific Islander American Indian/Alaskan Native/Indigenous Asian American/Asian Multiple Races Other What best describes your race/ethnicity? (Pick as many as apply) 15. Is there any other information you would like to share, including anything that would help us understand how you would contribute to the diverse representation of people and experiences on the Council (for example: lived experience of homelessness, abilities, immigration status, ethnic background, or cultural background)? 16. Contact Information Name * 17. Jazmin Ridley Email * 18. Phone Number * 19. Submit Date: Sep 28, 2023 First Name Middle Initial Last Name Home Address Suite or Apt City State Postal Code Primary Phone Email Address Employer Job Title Contra Costa County Boards & Commissions Application Form Profile District Locator Tool Resident of Supervisorial District: District 4 Length of Employment 3.75 years Do you work in Contra Costa County? Yes No If Yes, in which District do you work? 4 How long have you lived or worked in Contra Costa County? 8 years Are you a veteran of the U.S. Armed Forces? Yes No Board and Interest Which Boards would you like to apply for? Contra Costa Council on Homelessness: Submitted Susan L Gleason Walnut Creek CA Trinity Center Executive Director Susan L Gleason Seat Name CoC/ESG Grantee Program Representative Have you ever attended a meeting of the advisory board for which you are applying? Yes No If Yes, how many meetings have you attended? 40-50 Education Select the option that applies to your high school education * High School Diploma College/ University A Name of College Attended Yale University Degree Type / Course of Study / Major B.S./Biology Degree Awarded? Yes No College/ University B Name of College Attended Episcopal Divinity School Degree Type / Course of Study / Major Master of Divinity Degree Awarded? Yes No College/ University C Name of College Attended Degree Type / Course of Study / Major Susan L Gleason Upload a Resume Degree Awarded? Yes No Other Trainings & Occupational Licenses Other Training A Certificate Awarded for Training? Yes No Other Training B Certificate Awarded for Training? Yes No Occupational Licenses Completed: Qualifications and Volunteer Experience Please explain why you would like to serve on this particular board, commitee, or commission. I have served on the Council since 2019 and am eager to continue to support our community's efforts to address and end homelessness. Describe your qualifications for this appointment. (NOTE: you may also include a copy of your resume with this application) Please see Supplemental Application. Would you like to be considered for appointment to other advisory bodies for which you may be qualified? Yes No Do you have any obligations that might affect your attendance at scheduled meetings? Yes No If Yes, please explain: Susan L Gleason Are you currently or have you ever been appointed to a Contra Costa County advisory board? Yes No If Yes, please list the Contra Costa County advisory board(s) on which you are currently serving: Council on Homelessness If Yes, please also list the Contra Costa County advisory board(s) on which you have previously served: List any volunteer or community experience, including any advisory boards on which you have served. Conflict of Interest and Certification Do you have a familial or financial relationship with a member of the Board of Supervisors? (Please refer to the relationships listed under the "Important Information" section below or Resolution No. 2021/234) Yes No If Yes, please identify the nature of the relationship: Do you have any financial relationships with the County such as grants, contracts, or other economic relationships? Yes No If Yes, please identify the nature of the relationship: Trinity Center is a CoC/ESG Grantee, of which I am Executive Director, making me eligible to serve in the CoC/ESG Grantee Program Representative seat. While a fraction of my earned income in this role may come from these contracts, I do not personally have any financial relationships with the County. Please Agree with the Following Statement 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 undersand that all information in this application is publicly accessible. I understand that misstatements and/or omissions of material fact may cause forfeiture of my rights to serve on a board, committee, or commission in Contra Costa County. I Agree Susan L Gleason Important Information 1. This application and any attachments you provide to it is a public document and is subject to the California Public Records Act (CA Government Code §6250-6270). 2. All members of appointed bodies are required to take the advisory body training provided by Contra Costa County. 3. Members of certain boards, commissions, and committees may be required to: (1) file a Statement of Economic Interest Form also known as a Form 700, and (2) complete the State Ethics Training Course as required by AB 1234. 4. Meetings may be held in various locations and some locations may not be accessible by public transportation. 5. Meeting dates and times are subject to change and may occur up to two (2) days per month. 6. Some boards, committees, or commissions may assign members to subcommittees or work groups which may require an additional commitment of time. 7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if he/she is related to a Board of Supervisors' member in any of the following relationships: (1) Mother, father, son, and daughter; (2) Brother, sister, grandmother, grandfather, grandson, and granddaughter; (3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and stepdaughter; (4) Registered domestic partner, pursuant to California Family Code section 297; (5) The relatives, as defined in 1 and 2 above, for a registered domestic partner; (6) Any person with whom a Board Member shares a financial interest as defined in the Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or business associate. Susan L Gleason View results Anonymous 1543:57 Time to complete 46 Respondent About the Supplemental Questions for the Council on Homelessness Membership Application The following questions will be used by the Council on Homelessness’ Nominating Panel to identify diverse applicants that can contribute unique expertise and perspectives to the Council. Answers to these questions will be evaluated in relation to the experience and qualifications desired for available member seats. Please carefully consider how your personal experiences, professional experiences, and values will contribute meaningfully to the Council on Homelessness’ and the Contra Costa County Homeless Continuum of Care’s efforts to make homeless- ness rare, brief, and non-recurring. Please note, there are two required elements of the Council on Homelessness application, these “Supplemental Questions” and the County Application. You must complete both compo- nents of the application by September 28, 2023 at 5PM. For more information, about applying to the Council on Homelessness, please review the Council on Homelessness Board Recruitment FAQ document here: https://cchealth.org/h3/coc/council.php#Join. Please note, this form can also be filled out as a Word document and emailed to Council on Homelessness. If you need accommodations to complete the application or the Microsoft Word version of the application, please contact Jaime Jenett, Staff to the Council, by emailing cchomelesscouncil@cchealth.org or calling or texting (925) 464-0152. Supplemental Questions Behavioral Health Representative City Government Representative CoC/ESG Program Grantee Representative Community Member Representative Employment and Human Services Representative Faith Community Representative Public Housing Authority Representative Public Safety Representative Reentry Services Representative Youth Representative (must be between the ages of 17-24) Which vacant Council on Homelessness seat are you applying for? * 1. This was selected in error. She meant to select CoC/ESG Program Grantee Please briefly describe any special skills, relationships, or resources you would bring to this specific seat. If applicable, please describe any experiences that demonstrate a past professional or personal commitment to addressing and alleviating homelessness within the topic or field related to the vacant seat. (400 word maximum) * 2. As a leader working within two Contra Costa organizations which support program participants with HUD Continuum of Care and/or Emergency Solutions Grant funds (SHELTER, Inc. from 2015-2019 and Trinity Center from 2020 to now), it has been my honor to serve in this seat for two terms, since 2019. If recommended for another term, I look forward to bringing my years of experience and relationships (15 in the Bay Area, and nearly 40 over the span of my life), including involvement in Oversight, Coordinated Entry, Point-in-Time Count, and Homeless Awareness Month committees, and continuing my more recent engagement in our COH Equity initiatives to improve our system of care, strengthen our partner agencies, and bring forward new ideas and capacities to reduce unsheltered homelessness and related issues in Contra Costa County. At Trinity Center, a small organization dedicated to meeting the daily needs of those we serve with compassion and offering support and coaching for people as they work toward their housing, income, health, and personal goals for the future, I have daily interaction with, and am entrusted with direct feedback, compliments, and suggestions for improvement from our members—over lunch, in the hall, even in the parking lot—and consider it my privilege to then share this information with others—donors, community groups, organizations, potential partners, government leaders and, of course, the Council on Homelessness. I am a person currently experiencing homelessness and living in a shelter or location not meant for human habitation (e.g., in a tent). I am a person who experienced homelessness within the past 7 years but is currently housed. I am a person who experienced homelessness more than 7 years ago but is currently housed. I am a family member of someone who has experienced homelessness I am none of the above but still invested in addressing homelessness in Contra Costa County. I would prefer not to respond Please identify your personal connections with homelessness by selecting one of the options below: * 3. Individuals experiencing homelessness in Contra Costa County come from diverse backgrounds (in terms of abilities, ages, sexual and gender identities, immigration statuses, and racial, ethnic, and cultural backgrounds). Please describe your approach and experience working with and in diverse populations. * 4. Our system of care, led by H3 and the Council on Homelessness has worked hard to educate ourselves and others on the effects, both historic and current, of inequity, structural racism, and other injustices facing those who turn to us for support. Through these efforts, lifelong self-education, and my personal lived experience as a part of the LGBTQIA community and a multi-racial family which includes persons with disabilities, I am deeply committed to standing in solidarity with marginalized people and to actions that move us in the direction of greater engagement, inclusion, and access on all levels. This includes everything from posting “visuals” at Trinity Center that show our welcome and affirmation, using non-gender specific/pronoun language in personal and professional settings, actively seeking to expand diversity among our staff and Board, moving forward with John Muir Health Foundation’s support on organization-level work to address Structural Racism, and participation on the COH Equity Committee. We have a long way to go, and more people to bring into this process, but as more supporters join our efforts, I believe we will see results in our CoC and in the lives of people who trust us to be their allies. Please describe your affiliations with organizations or agencies who serve various homeless subpopulations, such as persons with chronic substance abuse issues, persons with serious mental illness, persons experiencing chronic homelessness, persons with HIV/AIDS, veterans, families with children, unaccompanied youth, seniors, and victims of domestic violence, dating violence, sexual assault, and stalking. Please elaborate on how these affiliations could be beneficial to the work of the Council on Homelessness. (400 word maximum) * 5. Trinity Center engages with a wide variety of social service organizations--providing services, education, referrals and advocacy “back and forth” –including White Pony Express, Loaves and Fishes Contra Costa, Food Bank of Contra Costa and Solano County, Health Care for the Homeless, Hope Solutions, NAMI Contra Costa, Rainbow Community Center, Support4Recovery, Discovery House, Insight Housing, SHELTER, Inc., STAND!, Family Justice Centers, GROW, GRIP, Opportunity Junction, Rubicon, BACS, Monument Crisis Center, and Monument Impact to name a few, as well as the full range of public services, to connect people of many backgrounds and life situations with effective, culturally-sensitive services. Our Transition-Age Youth/Young Adult Program was launched two years ago to provide outreach and services to this growing portion of our community population, and even though it has been impacted by the COVID pandemic, we are successfully engaged with youth, with organizations focusing on youth—schools, colleges, health resources, RCC, etc. and actively involved in the County’s efforts to develop coordinated, youth-designed services and compete for upcoming HUD Youth Homeless Demonstration Program (YHDP) funding. Trinity Center actively participates in the robust, community-based work of the Walnut Creek Homeless Task Force and will soon be launching our annual seasonal winter Emergency Shelter Program, which brings in a wide variety of local stakeholders. As the City of Concord has pursued its Homeless Strategic Plan through a City Council-named Working Group of residents, I have attended most meetings and presented on Trinity Center’s services and approach, in order to support this important effort to bring a coordinated, solutions-oriented plan to address homelessness in their community and be part of their future service plans. Finally, Contra Costa County continues to join with other counties to build regional connections and solutions, and, frankly, as people within our county have to search farther and longer for shelter and housing options, I offer my personal connections with several Alameda County homeless and housing service organizations across which can offer additional ideas and resources for those we serve. Please provide three (3) recommendations for the Contra Costa Continuum of Care that would improve local strategies for addressing homelessness. Your recommendations should come from your personal experiences, professional expertise, and/or observations of Continuum of Care (CoC)/Council on Homelessness (CoH) meetings. Additionally, feel free to draw from current events and other sources of information. (400 word maximum) * 6. As a person with direct service and leadership experience in the intersectional areas of housing, homelessness, food insecurity and workforce development for nearly 40 years, I wish we could say that we have all the answers to address—and end once and for all--our community housing crisis. I firmly believe, and work every day to ensure, that we can continuously improve our services and systems to better prevent and/or reduce the incidence, length, or returns to homelessness of people in Contra Costa County. The tools are there—we need to keep working hard to coordinate the resources, practices, and people-power to achieve this goal together. I believe that by continuing in this role on the Council, I can make a significant contribution to these efforts. Three of my recommendations (and anyone who know me knows that I have lots of ideas and opinions!) include: 1) Continue our education, advocacy, and policy/procedure actions to increase meaningful engagement by persons with lived experience and to achieve equitable programs and outcomes. These efforts are crucial to develop a system that is informed, trustworthy and effective not just in the short-term, but leading to long-lasting and systemic change. 2) Increase our emergency shelter/interim housing capacity. It is painful to see so many people we serve each day at Trinity Center calling 211 desperately to get a warming center bed. At the same time, I recognize that we do not want to use precious resources to build out a shelter system, because we should be aiming toward increasing accessible, affordable housing options for people with a wide variety of needs across the entire County, with and without tenancy stabilization services. 3) As we continue to shift more and more of our HUD CoC funding to permanent supportive housing (PSH) programs, continue to redevelop and increase funding, program, and capacity for rapid rehousing/rapid exit needs within our system of care. These types of assistance are effective for meeting the needs of people who do not need PSH, and can fairly quickly regain housing but still need the upfront financial lease-up assistance. Wit these resources, it will be important to ensure that there is transparency, rapid processing of applications, “real-time” tracking of remaining available funds, and strong communication about these resources with all providers within our system of care across the entire County so they can confidently provide complete and accurate information to people needing this type of assistance. 3 or more meetings 1-2 meetings 0 meetings Please state how many Continuum of Care (CoC), Council on Homelessness (CoH), or Youth Advisory Council (YAC) meetings you have previously attended. * 7. Yes No The Council is committed to the Housing First approach (meaning no barriers or requirements as a prerequisite to housing, including sobriety, religious affiliation, or other structure not required for housing) and has established this Guiding Principle: Homelessness is first a housing issue, and necessary supports and services are critical to help people remain housed. Our system must be nimble and flexible enough to respond through the shared responsibility, accountability, and transparency of the community. Are you in support of the Housing First approach and Guiding Principle described above? * 8. I can be available for 2 or more IN PERSON meetings per month, including the standing monthly COH meeting the first Thursday of every month from 1pm to 3pm. I can be available only for the standing IN PERSON monthly COH meeting the first Thursday of every month from 1pm to 3pm. I am not available for the standing monthly COH meeting, but can make other meetings 2 or more times per month. I am not available for the standing monthly COH meeting and may not be able to make other meetings more than once per month. Council on Homelessness meetings take place on the first Thursday of the month from 1 pm – 3pm in Martinez. Members of the Council are also expected to participate in at least one committee or workgroup, which typically meet on a monthly basis. All Councilmembers are expected to attend meetings in person and can only attend virtually twice per calendar year under very narrow circumstances. Additionally, Councilmembers may miss up to two Council meetings per calendar year. Based on this information, please identify the level of commitment you can provide to the Council on Homelessness by selecting one of the options below: * 9. Far East Contra Costa County (for example: Discovery Bay, Bethel Island) East Contra Costa County (for example: Bay Point, Pittsburg, Antioch, Brentwood) Central Contra Costa County (for example: Martinez, Pleasant Hill, Concord, Walnut Creek) South Contra Costa County (for example: Alamo, Danville, San Ramon) West Contra Costa County (for example: El Cerrito, San Pablo, Richmond, Pinole, Hercules, Rodeo) I spend an equal amount of time in all five geographic areas listed above. Which of the following geographic areas do you spend the most time in? * 10. Demographic Information (Optional) The Council aims to engage as broad a representation as possible of abilities, ages, sexual and gender identities, immigration statuses, and racial, ethnic, and cultural backgrounds, and ge- ographical representation within the County. Responses to the following questions are optional and will be considered in aggregate to ensure that we have recruited a diverse pool of ap- plicants. The Nominating Panel will not review applicants’ responses to the following questions. What are your pronouns (for example: she/him/they/ze, etc.)? 11. What is your gender identity (for example: female/male/transgender/non-binary/gender non-conforming, other)? 12. What is your sexual orientation (for example: bisexual/straight/gay/pansexual, other)?13. Transition aged youth (18-24) Adult (25-54) Older Adult (55-61_ Senior (62+) What best describes your age? (Check one)14. White Hispanic/Latino(a)(o)(e)(x) Black/African American/African Native Hawaiian/Pacific Islander American Indian/Alaskan Native/Indigenous Asian American/Asian Multiple Races Other What best describes your race/ethnicity? (Pick as many as apply) 15. Is there any other information you would like to share, including anything that would help us understand how you would contribute to the diverse representation of people and experiences on the Council (for example: lived experience of homelessness, abilities, immigration status, ethnic background, or cultural background)? 16. Contact Information Name * 17. Leslie Gleason Email * 18. Phone Number * 19. Submit Date: Sep 27, 2023 First Name Middle Initial Last Name Home Address Suite or Apt City State Postal Code Primary Phone Email Address Employer Job Title Contra Costa County Boards & Commissions Application Form Profile District Locator Tool Resident of Supervisorial District: District 1 Length of Employment 8 months Do you work in Contra Costa County? Yes No If Yes, in which District do you work? 1 How long have you lived or worked in Contra Costa County? 8 months Are you a veteran of the U.S. Armed Forces? Yes No Board and Interest Which Boards would you like to apply for? Contra Costa Council on Homelessness: Submitted Hope C Dixon Richmond CA Contra Costa College Basic Need Coordinator Hope C Dixon Seat Name Community Member Seat Have you ever attended a meeting of the advisory board for which you are applying? Yes No If Yes, how many meetings have you attended? Education Select the option that applies to your high school education * High School Diploma College/ University A Name of College Attended Indiana University of Pennsylvania Degree Type / Course of Study / Major Bachelor of Science in Communications Media Degree Awarded? Yes No College/ University B Name of College Attended Degree Type / Course of Study / Major Degree Awarded? Yes No College/ University C Name of College Attended Degree Type / Course of Study / Major Degree Awarded? Yes No Hope C Dixon Upload a Resume Other Trainings & Occupational Licenses Other Training A Mental Health First Aid Certificate Awarded for Training? Yes No Other Training B Hunger Free Navigator Certificate Awarded for Training? Yes No Occupational Licenses Completed: Qualifications and Volunteer Experience Please explain why you would like to serve on this particular board, commitee, or commission. I'd like to provide a voice for our community college students on our board. Our data shows 1/3 of our college students are housing insecure or homeless. College homelessness is a hidden problem and I'd like to help connect the services and systems of care to support all our community members. Describe your qualifications for this appointment. (NOTE: you may also include a copy of your resume with this application) Please see form application. Would you like to be considered for appointment to other advisory bodies for which you may be qualified? Yes No Do you have any obligations that might affect your attendance at scheduled meetings? Yes No If Yes, please explain: Hope C Dixon Are you currently or have you ever been appointed to a Contra Costa County advisory board? Yes No If Yes, please list the Contra Costa County advisory board(s) on which you are currently serving: If Yes, please also list the Contra Costa County advisory board(s) on which you have previously served: List any volunteer or community experience, including any advisory boards on which you have served. Partnership with Food Bank of Contra Costa County and Solano- Participate in weekly food pickups and distributions Mama's Kitchen Volunteer: San Diego 2021-2023 Conflict of Interest and Certification Do you have a familial or financial relationship with a member of the Board of Supervisors? (Please refer to the relationships listed under the "Important Information" section below or Resolution No. 2021/234) Yes No If Yes, please identify the nature of the relationship: Do you have any financial relationships with the County such as grants, contracts, or other economic relationships? Yes No If Yes, please identify the nature of the relationship: Please Agree with the Following Statement 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 undersand that all information in this application is publicly accessible. I understand that misstatements and/or omissions of material fact may cause forfeiture of my rights to serve on a board, committee, or commission in Contra Costa County. I Agree Important Information Hope C Dixon 1. This application and any attachments you provide to it is a public document and is subject to the California Public Records Act (CA Government Code §6250-6270). 2. All members of appointed bodies are required to take the advisory body training provided by Contra Costa County. 3. Members of certain boards, commissions, and committees may be required to: (1) file a Statement of Economic Interest Form also known as a Form 700, and (2) complete the State Ethics Training Course as required by AB 1234. 4. Meetings may be held in various locations and some locations may not be accessible by public transportation. 5. Meeting dates and times are subject to change and may occur up to two (2) days per month. 6. Some boards, committees, or commissions may assign members to subcommittees or work groups which may require an additional commitment of time. 7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if he/she is related to a Board of Supervisors' member in any of the following relationships: (1) Mother, father, son, and daughter; (2) Brother, sister, grandmother, grandfather, grandson, and granddaughter; (3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and stepdaughter; (4) Registered domestic partner, pursuant to California Family Code section 297; (5) The relatives, as defined in 1 and 2 above, for a registered domestic partner; (6) Any person with whom a Board Member shares a financial interest as defined in the Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or business associate. Hope C Dixon View results Anonymous 93:39 Time to complete 31 Respondent About the Supplemental Questions for the Council on Homelessness Membership Application The following questions will be used by the Council on Homelessness’ Nominating Panel to identify diverse applicants that can contribute unique expertise and perspectives to the Council. Answers to these questions will be evaluated in relation to the experience and qualifications desired for available member seats. Please carefully consider how your personal experiences, professional experiences, and values will contribute meaningfully to the Council on Homelessness’ and the Contra Costa County Homeless Continuum of Care’s efforts to make homeless- ness rare, brief, and non-recurring. Please note, there are two required elements of the Council on Homelessness application, these “Supplemental Questions” and the County Application. You must complete both compo- nents of the application by September 28, 2023 at 5PM. For more information, about applying to the Council on Homelessness, please review the Council on Homelessness Board Recruitment FAQ document here: https://cchealth.org/h3/coc/council.php#Join. Please note, this form can also be filled out as a Word document and emailed to Council on Homelessness. If you need accommodations to complete the application or the Microsoft Word version of the application, please contact Jaime Jenett, Staff to the Council, by emailing cchomelesscouncil@cchealth.org or calling or texting (925) 464-0152. Supplemental Questions Behavioral Health Representative City Government Representative CoC/ESG Program Grantee Representative Community Member Representative Employment and Human Services Representative Faith Community Representative Public Housing Authority Representative Public Safety Representative Reentry Services Representative Youth Representative (must be between the ages of 17-24) Which vacant Council on Homelessness seat are you applying for? * 1. Please briefly describe any special skills, relationships, or resources you would bring to this specific seat. If applicable, please describe any experiences that demonstrate a past professional or personal commitment to addressing and alleviating homelessness within the topic or field related to the vacant seat. (400 word maximum) * 2. I work at Contra Costa College as the Basic Needs Coordinator and as part of my role work to connect off campus community resources to our students in need. I took on this role because while I attended colllege I became homeless and the challenges and barriers to college students are nuanced. Many don't qualify for CalFresh because of their student status, many don't understand the processes and the systems to receive free funds such as grants and are too afraid to utilize self-help aid like federal student loans. I am a first generation college graduate and after college I became specialized in student loans and financial aid. I have also worked to develop skills in De-escalation, crisis intervention, and Mental Health First Aid in order to successfully counsel the students that come to me. If selected I hope to better connect our community to our community colleges. I am a person currently experiencing homelessness and living in a shelter or location not meant for human habitation (e.g., in a tent). I am a person who experienced homelessness within the past 7 years but is currently housed. I am a person who experienced homelessness more than 7 years ago but is currently housed. I am a family member of someone who has experienced homelessness I am none of the above but still invested in addressing homelessness in Contra Costa County. I would prefer not to respond Please identify your personal connections with homelessness by selecting one of the options below: * 3. Individuals experiencing homelessness in Contra Costa County come from diverse backgrounds (in terms of abilities, ages, sexual and gender identities, immigration statuses, and racial, ethnic, and cultural backgrounds). Please describe your approach and experience working with and in diverse populations. * 4. My approach to working with diverse populations is twofold. First, I try to meet individuals where they are in order to address their needs. I slow down, and I send the information I'm sharing to them via email, so they can read it on their own time or translate it. Second, I work to remove barriers both internal and external that are causing additional issues and challenges to our diverse populations, like overly complicated language or forms that are challenging to access. I consider myself a continuous learner and put intention into continuing my journey of learning. Lastly I try to ensure we are bringing together all different people, from all different walks of life when working on issues in our community because the more diversity, the more unique voices at the table, the better answers, and solutions to our struggles. Please describe your affiliations with organizations or agencies who serve various homeless subpopulations, such as persons with chronic substance abuse issues, persons with serious mental illness, persons experiencing chronic homelessness, persons with HIV/AIDS, veterans, families with children, unaccompanied youth, seniors, and victims of domestic violence, dating violence, sexual assault, and stalking. Please elaborate on how these affiliations could be beneficial to the work of the Council on Homelessness. (400 word maximum) * 5. I am the Basic Needs Coordinator at Contra Costa College and as part of that role work with the Food Bank of Contra Costa and Solano County to provide food for our on-campus food pantry The Compass Marketplace. I'm also the point person for Contra Costa College in the County Wide Direct Cash Prevention Pilot Program for Youth working with RYSE and the CoC. Please provide three (3) recommendations for the Contra Costa Continuum of Care that would improve local strategies for addressing homelessness. Your recommendations should come from your personal experiences, professional expertise, and/or observations of Continuum of Care (CoC)/Council on Homelessness (CoH) meetings. Additionally, feel free to draw from current events and other sources of information. (400 word maximum) * 6. 1. Increase the number of coordinated entry sites and include Contra Costa College as one. 2. Increase staffing for Virtual Intake Via 211 3. More Youth Shelters 3 or more meetings 1-2 meetings 0 meetings Please state how many Continuum of Care (CoC), Council on Homelessness (CoH), or Youth Advisory Council (YAC) meetings you have previously attended. * 7. Yes No The Council is committed to the Housing First approach (meaning no barriers or requirements as a prerequisite to housing, including sobriety, religious affiliation, or other structure not required for housing) and has established this Guiding Principle: Homelessness is first a housing issue, and necessary supports and services are critical to help people remain housed. Our system must be nimble and flexible enough to respond through the shared responsibility, accountability, and transparency of the community. Are you in support of the Housing First approach and Guiding Principle described above? * 8. I can be available for 2 or more IN PERSON meetings per month, including the standing monthly COH meeting the first Thursday of every month from 1pm to 3pm. I can be available only for the standing IN PERSON monthly COH meeting the first Thursday of every month from 1pm to 3pm. I am not available for the standing monthly COH meeting, but can make other meetings 2 or more times per month. I am not available for the standing monthly COH meeting and may not be able to make other meetings more than once per month. Council on Homelessness meetings take place on the first Thursday of the month from 1 pm – 3pm in Martinez. Members of the Council are also expected to participate in at least one committee or workgroup, which typically meet on a monthly basis. All Councilmembers are expected to attend meetings in person and can only attend virtually twice per calendar year under very narrow circumstances. Additionally, Councilmembers may miss up to two Council meetings per calendar year. Based on this information, please identify the level of commitment you can provide to the Council on Homelessness by selecting one of the options below: * 9. Far East Contra Costa County (for example: Discovery Bay, Bethel Island) East Contra Costa County (for example: Bay Point, Pittsburg, Antioch, Brentwood) Central Contra Costa County (for example: Martinez, Pleasant Hill, Concord, Walnut Creek) South Contra Costa County (for example: Alamo, Danville, San Ramon) West Contra Costa County (for example: El Cerrito, San Pablo, Richmond, Pinole, Hercules, Rodeo) I spend an equal amount of time in all five geographic areas listed above. Which of the following geographic areas do you spend the most time in? * 10. Demographic Information (Optional) The Council aims to engage as broad a representation as possible of abilities, ages, sexual and gender identities, immigration statuses, and racial, ethnic, and cultural backgrounds, and ge- ographical representation within the County. Responses to the following questions are optional and will be considered in aggregate to ensure that we have recruited a diverse pool of ap- plicants. The Nominating Panel will not review applicants’ responses to the following questions. What are your pronouns (for example: she/him/they/ze, etc.)? 11. What is your gender identity (for example: female/male/transgender/non-binary/gender non-conforming, other)? 12. What is your sexual orientation (for example: bisexual/straight/gay/pansexual, other)?13. Transition aged youth (18-24) Adult (25-54) Older Adult (55-61_ Senior (62+) What best describes your age? (Check one)14. White Hispanic/Latino(a)(o)(e)(x) Black/African American/African Native Hawaiian/Pacific Islander American Indian/Alaskan Native/Indigenous Asian American/Asian Multiple Races Other What best describes your race/ethnicity? (Pick as many as apply) 15. Is there any other information you would like to share, including anything that would help us understand how you would contribute to the diverse representation of people and experiences on the Council (for example: lived experience of homelessness, abilities, immigration status, ethnic background, or cultural background)? 16. Contact Information Name * 17. Hope Dixon Email * 18. Phone Number * 19. Submit Date: Oct 04, 2023 First Name Middle Initial Last Name Home Address Suite or Apt City State Postal Code Primary Phone Email Address Employer Job Title Contra Costa County Boards & Commissions Application Form Profile District Locator Tool Resident of Supervisorial District: None Selected Length of Employment 25 years Do you work in Contra Costa County? Yes No If Yes, in which District do you work? all How long have you lived or worked in Contra Costa County? 25 years Are you a veteran of the U.S. Armed Forces? Yes No Board and Interest Which Boards would you like to apply for? Contra Costa Council on Homelessness: Submitted Carolyn A Foudy CA Contra Costa County, Employment and Human Services Department Interim Aging and Adult Director Carolyn A Foudy Seat Name EHSD Have you ever attended a meeting of the advisory board for which you are applying? Yes No If Yes, how many meetings have you attended? I was a member in 2018 Education Select the option that applies to your high school education * High School Diploma College/ University A Name of College Attended Cal State Montery Bay Degree Type / Course of Study / Major Behaviorial Science Degree Awarded? Yes No College/ University B Name of College Attended Degree Type / Course of Study / Major Degree Awarded? Yes No College/ University C Name of College Attended Degree Type / Course of Study / Major Carolyn A Foudy Upload a Resume Degree Awarded? Yes No Other Trainings & Occupational Licenses Other Training A Certificate Awarded for Training? Yes No Other Training B Certificate Awarded for Training? Yes No Occupational Licenses Completed: Qualifications and Volunteer Experience Please explain why you would like to serve on this particular board, commitee, or commission. In my work I have focused on serving Contra Costa County community members for 25 years. In the Past 10 years I have worked with various Homeless grant/funding opportunities from the California Department of Social Services. I have worked closely with H3 and various CBOs throughout Contra Costa County providing services. I would like to expand my familiarity and knowledge with other providers, organizations and individuals who have experienced homelessness and who are focused on addressing this crisis. Describe your qualifications for this appointment. (NOTE: you may also include a copy of your resume with this application) In EHSD we assist with Medi-Cal Cal Fresh, GA , CalWorks and Advocacy programs each of which have services embedded to assist our community. Our goal in EHSD is to partner with the community to deliver quality services to ensure access to resources that support, protect and empower individuals and families to achieve self-sufficiency. Lack of housing, mental health and behavioral health are often experienced by our clients, and we continue to work towards solutions. Would you like to be considered for appointment to other advisory bodies for which you may be qualified? Yes No Carolyn A Foudy Do you have any obligations that might affect your attendance at scheduled meetings? Yes No If Yes, please explain: Are you currently or have you ever been appointed to a Contra Costa County advisory board? Yes No If Yes, please list the Contra Costa County advisory board(s) on which you are currently serving: Homeless Council If Yes, please also list the Contra Costa County advisory board(s) on which you have previously served: List any volunteer or community experience, including any advisory boards on which you have served. Conflict of Interest and Certification Do you have a familial or financial relationship with a member of the Board of Supervisors? (Please refer to the relationships listed under the "Important Information" section below or Resolution No. 2021/234) Yes No If Yes, please identify the nature of the relationship: Do you have any financial relationships with the County such as grants, contracts, or other economic relationships? Yes No If Yes, please identify the nature of the relationship: I am an employee Carolyn A Foudy Please Agree with the Following Statement 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 undersand that all information in this application is publicly accessible. I understand that misstatements and/or omissions of material fact may cause forfeiture of my rights to serve on a board, committee, or commission in Contra Costa County. I Agree Important Information 1. This application and any attachments you provide to it is a public document and is subject to the California Public Records Act (CA Government Code §6250-6270). 2. All members of appointed bodies are required to take the advisory body training provided by Contra Costa County. 3. Members of certain boards, commissions, and committees may be required to: (1) file a Statement of Economic Interest Form also known as a Form 700, and (2) complete the State Ethics Training Course as required by AB 1234. 4. Meetings may be held in various locations and some locations may not be accessible by public transportation. 5. Meeting dates and times are subject to change and may occur up to two (2) days per month. 6. Some boards, committees, or commissions may assign members to subcommittees or work groups which may require an additional commitment of time. 7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if he/she is related to a Board of Supervisors' member in any of the following relationships: (1) Mother, father, son, and daughter; (2) Brother, sister, grandmother, grandfather, grandson, and granddaughter; (3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and stepdaughter; (4) Registered domestic partner, pursuant to California Family Code section 297; (5) The relatives, as defined in 1 and 2 above, for a registered domestic partner; (6) Any person with whom a Board Member shares a financial interest as defined in the Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or business associate. Carolyn A Foudy View results Anonymous 115:18 Time to complete 49 Respondent About the Supplemental Questions for the Council on Homelessness Membership Application The following questions will be used by the Council on Homelessness’ Nominating Panel to identify diverse applicants that can contribute unique expertise and perspectives to the Council. Answers to these questions will be evaluated in relation to the experience and qualifications desired for available member seats. Please carefully consider how your personal experiences, professional experiences, and values will contribute meaningfully to the Council on Homelessness’ and the Contra Costa County Homeless Continuum of Care’s efforts to make homeless- ness rare, brief, and non-recurring. Please note, there are two required elements of the Council on Homelessness application, these “Supplemental Questions” and the County Application. You must complete both compo- nents of the application by September 28, 2023 at 5PM. For more information, about applying to the Council on Homelessness, please review the Council on Homelessness Board Recruitment FAQ document here: https://cchealth.org/h3/coc/council.php#Join. Please note, this form can also be filled out as a Word document and emailed to Council on Homelessness. If you need accommodations to complete the application or the Microsoft Word version of the application, please contact Jaime Jenett, Staff to the Council, by emailing cchomelesscouncil@cchealth.org or calling or texting (925) 464-0152. Supplemental Questions Behavioral Health Representative City Government Representative CoC/ESG Program Grantee Representative Community Member Representative Employment and Human Services Representative Faith Community Representative Public Housing Authority Representative Public Safety Representative Reentry Services Representative Youth Representative (must be between the ages of 17-24) Which vacant Council on Homelessness seat are you applying for? * 1. Please briefly describe any special skills, relationships, or resources you would bring to this specific seat. If applicable, please describe any experiences that demonstrate a past professional or personal commitment to addressing and alleviating homelessness within the topic or field related to the vacant seat. (400 word maximum) * 2. I have 25 years experience working in Contra Costa County for the EHSD department. My current assignment is Interim Director of Aging and Adult Services I am a person currently experiencing homelessness and living in a shelter or location not meant for human habitation (e.g., in a tent). I am a person who experienced homelessness within the past 7 years but is currently housed. I am a person who experienced homelessness more than 7 years ago but is currently housed. I am a family member of someone who has experienced homelessness I am none of the above but still invested in addressing homelessness in Contra Costa County. I would prefer not to respond Please identify your personal connections with homelessness by selecting one of the options below: * 3. Individuals experiencing homelessness in Contra Costa County come from diverse backgrounds (in terms of abilities, ages, sexual and gender identities, immigration statuses, and racial, ethnic, and cultural backgrounds). Please describe your approach and experience working with and in diverse populations. * 4. In my current position, I work with and provide services to a diverse population. Diversity brings value as it is important to have different perspectives, experiences and opinions for innovation and problem solving. In servicing our diverse Contra Costa County residents it is important to respect and honor differences and try to understand how people and their experiences have impacted them so we can secure fair treatment, access opportunity and advancement. Please describe your affiliations with organizations or agencies who serve various homeless subpopulations, such as persons with chronic substance abuse issues, persons with serious mental illness, persons experiencing chronic homelessness, persons with HIV/AIDS, veterans, families with children, unaccompanied youth, seniors, and victims of domestic violence, dating violence, sexual assault, and stalking. Please elaborate on how these affiliations could be beneficial to the work of the Council on Homelessness. (400 word maximum) * 5. I have worked for 25 years in the Employment and Human Services Department serving our most vulnerable community members. Currently I am over the General Assistance program that provides homeless services, chronic substance abuse counseling and mental illness services. We work directly to provide benefits and resources including SSI advocacy. Please provide three (3) recommendations for the Contra Costa Continuum of Care that would improve local strategies for addressing homelessness. Your recommendations should come from your personal experiences, professional expertise, and/or observations of Continuum of Care (CoC)/Council on Homelessness (CoH) meetings. Additionally, feel free to draw from current events and other sources of information. (400 word maximum) * 6. Marla Stewart- Director of Employment and Human Services Department-mstuart@ehsd.cccounty.us. Levon Gibson APS Division Manager lgibson@ehsd.cccounty.us and Angela Bullock Hayes, Deputy Director, abullock@ehsd.cccounty.us 3 or more meetings 1-2 meetings 0 meetings Please state how many Continuum of Care (CoC), Council on Homelessness (CoH), or Youth Advisory Council (YAC) meetings you have previously attended. * 7. Yes No The Council is committed to the Housing First approach (meaning no barriers or requirements as a prerequisite to housing, including sobriety, religious affiliation, or other structure not required for housing) and has established this Guiding Principle: Homelessness is first a housing issue, and necessary supports and services are critical to help people remain housed. Our system must be nimble and flexible enough to respond through the shared responsibility, accountability, and transparency of the community. Are you in support of the Housing First approach and Guiding Principle described above? * 8. I can be available for 2 or more IN PERSON meetings per month, including the standing monthly COH meeting the first Thursday of every month from 1pm to 3pm. I can be available only for the standing IN PERSON monthly COH meeting the first Thursday of every month from 1pm to 3pm. I am not available for the standing monthly COH meeting, but can make other meetings 2 or more times per month. I am not available for the standing monthly COH meeting and may not be able to make other meetings more than once per month. Council on Homelessness meetings take place on the first Thursday of the month from 1 pm – 3pm in Martinez. Members of the Council are also expected to participate in at least one committee or workgroup, which typically meet on a monthly basis. All Councilmembers are expected to attend meetings in person and can only attend virtually twice per calendar year under very narrow circumstances. Additionally, Councilmembers may miss up to two Council meetings per calendar year. Based on this information, please identify the level of commitment you can provide to the Council on Homelessness by selecting one of the options below: * 9. Far East Contra Costa County (for example: Discovery Bay, Bethel Island) East Contra Costa County (for example: Bay Point, Pittsburg, Antioch, Brentwood) Central Contra Costa County (for example: Martinez, Pleasant Hill, Concord, Walnut Creek) South Contra Costa County (for example: Alamo, Danville, San Ramon) West Contra Costa County (for example: El Cerrito, San Pablo, Richmond, Pinole, Hercules, Rodeo) I spend an equal amount of time in all five geographic areas listed above. Which of the following geographic areas do you spend the most time in? * 10. Demographic Information (Optional) The Council aims to engage as broad a representation as possible of abilities, ages, sexual and gender identities, immigration statuses, and racial, ethnic, and cultural backgrounds, and ge- ographical representation within the County. Responses to the following questions are optional and will be considered in aggregate to ensure that we have recruited a diverse pool of ap- plicants. The Nominating Panel will not review applicants’ responses to the following questions. What are your pronouns (for example: she/him/they/ze, etc.)? 11. What is your gender identity (for example: female/male/transgender/non-binary/gender non-conforming, other)? 12. What is your sexual orientation (for example: bisexual/straight/gay/pansexual, other)?13. Transition aged youth (18-24) Adult (25-54) Older Adult (55-61_ Senior (62+) What best describes your age? (Check one)14. White Hispanic/Latino(a)(o)(e)(x) Black/African American/African Native Hawaiian/Pacific Islander American Indian/Alaskan Native/Indigenous Asian American/Asian Multiple Races Other What best describes your race/ethnicity? (Pick as many as apply) 15. Is there any other information you would like to share, including anything that would help us understand how you would contribute to the diverse representation of people and experiences on the Council (for example: lived experience of homelessness, abilities, immigration status, ethnic background, or cultural background)? 16. Contact Information Name * 17. Carolyn Foudy Email * 18. Phone Number * 19. Submit Date: Sep 22, 2023 First Name Middle Initial Last Name Home Address Suite or Apt City State Postal Code Primary Phone Email Address Employer Job Title Contra Costa County Boards & Commissions Application Form Profile District Locator Tool Resident of Supervisorial District: District 1 Length of Employment 5 years Do you work in Contra Costa County? Yes No If Yes, in which District do you work? District 1 - Richmond How long have you lived or worked in Contra Costa County? 7 years Are you a veteran of the U.S. Armed Forces? Yes No Board and Interest Which Boards would you like to apply for? Contra Costa Council on Homelessness: Submitted Wayne B Earl Pinole CA Bay Area Rescue Mission Manager, Special Projects Wayne B Earl Seat Name Faith Community Representative Have you ever attended a meeting of the advisory board for which you are applying? Yes No If Yes, how many meetings have you attended? many Education Select the option that applies to your high school education * High School Diploma College/ University A Name of College Attended City Vision University Degree Type / Course of Study / Major Bachelor of Arts / Christian Ministry & Leadership: Ministry Management Concentration (Junior standing, degree in progress) Degree Awarded? Yes No College/ University B Name of College Attended City Vision University Degree Type / Course of Study / Major Masters Nonprofit Management Degree Awarded? Yes No College/ University C Name of College Attended Degree Type / Course of Study / Major Wayne B Earl Degree Awarded? Yes No Other Trainings & Occupational Licenses Other Training A Certificate Awarded for Training? Yes No Other Training B Certificate Awarded for Training? Yes No Occupational Licenses Completed: Licensed / Ordained Minister - CSBC Qualifications and Volunteer Experience Please explain why you would like to serve on this particular board, commitee, or commission. My life's work involves working with the homeless and hurting in the context of my ministry. Wayne B Earl Upload a Resume Describe your qualifications for this appointment. (NOTE: you may also include a copy of your resume with this application) During a season of significant loss (in less than six months, both my grandmothers passed away, my father passed away, I severely injured my back, requiring heavy pain medication and physical therapy, and I went through a divorce), rather than seeking help and support, I succumbed to depression. I began to self-medicate with prescribed medication, which eventually led to an addiction to this medication, progressing then on to heroin and meth. As a result, in time, I self-destructed, going from being a successful executive in a Fortune 500 to being strung out and homeless on the streets of Hayward, CA. I was homeless for most of 2015 and 2016 until one night, I cried out for help and was brought to the Bay Area Rescue Mission, which drew me close to God, recovery, and a transformed life. I graduated from their year-long recovery program, felt the call to ministry, and became a ministry intern. As I grew and advanced throughout the organization, this led to further opportunities. I know what it's like to be lost in addiction and depression without hope. I know personally what it's like to live in the gratitude that arises when God pulls you out of that pit. I will spend the rest of my life working with those who come from places I came from, showing them the hope I received, supporting, praying for, and discipling them as God transforms their lives. I know what it's like to ask for help and to receive it. In 2020, I became an informal liaison with the county, seeking to understand county health orders and minister to the Bay Area Rescue Mission shelter. For the months leading up to the transfer of our shelter population to Project Roomkey hotels, I was responsible for the men's shelter, ministering and counseling them amid great fear and upheaval, working with them to answer their questions and provide comfort in a challenging time. During 2020, I was responsible for managing program operations at the Rescue Mission, which included distributing more than 900,000 lbs of food during that year and supervising our soup kitchen and pantry ministries. I have served as the pastor at Rock Harbor Christian Fellowship in San Pablo, CA, as a licensed minister for the past four years, and now as a fully ordained pastor. I am now the senior pastor of this church. I have participated in the San Pablo Clergy Council along with the San Pablo Police Department. I work with local churches to educate them about the homeless and hurting, and I am a conduit for information between them and homeless resources. Our church has had a ministry for homelessness for several decades now. Furthermore, my church administers a nonprofit that operates Clean and Sober Homes for men recovering from drug addiction and homelessness; I personally manage one of these homes. I currently serve at the Bay Area Rescue Mission as Special Projects Manager. Reporting directly to our CEO, in conjunction with our executive team, I am the official liaison between the Rescue Mission and the Contra Costa Continuum of Care. I am also responsible for current HMIS initiatives at BARM. I am one of the core Bible instructors at the Rescue Mission, teaching all of our program students a weekly class on sanctification/life transformation. God has made it possible for me to continually give back at the place that He used to save my life. I serve on the board of directors for Way2Love, Inc., a local nonprofit contracted to abate the Castro Homeless Encampment from the City of Richmond. I have actively engaged and ministered to encampment residents and continue to support and pray for them as they transition from homeless to housed. Finally, I have served on the Council on Homelessness for the past two years as the current Faith Community Representative. It has been a privilege and an honor to serve in this capacity, and I hope to continue in this service. Would you like to be considered for appointment to other advisory bodies for which you may be qualified? Yes No Do you have any obligations that might affect your attendance at scheduled meetings? Yes No Wayne B Earl If Yes, please explain: Are you currently or have you ever been appointed to a Contra Costa County advisory board? Yes No If Yes, please list the Contra Costa County advisory board(s) on which you are currently serving: Council on Homelessness If Yes, please also list the Contra Costa County advisory board(s) on which you have previously served: List any volunteer or community experience, including any advisory boards on which you have served. Served on the Richmond Homeless Action Plan board Conflict of Interest and Certification Do you have a familial or financial relationship with a member of the Board of Supervisors? (Please refer to the relationships listed under the "Important Information" section below or Resolution No. 2021/234) Yes No If Yes, please identify the nature of the relationship: Do you have any financial relationships with the County such as grants, contracts, or other economic relationships? Yes No If Yes, please identify the nature of the relationship: Wayne B Earl Please Agree with the Following Statement 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 undersand that all information in this application is publicly accessible. I understand that misstatements and/or omissions of material fact may cause forfeiture of my rights to serve on a board, committee, or commission in Contra Costa County. I Agree Important Information 1. This application and any attachments you provide to it is a public document and is subject to the California Public Records Act (CA Government Code §6250-6270). 2. All members of appointed bodies are required to take the advisory body training provided by Contra Costa County. 3. Members of certain boards, commissions, and committees may be required to: (1) file a Statement of Economic Interest Form also known as a Form 700, and (2) complete the State Ethics Training Course as required by AB 1234. 4. Meetings may be held in various locations and some locations may not be accessible by public transportation. 5. Meeting dates and times are subject to change and may occur up to two (2) days per month. 6. Some boards, committees, or commissions may assign members to subcommittees or work groups which may require an additional commitment of time. 7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if he/she is related to a Board of Supervisors' member in any of the following relationships: (1) Mother, father, son, and daughter; (2) Brother, sister, grandmother, grandfather, grandson, and granddaughter; (3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and stepdaughter; (4) Registered domestic partner, pursuant to California Family Code section 297; (5) The relatives, as defined in 1 and 2 above, for a registered domestic partner; (6) Any person with whom a Board Member shares a financial interest as defined in the Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or business associate. Wayne B Earl View results Anonymous 82:11 Time to complete 22 Respondent About the Supplemental Questions for the Council on Homelessness Membership Application The following questions will be used by the Council on Homelessness’ Nominating Panel to identify diverse applicants that can contribute unique expertise and perspectives to the Council. Answers to these questions will be evaluated in relation to the experience and qualifications desired for available member seats. Please carefully consider how your personal experiences, professional experiences, and values will contribute meaningfully to the Council on Homelessness’ and the Contra Costa County Homeless Continuum of Care’s efforts to make homeless- ness rare, brief, and non-recurring. Please note, there are two required elements of the Council on Homelessness application, these “Supplemental Questions” and the County Application. You must complete both compo- nents of the application by September 28, 2023 at 5PM. For more information, about applying to the Council on Homelessness, please review the Council on Homelessness Board Recruitment FAQ document here: https://cchealth.org/h3/coc/council.php#Join. Please note, this form can also be filled out as a Word document and emailed to Council on Homelessness. If you need accommodations to complete the application or the Microsoft Word version of the application, please contact Jaime Jenett, Staff to the Council, by emailing cchomelesscouncil@cchealth.org or calling or texting (925) 464-0152. Supplemental Questions Behavioral Health Representative City Government Representative CoC/ESG Program Grantee Representative Community Member Representative Employment and Human Services Representative Faith Community Representative Public Housing Authority Representative Public Safety Representative Reentry Services Representative Youth Representative (must be between the ages of 17-24) Which vacant Council on Homelessness seat are you applying for? * 1. This was selected in error- he meant to select Faith Community Please briefly describe any special skills, relationships, or resources you would bring to this specific seat. If applicable, please describe any experiences that demonstrate a past professional or personal commitment to addressing and alleviating homelessness within the topic or field related to the vacant seat. (400 word maximum) * 2. I experienced the call to ministry while a member of the Bay Area Rescue Mission's year-long residential recovery program, where God delivered me from an extended season of homelessness, hopelessness, and drug addiction. Along this narrow road of recovery and redemption, God has integrated all the pieces of my past life before homelessness, taking the skills I developed as an engineer and leader in various successful startup companies in Silicon Valley and applying these skills to the service of God and His people - no experience in life has been wasted. It has been my privilege over these past years to minister and continually serve in this space in various capacities, all united through my life for God and His people. I have administered and managed the men's emergency shelter at the Bay Area Rescue Mission. I have managed program operations at BARM, overseeing both our community kitchen and our food pantry during a time when we distributed over 1.2 million meals to the community we serve. I actively and regularly minister as a pastor and friend in encampment outreach, especially to the large Castro Encampment in Richmond. The church I serve as senior pastor works closely and intensely with our community; most of the congregation is formerly homeless. My church founded a nonprofit that has operated a series of Sober Living Environments for the past 16 years; I manage one of these homes. These SLE homes serve men escaping homelessness and drug addiction. I serve on the Board of Directors for Way2Love, Inc., a local nonprofit that has successfully abated the large Castro Encampment, providing housing and support for nearly the entire encampment. I have served on the Council on Homelessness as the Faith Community Representative this past term, and I hope to continue this service. In my vocational work in the nonprofit space serving the unhoused, I have continually sought growth and development to professionalize the ministry work. I am in my last class for a Bachelor of Arts in Christian Ministry & Leadership, Ministry Management Concentration, which has focused on curriculum development, cultural humility, program modeling, fundraising, strategic planning, finance, grant writing, and leadership development. I have already been accepted into a Master's Program for Nonprofit Management. In short, ministry work in this space is my passion and life's work. God has been so kind to me, and I seek to share that kindness with others. I am a person currently experiencing homelessness and living in a shelter or location not meant for human habitation (e.g., in a tent). I am a person who experienced homelessness within the past 7 years but is currently housed. I am a person who experienced homelessness more than 7 years ago but is currently housed. I am a family member of someone who has experienced homelessness I am none of the above but still invested in addressing homelessness in Contra Costa County. I would prefer not to respond Please identify your personal connections with homelessness by selecting one of the options below: * 3. Individuals experiencing homelessness in Contra Costa County come from diverse backgrounds (in terms of abilities, ages, sexual and gender identities, immigration statuses, and racial, ethnic, and cultural backgrounds). Please describe your approach and experience working with and in diverse populations. * 4. I have extensive experience serving people from diverse backgrounds, cultures, and experiences. First and foremost, I begin with the premise that all people are created in God's image; as such, all are intrinsically worthy and deserving of love and respect and have inherent dignity and value. Following this, I intentionally seek to understand, see, and receive in a spirit of humility, knowing that working with diverse populations requires an ongoing commitment to adapt my approach to service based on feedback and the community's changing needs. Homelessness affects people of all ages and backgrounds, requiring differing understanding and support. Finally, individuals experiencing homelessness may have experienced trauma, so above all things, I seek to serve in a way that prioritizes safety, trust, and empowerment in my interactions. Please describe your affiliations with organizations or agencies who serve various homeless subpopulations, such as persons with chronic substance abuse issues, persons with serious mental illness, persons experiencing chronic homelessness, persons with HIV/AIDS, veterans, families with children, unaccompanied youth, seniors, and victims of domestic violence, dating violence, sexual assault, and stalking. Please elaborate on how these affiliations could be beneficial to the work of the Council on Homelessness. (400 word maximum) * 5. Rock Harbor Christian Fellowship - I serve the church as their senior pastor. One of our central ministries is with the unhoused and formerly unhoused and those learning to live lives free from addiction. Most of the current congregation is composed of formerly unhoused people. We do a great deal of outreach work. I sit on the San Pablo Clergy Council with the San Pablo Police Department. Bay Area Rescue Mission - one of the largest providers of emergency shelter, transitional housing and services, and meal and food pantry services for the unhoused or at risk of homelessness in Contra Costa County. I serve at BARM as the Manager of Special Projects, where I am responsible for project management across departments for all major departmental initiatives; I manage and am responsible for all IT-related services and all data analytics work; and I serve as the community partner liaison. Way2Love, Inc. - I sit on the board of directors for Way2Love, Inc. Way2Love, Inc. is a local nonprofit with a mission to serve the unhoused and local youth. Way2Love, Inc. has a contract with the City of Richmond to abate the Castro Encampment, formerly a large homeless encampment of over 100 residents. These organizations bring perspective and experience to the COH and seek to actively partner with the community and the continuum of care. All of these organizations serve various homeless subpopulations, including those with chronic substance abuse issues, persons with serious mental illness, persons experiencing chronic homelessness, persons with HIV/AIDS, veterans, families with children, unaccompanied youth, seniors, and victims of domestic violence, dating violence, sexual assault, and stalking. Please provide three (3) recommendations for the Contra Costa Continuum of Care that would improve local strategies for addressing homelessness. Your recommendations should come from your personal experiences, professional expertise, and/or observations of Continuum of Care (CoC)/Council on Homelessness (CoH) meetings. Additionally, feel free to draw from current events and other sources of information. (400 word maximum) * 6. Seek to more intentionally involve city/local government and businesses directly impacted by homelessness. Local leaders and organizations have a great deal of direct experience and make a significant impact on homelessness in the neighborhoods they live and serve in. Direct local support and action are essential. Seek to elevate and amplify organic community. One of the most significant support for a life free of homelessness is organic, intimate community support - we are meant to love and serve our neighbors. Lifelong community support provides the foundational strength in difficult times, a significant factor in preventing homelessness in the first place. Seek to intentionally include local church communities, who do significant outreach and support under the radar. Many hundreds of small organizations provide support, resources, and housing for the unhoused, far greater than you can imagine. 3 or more meetings 1-2 meetings 0 meetings Please state how many Continuum of Care (CoC), Council on Homelessness (CoH), or Youth Advisory Council (YAC) meetings you have previously attended. * 7. Yes No The Council is committed to the Housing First approach (meaning no barriers or requirements as a prerequisite to housing, including sobriety, religious affiliation, or other structure not required for housing) and has established this Guiding Principle: Homelessness is first a housing issue, and necessary supports and services are critical to help people remain housed. Our system must be nimble and flexible enough to respond through the shared responsibility, accountability, and transparency of the community. Are you in support of the Housing First approach and Guiding Principle described above? * 8. I can be available for 2 or more IN PERSON meetings per month, including the standing monthly COH meeting the first Thursday of every month from 1pm to 3pm. I can be available only for the standing IN PERSON monthly COH meeting the first Thursday of every month from 1pm to 3pm. I am not available for the standing monthly COH meeting, but can make other meetings 2 or more times per month. I am not available for the standing monthly COH meeting and may not be able to make other meetings more than once per month. Council on Homelessness meetings take place on the first Thursday of the month from 1 pm – 3pm in Martinez. Members of the Council are also expected to participate in at least one committee or workgroup, which typically meet on a monthly basis. All Councilmembers are expected to attend meetings in person and can only attend virtually twice per calendar year under very narrow circumstances. Additionally, Councilmembers may miss up to two Council meetings per calendar year. Based on this information, please identify the level of commitment you can provide to the Council on Homelessness by selecting one of the options below: * 9. Far East Contra Costa County (for example: Discovery Bay, Bethel Island) East Contra Costa County (for example: Bay Point, Pittsburg, Antioch, Brentwood) Central Contra Costa County (for example: Martinez, Pleasant Hill, Concord, Walnut Creek) South Contra Costa County (for example: Alamo, Danville, San Ramon) West Contra Costa County (for example: El Cerrito, San Pablo, Richmond, Pinole, Hercules, Rodeo) I spend an equal amount of time in all five geographic areas listed above. Which of the following geographic areas do you spend the most time in? * 10. Demographic Information (Optional) The Council aims to engage as broad a representation as possible of abilities, ages, sexual and gender identities, immigration statuses, and racial, ethnic, and cultural backgrounds, and ge- ographical representation within the County. Responses to the following questions are optional and will be considered in aggregate to ensure that we have recruited a diverse pool of ap- plicants. The Nominating Panel will not review applicants’ responses to the following questions. What are your pronouns (for example: she/him/they/ze, etc.)? 11. What is your gender identity (for example: female/male/transgender/non-binary/gender non-conforming, other)? 12. What is your sexual orientation (for example: bisexual/straight/gay/pansexual, other)?13. Transition aged youth (18-24) Adult (25-54) Older Adult (55-61_ Senior (62+) What best describes your age? (Check one)14. White Hispanic/Latino(a)(o)(e)(x) Black/African American/African Native Hawaiian/Pacific Islander American Indian/Alaskan Native/Indigenous Asian American/Asian Multiple Races Other What best describes your race/ethnicity? (Pick as many as apply) 15. Is there any other information you would like to share, including anything that would help us understand how you would contribute to the diverse representation of people and experiences on the Council (for example: lived experience of homelessness, abilities, immigration status, ethnic background, or cultural background)? 16. Contact Information Name * 17. Wayne Earl Email * 18. Phone Number * 19. Submit Date: Sep 12, 2023 First Name Middle Initial Last Name Home Address Suite or Apt City State Postal Code Primary Phone Email Address Employer Job Title Contra Costa County Boards & Commissions Application Form Profile District Locator Tool Resident of Supervisorial District: District 4 Length of Employment 10 years Do you work in Contra Costa County? Yes No If Yes, in which District do you work? 5 How long have you lived or worked in Contra Costa County? 33 Years Are you a veteran of the U.S. Armed Forces? Yes No Board and Interest Which Boards would you like to apply for? Contra Costa Council on Homelessness: Submitted Tony Ucciferri Concord CA Housing Authority of the County of Contra Costa Special Assistant tot he Executive Director Tony Ucciferri Seat Name Public Housing Authority Have you ever attended a meeting of the advisory board for which you are applying? Yes No If Yes, how many meetings have you attended? Over 36 Education Select the option that applies to your high school education * High School Diploma College/ University A Name of College Attended U.C. Berkeley Degree Type / Course of Study / Major BA - Political Science Degree Awarded? Yes No College/ University B Name of College Attended Degree Type / Course of Study / Major Degree Awarded? Yes No College/ University C Name of College Attended Degree Type / Course of Study / Major Tony Ucciferri Upload a Resume Degree Awarded? Yes No Other Trainings & Occupational Licenses Other Training A Certificate Awarded for Training? Yes No Other Training B Certificate Awarded for Training? Yes No Occupational Licenses Completed: Qualifications and Volunteer Experience Please explain why you would like to serve on this particular board, commitee, or commission. As a senior staff member of the Housing Authority of Contra Costa, I bring 35 years of housing-related experience to the Council and to the community I serve. The COH provides me with a greater understanding of the people we serve and how best to assist them in remaining housed and living a quality life. Having a better grasp of services and programs available to the people we serve makes me better at what I do daily in maintaining housing programs across Contra Costa County. Describe your qualifications for this appointment. (NOTE: you may also include a copy of your resume with this application) I have an in-depth knowledge of HUD and HCD housing regulations as well as a commanding grasp of ancillary housing programs such as the VASH, HOPWA, Family Unification, Housing Choice Voucher and Public Housing programs as well as applications of VAWA and Fair Housing protections. Would you like to be considered for appointment to other advisory bodies for which you may be qualified? Yes No Do you have any obligations that might affect your attendance at scheduled meetings? Yes No Tony Ucciferri If Yes, please explain: Are you currently or have you ever been appointed to a Contra Costa County advisory board? Yes No If Yes, please list the Contra Costa County advisory board(s) on which you are currently serving: Council on Homelessness If Yes, please also list the Contra Costa County advisory board(s) on which you have previously served: Council on Homelessness List any volunteer or community experience, including any advisory boards on which you have served. Conflict of Interest and Certification Do you have a familial or financial relationship with a member of the Board of Supervisors? (Please refer to the relationships listed under the "Important Information" section below or Resolution No. 2021/234) Yes No If Yes, please identify the nature of the relationship: Do you have any financial relationships with the County such as grants, contracts, or other economic relationships? Yes No If Yes, please identify the nature of the relationship: Tony Ucciferri Please Agree with the Following Statement 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 undersand that all information in this application is publicly accessible. I understand that misstatements and/or omissions of material fact may cause forfeiture of my rights to serve on a board, committee, or commission in Contra Costa County. I Agree Important Information 1. This application and any attachments you provide to it is a public document and is subject to the California Public Records Act (CA Government Code §6250-6270). 2. All members of appointed bodies are required to take the advisory body training provided by Contra Costa County. 3. Members of certain boards, commissions, and committees may be required to: (1) file a Statement of Economic Interest Form also known as a Form 700, and (2) complete the State Ethics Training Course as required by AB 1234. 4. Meetings may be held in various locations and some locations may not be accessible by public transportation. 5. Meeting dates and times are subject to change and may occur up to two (2) days per month. 6. Some boards, committees, or commissions may assign members to subcommittees or work groups which may require an additional commitment of time. 7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if he/she is related to a Board of Supervisors' member in any of the following relationships: (1) Mother, father, son, and daughter; (2) Brother, sister, grandmother, grandfather, grandson, and granddaughter; (3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and stepdaughter; (4) Registered domestic partner, pursuant to California Family Code section 297; (5) The relatives, as defined in 1 and 2 above, for a registered domestic partner; (6) Any person with whom a Board Member shares a financial interest as defined in the Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or business associate. Tony Ucciferri View results Anonymous 31:32 Time to complete 10 Respondent About the Supplemental Questions for the Council on Homelessness Membership Application The following questions will be used by the Council on Homelessness’ Nominating Panel to identify diverse applicants that can contribute unique expertise and perspectives to the Council. Answers to these questions will be evaluated in relation to the experience and qualifications desired for available member seats. Please carefully consider how your personal experiences, professional experiences, and values will contribute meaningfully to the Council on Homelessness’ and the Contra Costa County Homeless Continuum of Care’s efforts to make homeless- ness rare, brief, and non-recurring. Please note, there are two required elements of the Council on Homelessness application, these “Supplemental Questions” and the County Application. You must complete both compo- nents of the application by September 28, 2023 at 5PM. For more information, about applying to the Council on Homelessness, please review the Council on Homelessness Board Recruitment FAQ document here: https://cchealth.org/h3/coc/council.php#Join. Please note, this form can also be filled out as a Word document and emailed to Council on Homelessness. If you need accommodations to complete the application or the Microsoft Word version of the application, please contact Jaime Jenett, Staff to the Council, by emailing cchomelesscouncil@cchealth.org or calling or texting (925) 464-0152. Supplemental Questions Behavioral Health Representative City Government Representative CoC/ESG Program Grantee Representative Community Member Representative Employment and Human Services Representative Faith Community Representative Public Housing Authority Representative Public Safety Representative Reentry Services Representative Youth Representative (must be between the ages of 17-24) Which vacant Council on Homelessness seat are you applying for? * 1. Please briefly describe any special skills, relationships, or resources you would bring to this specific seat. If applicable, please describe any experiences that demonstrate a past professional or personal commitment to addressing and alleviating homelessness within the topic or field related to the vacant seat. (400 word maximum) * 2. I've worked in affordable housing industry for over 35 years and dedicated my career to housing low income families and the unhoused the entire time. I have very technical expertise in assisted housing and ancillary housing programs throughout the County. I am a person currently experiencing homelessness and living in a shelter or location not meant for human habitation (e.g., in a tent). I am a person who experienced homelessness within the past 7 years but is currently housed. I am a person who experienced homelessness more than 7 years ago but is currently housed. I am a family member of someone who has experienced homelessness I am none of the above but still invested in addressing homelessness in Contra Costa County. I would prefer not to respond Please identify your personal connections with homelessness by selecting one of the options below: * 3. Individuals experiencing homelessness in Contra Costa County come from diverse backgrounds (in terms of abilities, ages, sexual and gender identities, immigration statuses, and racial, ethnic, and cultural backgrounds). Please describe your approach and experience working with and in diverse populations. * 4. Throughout my career, I've approached my work with a "put myself in their shoes" mentality. It has been instrumental in the empathy and sensitivity with which I interact with people and as an immigrant and child of immigrants, I have always had a perspective of being an outsider and wanting to help others like my parents maneuver the complexities of our very bureaucratic process and system. It has made me want to help those who can't help themselves. Please describe your affiliations with organizations or agencies who serve various homeless subpopulations, such as persons with chronic substance abuse issues, persons with serious mental illness, persons experiencing chronic homelessness, persons with HIV/AIDS, veterans, families with children, unaccompanied youth, seniors, and victims of domestic violence, dating violence, sexual assault, and stalking. Please elaborate on how these affiliations could be beneficial to the work of the Council on Homelessness. (400 word maximum) * 5. As an employee of PHAs over the past 35 years, I've taken a very active role in administering programs targeted to the homeless and beyond such as Shelter Plus Care, CoC Rental Assistance Programs, HOPWA rental subsidy programs, VASH, project-Based vouchers, Mainstream, VAWA, Housing Choice Vouchers, Family Unification, Foster Youth Initiatives and Public Housing programs. Please provide three (3) recommendations for the Contra Costa Continuum of Care that would improve local strategies for addressing homelessness. Your recommendations should come from your personal experiences, professional expertise, and/or observations of Continuum of Care (CoC)/Council on Homelessness (CoH) meetings. Additionally, feel free to draw from current events and other sources of information. (400 word maximum) * 6. First and foremost, we need more housing. It must also come with rental assistance as costs in the Bay Area are prohibitively expensive and more market-rate housing does not address the issue. Secondly, concerted efforts must be made to find solutions for the percentage of the homeless population that refuses to be housed due to various issues including substance abuse and mental health issues. Third, access to services and funding to find and secure housing is desperately needed across the entire affordable housing spectrum. I think HUD is finally understanding this as well and making efforts to correct it like they did for the Emergency Housing Voucher program but they have a long way to go. 3 or more meetings 1-2 meetings 0 meetings Please state how many Continuum of Care (CoC), Council on Homelessness (CoH), or Youth Advisory Council (YAC) meetings you have previously attended. * 7. Yes No The Council is committed to the Housing First approach (meaning no barriers or requirements as a prerequisite to housing, including sobriety, religious affiliation, or other structure not required for housing) and has established this Guiding Principle: Homelessness is first a housing issue, and necessary supports and services are critical to help people remain housed. Our system must be nimble and flexible enough to respond through the shared responsibility, accountability, and transparency of the community. Are you in support of the Housing First approach and Guiding Principle described above? * 8. I can be available for 2 or more IN PERSON meetings per month, including the standing monthly COH meeting the first Thursday of every month from 1pm to 3pm. I can be available only for the standing IN PERSON monthly COH meeting the first Thursday of every month from 1pm to 3pm. I am not available for the standing monthly COH meeting, but can make other meetings 2 or more times per month. I am not available for the standing monthly COH meeting and may not be able to make other meetings more than once per month. Council on Homelessness meetings take place on the first Thursday of the month from 1 pm – 3pm in Martinez. Members of the Council are also expected to participate in at least one committee or workgroup, which typically meet on a monthly basis. All Councilmembers are expected to attend meetings in person and can only attend virtually twice per calendar year under very narrow circumstances. Additionally, Councilmembers may miss up to two Council meetings per calendar year. Based on this information, please identify the level of commitment you can provide to the Council on Homelessness by selecting one of the options below: * 9. Far East Contra Costa County (for example: Discovery Bay, Bethel Island) East Contra Costa County (for example: Bay Point, Pittsburg, Antioch, Brentwood) Central Contra Costa County (for example: Martinez, Pleasant Hill, Concord, Walnut Creek) South Contra Costa County (for example: Alamo, Danville, San Ramon) West Contra Costa County (for example: El Cerrito, San Pablo, Richmond, Pinole, Hercules, Rodeo) I spend an equal amount of time in all five geographic areas listed above. Which of the following geographic areas do you spend the most time in? * 10. Demographic Information (Optional) The Council aims to engage as broad a representation as possible of abilities, ages, sexual and gender identities, immigration statuses, and racial, ethnic, and cultural backgrounds, and ge- ographical representation within the County. Responses to the following questions are optional and will be considered in aggregate to ensure that we have recruited a diverse pool of ap- plicants. The Nominating Panel will not review applicants’ responses to the following questions. What are your pronouns (for example: she/him/they/ze, etc.)? 11. What is your gender identity (for example: female/male/transgender/non-binary/gender non-conforming, other)? 12. What is your sexual orientation (for example: bisexual/straight/gay/pansexual, other)?13. Transition aged youth (18-24) Adult (25-54) Older Adult (55-61_ Senior (62+) What best describes your age? (Check one)14. White Hispanic/Latino(a)(o)(e)(x) Black/African American/African Native Hawaiian/Pacific Islander American Indian/Alaskan Native/Indigenous Asian American/Asian Multiple Races Other What best describes your race/ethnicity? (Pick as many as apply) 15. Is there any other information you would like to share, including anything that would help us understand how you would contribute to the diverse representation of people and experiences on the Council (for example: lived experience of homelessness, abilities, immigration status, ethnic background, or cultural background)? 16. Contact Information Name * 17. Tony Ucciferri Email * 18. Phone Number * 19. Submit Date: Sep 13, 2023 First Name Middle Initial Last Name Home Address Suite or Apt City State Postal Code Primary Phone Email Address Employer Job Title Contra Costa County Boards & Commissions Application Form Profile District Locator Tool Resident of Supervisorial District: District 2 Length of Employment 22 years Do you work in Contra Costa County? Yes No If Yes, in which District do you work? District 1 How long have you lived or worked in Contra Costa County? 52 years Are you a veteran of the U.S. Armed Forces? Yes No Board and Interest Which Boards would you like to apply for? Contra Costa Council on Homelessness: Submitted Shawn A Ray San Pablo CA City of San Pablo Police Lieutenant Shawn A Ray Seat Name Public Safety Have you ever attended a meeting of the advisory board for which you are applying? Yes No If Yes, how many meetings have you attended? approximately 45 Education Select the option that applies to your high school education * High School Diploma College/ University A Name of College Attended California State University Hayward Degree Type / Course of Study / Major Bachelors of Science, Criminal Justice Degree Awarded? Yes No College/ University B Name of College Attended University of San Diego Degree Type / Course of Study / Major Master of Science, Criminal Justice Degree Awarded? Yes No College/ University C Name of College Attended Degree Type / Course of Study / Major Shawn A Ray Degree Awarded? Yes No Other Trainings & Occupational Licenses Other Training A Police Academy Certificate Awarded for Training? Yes No Other Training B Certificate Awarded for Training? Yes No Occupational Licenses Completed: Qualifications and Volunteer Experience Please explain why you would like to serve on this particular board, commitee, or commission. As a Lieutenant with the San Pablo Police Department we see the impact people experiencing homelessness have on the community and we see the value in serving those experiencing homelessness to better their lives. To properly address homelessness in our community law enforcement must be a part of the solution and have input on the means of serving everyone in our community. As a police Officer I have a unique perspective of the day to day lives and experiences of people experiencing homelessness in our communities. Shawn A Ray Upload a Resume Describe your qualifications for this appointment. (NOTE: you may also include a copy of your resume with this application) I have been employed as a sworn Police Officer with the San Pablo Police Department for 22 years. My rank is Lieutenant and my current assignment is Division Commander for the Priority Oriented Policing Unit (POP). The POP unit's mission is to address any issue that is deemed to be a priority to our community. Serving our Homeless population and people in behavioral health crisis is a priority to our community. The POP unit has a behavioral health outreach team and a homeless outreach team. Both outreach teams work in tandem with our county CORE outreach team as well as other non-profit organizations that provide services to our residents experiencing homelessness and/or a behavior health crisis. Throughout my career I have initiated several city beautification projects. In many of these projects, serving people experiencing homelessness was part of the project. It became incumbent upon me to determine the needs of the affected people and find resources to help them become self sufficient. It was through these interactions, I gained insight from people experiencing homelessness, the communities perception of homelessness and the resources available to people experiencing homelessness. Working with outreach organizations such as CORE, Rubicon, the Richmond shelter, the Lao Family Community Center was invaluable in bettering the lives of people experiencing homelessness, but also our community as a whole. As a police representative for the Contra Costa Council on Homelessness I would bring my experience in assisting people experiencing homelessness, the perspective of law enforcement officers that have daily interactions with people experiencing homelessness and a reasonable expectation of what role law enforcement can take in addressing this issue and bringing resources to those in need. In January, 2020 I was appointed to the Contra Costa County Council on Homelessness. I have served just under four years on the Council on Homelessness and look forward to continuing to be a part of all the outstanding work our professionals are doing in serving our residents experiencing homelessness. Would you like to be considered for appointment to other advisory bodies for which you may be qualified? Yes No Do you have any obligations that might affect your attendance at scheduled meetings? Yes No If Yes, please explain: Are you currently or have you ever been appointed to a Contra Costa County advisory board? Yes No If Yes, please list the Contra Costa County advisory board(s) on which you are currently serving: Council on Homelessness If Yes, please also list the Contra Costa County advisory board(s) on which you have previously served: Shawn A Ray List any volunteer or community experience, including any advisory boards on which you have served. I am a member of the San Pablo Traffic, Engineering and Safety committee, and the San Pablo Safety Planning Commission. Conflict of Interest and Certification Do you have a familial or financial relationship with a member of the Board of Supervisors? (Please refer to the relationships listed under the "Important Information" section below or Resolution No. 2021/234) Yes No If Yes, please identify the nature of the relationship: Do you have any financial relationships with the County such as grants, contracts, or other economic relationships? Yes No If Yes, please identify the nature of the relationship: Please Agree with the Following Statement 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 undersand that all information in this application is publicly accessible. I understand that misstatements and/or omissions of material fact may cause forfeiture of my rights to serve on a board, committee, or commission in Contra Costa County. I Agree Important Information Shawn A Ray 1. This application and any attachments you provide to it is a public document and is subject to the California Public Records Act (CA Government Code §6250-6270). 2. All members of appointed bodies are required to take the advisory body training provided by Contra Costa County. 3. Members of certain boards, commissions, and committees may be required to: (1) file a Statement of Economic Interest Form also known as a Form 700, and (2) complete the State Ethics Training Course as required by AB 1234. 4. Meetings may be held in various locations and some locations may not be accessible by public transportation. 5. Meeting dates and times are subject to change and may occur up to two (2) days per month. 6. Some boards, committees, or commissions may assign members to subcommittees or work groups which may require an additional commitment of time. 7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if he/she is related to a Board of Supervisors' member in any of the following relationships: (1) Mother, father, son, and daughter; (2) Brother, sister, grandmother, grandfather, grandson, and granddaughter; (3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and stepdaughter; (4) Registered domestic partner, pursuant to California Family Code section 297; (5) The relatives, as defined in 1 and 2 above, for a registered domestic partner; (6) Any person with whom a Board Member shares a financial interest as defined in the Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or business associate. Shawn A Ray View results Anonymous 50:16 Time to complete 15 Respondent About the Supplemental Questions for the Council on Homelessness Membership Application The following questions will be used by the Council on Homelessness’ Nominating Panel to identify diverse applicants that can contribute unique expertise and perspectives to the Council. Answers to these questions will be evaluated in relation to the experience and qualifications desired for available member seats. Please carefully consider how your personal experiences, professional experiences, and values will contribute meaningfully to the Council on Homelessness’ and the Contra Costa County Homeless Continuum of Care’s efforts to make homeless- ness rare, brief, and non-recurring. Please note, there are two required elements of the Council on Homelessness application, these “Supplemental Questions” and the County Application. You must complete both compo- nents of the application by September 28, 2023 at 5PM. For more information, about applying to the Council on Homelessness, please review the Council on Homelessness Board Recruitment FAQ document here: https://cchealth.org/h3/coc/council.php#Join. Please note, this form can also be filled out as a Word document and emailed to Council on Homelessness. If you need accommodations to complete the application or the Microsoft Word version of the application, please contact Jaime Jenett, Staff to the Council, by emailing cchomelesscouncil@cchealth.org or calling or texting (925) 464-0152. Supplemental Questions Behavioral Health Representative City Government Representative CoC/ESG Program Grantee Representative Community Member Representative Employment and Human Services Representative Faith Community Representative Public Housing Authority Representative Public Safety Representative Reentry Services Representative Youth Representative (must be between the ages of 17-24) Which vacant Council on Homelessness seat are you applying for? * 1. Please briefly describe any special skills, relationships, or resources you would bring to this specific seat. If applicable, please describe any experiences that demonstrate a past professional or personal commitment to addressing and alleviating homelessness within the topic or field related to the vacant seat. (400 word maximum) * 2. I am a police Lieutenant with the San Pablo Police Department with over 22 years of police experience within Contra Costa County. I am currently assigned to the Priority Oriented Policing Unit, which has a Homeless Outreach unit and Behavioral Health outreach unit. Both outreach units primarily serve our homeless residents. I have worked with numerous people experiencing homelessness throughout my career to link them with resources to help them become self sufficient. I currently hold the Public Safety Seat on the County Council on Homelessness. I am a person currently experiencing homelessness and living in a shelter or location not meant for human habitation (e.g., in a tent). I am a person who experienced homelessness within the past 7 years but is currently housed. I am a person who experienced homelessness more than 7 years ago but is currently housed. I am a family member of someone who has experienced homelessness I am none of the above but still invested in addressing homelessness in Contra Costa County. I would prefer not to respond Please identify your personal connections with homelessness by selecting one of the options below: * 3. Individuals experiencing homelessness in Contra Costa County come from diverse backgrounds (in terms of abilities, ages, sexual and gender identities, immigration statuses, and racial, ethnic, and cultural backgrounds). Please describe your approach and experience working with and in diverse populations. * 4. I am currently a Police Officer in the City of San Pablo. San Pablo has a very diverse population in racial, ethnic, gender identity, immigration status, age, abilities and cultural background. I grew up in Pittsburg Ca, therefore this level of diversity is the only type of community I know. As an officer I have daily contact with a diverse population and their expectation of me is to serve them as I would serve everyone else. This is a basic tenet of every police office that is given the privilege of serving our communities. It is my goal to ensure everyone I contact understands they have a voice in our community and their concerns are important to me, our police department and our city leadership. Please describe your affiliations with organizations or agencies who serve various homeless subpopulations, such as persons with chronic substance abuse issues, persons with serious mental illness, persons experiencing chronic homelessness, persons with HIV/AIDS, veterans, families with children, unaccompanied youth, seniors, and victims of domestic violence, dating violence, sexual assault, and stalking. Please elaborate on how these affiliations could be beneficial to the work of the Council on Homelessness. (400 word maximum) * 5. Our Homeless Outreach Officers and Behavioral Health Officers work in tandem with our County CORE teams. San Pablo and Richmond share the cost of a full time CORE team to serve our communities. Our Outreach Officers daily goal is to build rapport with our homeless residents, understand their needs and work with all available resources to bring the services to our residents in need. We work with CORE on a regular basis, but we are also making connections with other non-profit organizations such as the Lao Family Community Development Program, who assist with housing, education and job assistance as well as local faith based organizations such as the Hope church, which provides showers, food and other necessities. Having an understanding of the needs of our homeless residents, the available resources and the task of our law enforcement community in serving our homeless residents would be beneficial in giving a law enforcement perspective to the Council on Homelessness. Please provide three (3) recommendations for the Contra Costa Continuum of Care that would improve local strategies for addressing homelessness. Your recommendations should come from your personal experiences, professional expertise, and/or observations of Continuum of Care (CoC)/Council on Homelessness (CoH) meetings. Additionally, feel free to draw from current events and other sources of information. (400 word maximum) * 6. 1. Provide more resources to returning people experiencing homelessness back to their families. A strong support network is key to living a healthy and productive life. This is a process that will require mediation, counseling, and in many cases substance abuse counseling. 2. Encourage more resources in locations throughout our county that are either lacking in resources or have more people in need (East and West county). 3. Mental health must be paramount to solving homelessness. Through our outreach teams' rapport building with our residents experiencing homelessness, they discovered addiction plays a key role in keeping people homeless. However, mental health issues are a constant underlying cause of addiction issues. 3 or more meetings 1-2 meetings 0 meetings Please state how many Continuum of Care (CoC), Council on Homelessness (CoH), or Youth Advisory Council (YAC) meetings you have previously attended. * 7. Yes No The Council is committed to the Housing First approach (meaning no barriers or requirements as a prerequisite to housing, including sobriety, religious affiliation, or other structure not required for housing) and has established this Guiding Principle: Homelessness is first a housing issue, and necessary supports and services are critical to help people remain housed. Our system must be nimble and flexible enough to respond through the shared responsibility, accountability, and transparency of the community. Are you in support of the Housing First approach and Guiding Principle described above? * 8. I can be available for 2 or more IN PERSON meetings per month, including the standing monthly COH meeting the first Thursday of every month from 1pm to 3pm. I can be available only for the standing IN PERSON monthly COH meeting the first Thursday of every month from 1pm to 3pm. I am not available for the standing monthly COH meeting, but can make other meetings 2 or more times per month. I am not available for the standing monthly COH meeting and may not be able to make other meetings more than once per month. Council on Homelessness meetings take place on the first Thursday of the month from 1 pm – 3pm in Martinez. Members of the Council are also expected to participate in at least one committee or workgroup, which typically meet on a monthly basis. All Councilmembers are expected to attend meetings in person and can only attend virtually twice per calendar year under very narrow circumstances. Additionally, Councilmembers may miss up to two Council meetings per calendar year. Based on this information, please identify the level of commitment you can provide to the Council on Homelessness by selecting one of the options below: * 9. Far East Contra Costa County (for example: Discovery Bay, Bethel Island) East Contra Costa County (for example: Bay Point, Pittsburg, Antioch, Brentwood) Central Contra Costa County (for example: Martinez, Pleasant Hill, Concord, Walnut Creek) South Contra Costa County (for example: Alamo, Danville, San Ramon) West Contra Costa County (for example: El Cerrito, San Pablo, Richmond, Pinole, Hercules, Rodeo) I spend an equal amount of time in all five geographic areas listed above. Which of the following geographic areas do you spend the most time in? * 10. Demographic Information (Optional) The Council aims to engage as broad a representation as possible of abilities, ages, sexual and gender identities, immigration statuses, and racial, ethnic, and cultural backgrounds, and ge- ographical representation within the County. Responses to the following questions are optional and will be considered in aggregate to ensure that we have recruited a diverse pool of ap- plicants. The Nominating Panel will not review applicants’ responses to the following questions. What are your pronouns (for example: she/him/they/ze, etc.)? 11. What is your gender identity (for example: female/male/transgender/non-binary/gender non-conforming, other)? 12. What is your sexual orientation (for example: bisexual/straight/gay/pansexual, other)?13. Transition aged youth (18-24) Adult (25-54) Older Adult (55-61_ Senior (62+) What best describes your age? (Check one)14. White Hispanic/Latino(a)(o)(e)(x) Black/African American/African Native Hawaiian/Pacific Islander American Indian/Alaskan Native/Indigenous Asian American/Asian Multiple Races Other What best describes your race/ethnicity? (Pick as many as apply) 15. Is there any other information you would like to share, including anything that would help us understand how you would contribute to the diverse representation of people and experiences on the Council (for example: lived experience of homelessness, abilities, immigration status, ethnic background, or cultural background)? 16. Contact Information Name * 17. Shawn Ray Email * 18. Phone Number * 19. Submit Date: Sep 23, 2023 First Name Middle Initial Last Name Home Address Suite or Apt City State Postal Code Primary Phone Email Address Employer Job Title Contra Costa County Boards & Commissions Application Form Profile District Locator Tool Resident of Supervisorial District: District 5 Length of Employment 1 year Do you work in Contra Costa County? Yes No If Yes, in which District do you work? 1 How long have you lived or worked in Contra Costa County? 13 years Are you a veteran of the U.S. Armed Forces? Yes No Board and Interest Which Boards would you like to apply for? Contra Costa Council on Homelessness: Submitted Nicole M Green Pittsburg CA Contra Costa office of Education Reentry Transition Specialist Nicole M Green Seat Name Reentry Service Representative Have you ever attended a meeting of the advisory board for which you are applying? Yes No If Yes, how many meetings have you attended? 3 Education Select the option that applies to your high school education * High School Diploma College/ University A Name of College Attended University of Phoenix Degree Type / Course of Study / Major BA Business, Degree Awarded? Yes No College/ University B Name of College Attended University of Phoenix Degree Type / Course of Study / Major MA Business, Project Managment and IOP Degree Awarded? Yes No College/ University C Name of College Attended Walden Nicole M Green Degree Type / Course of Study / Major MSW- Current Degree Awarded? Yes No Other Trainings & Occupational Licenses Other Training A TCP Certificate Awarded for Training? Yes No Other Training B Certificate Awarded for Training? Yes No Occupational Licenses Completed: Qualifications and Volunteer Experience Please explain why you would like to serve on this particular board, commitee, or commission. I have lived experience and worked within the community for six years. I have worked within housing programs and am familiar with the justice involved and barriers related to housing and homelessness. My experience working with housing providers and CBO dealing with the justice-involved population and my own personal experience of homeless within Contra Costa County, I believe I can bring great insight and knowledge to the communities. Describe your qualifications for this appointment. (NOTE: you may also include a copy of your resume with this application) I am applying for the reentry seat as I have lived experiences as a justice-impacted individual and experienced homelessness within Contra Costa County. I have also worked in the reentry field for the past seven years. My professional experience includes working within the reentry network and programs. I was the assistant program manager for Bridges to Work and Program Manager for Shelter Inc.'s AB109 and BSCC reentry housing programs. I have a passion for advocacy around the homeless and reentry population. I am part of the AB109 realignment CAB. I have vast knowledge and experience, professionally and personally, working with the homeless population within Contra Costa County and understanding the effects of homelessness on the justice-impacted population. Nicole M Green Upload a Resume Would you like to be considered for appointment to other advisory bodies for which you may be qualified? Yes No Do you have any obligations that might affect your attendance at scheduled meetings? Yes No If Yes, please explain: Are you currently or have you ever been appointed to a Contra Costa County advisory board? Yes No If Yes, please list the Contra Costa County advisory board(s) on which you are currently serving: AB109 Realignment- CAB and Alcohol and Other Drugs (AOD) If Yes, please also list the Contra Costa County advisory board(s) on which you have previously served: List any volunteer or community experience, including any advisory boards on which you have served. Health RIGHT 360 CRG Program AB109 Realignment- CAB- Vice Chair 2020 to Current • Policy and Budget Sub-Committee- Chair 2022 to Current • Program and Services Subcommittee- Chair 2022 to 2021 Health RIGHT 360 CRG Program Current Alcohol and Other Drugs (AOD) Conflict of Interest and Certification Do you have a familial or financial relationship with a member of the Board of Supervisors? (Please refer to the relationships listed under the "Important Information" section below or Resolution No. 2021/234) Yes No If Yes, please identify the nature of the relationship: Do you have any financial relationships with the County such as grants, contracts, or other economic relationships? Yes No Nicole M Green If Yes, please identify the nature of the relationship: Please Agree with the Following Statement 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 undersand that all information in this application is publicly accessible. I understand that misstatements and/or omissions of material fact may cause forfeiture of my rights to serve on a board, committee, or commission in Contra Costa County. I Agree Important Information 1. This application and any attachments you provide to it is a public document and is subject to the California Public Records Act (CA Government Code §6250-6270). 2. All members of appointed bodies are required to take the advisory body training provided by Contra Costa County. 3. Members of certain boards, commissions, and committees may be required to: (1) file a Statement of Economic Interest Form also known as a Form 700, and (2) complete the State Ethics Training Course as required by AB 1234. 4. Meetings may be held in various locations and some locations may not be accessible by public transportation. 5. Meeting dates and times are subject to change and may occur up to two (2) days per month. 6. Some boards, committees, or commissions may assign members to subcommittees or work groups which may require an additional commitment of time. 7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if he/she is related to a Board of Supervisors' member in any of the following relationships: (1) Mother, father, son, and daughter; (2) Brother, sister, grandmother, grandfather, grandson, and granddaughter; (3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and stepdaughter; (4) Registered domestic partner, pursuant to California Family Code section 297; (5) The relatives, as defined in 1 and 2 above, for a registered domestic partner; (6) Any person with whom a Board Member shares a financial interest as defined in the Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or business associate. Nicole M Green View results Anonymous 11:49 Time to complete 24 Respondent About the Supplemental Questions for the Council on Homelessness Membership Application The following questions will be used by the Council on Homelessness’ Nominating Panel to identify diverse applicants that can contribute unique expertise and perspectives to the Council. Answers to these questions will be evaluated in relation to the experience and qualifications desired for available member seats. Please carefully consider how your personal experiences, professional experiences, and values will contribute meaningfully to the Council on Homelessness’ and the Contra Costa County Homeless Continuum of Care’s efforts to make homeless- ness rare, brief, and non-recurring. Please note, there are two required elements of the Council on Homelessness application, these “Supplemental Questions” and the County Application. You must complete both compo- nents of the application by September 28, 2023 at 5PM. For more information, about applying to the Council on Homelessness, please review the Council on Homelessness Board Recruitment FAQ document here: https://cchealth.org/h3/coc/council.php#Join. Please note, this form can also be filled out as a Word document and emailed to Council on Homelessness. If you need accommodations to complete the application or the Microsoft Word version of the application, please contact Jaime Jenett, Staff to the Council, by emailing cchomelesscouncil@cchealth.org or calling or texting (925) 464-0152. Supplemental Questions Behavioral Health Representative City Government Representative CoC/ESG Program Grantee Representative Community Member Representative Employment and Human Services Representative Faith Community Representative Public Housing Authority Representative Public Safety Representative Reentry Services Representative Youth Representative (must be between the ages of 17-24) Which vacant Council on Homelessness seat are you applying for? * 1. Please briefly describe any special skills, relationships, or resources you would bring to this specific seat. If applicable, please describe any experiences that demonstrate a past professional or personal commitment to addressing and alleviating homelessness within the topic or field related to the vacant seat. (400 word maximum) * 2. I am applying for the reentry seat as I have lived experiences as a justice-impacted individual and experienced homelessness within Contra Costa County. I have also worked in the reentry field for the past seven years. My professional experience includes working within the reentry network and programs. I was the assistant program manager for Bridges to Work and Program Manager for Shelter Inc.'s AB109 and BSCC reentry housing programs. I have a passion for advocacy around the homeless and reentry population. I am part of the AB109 realignment CAB. I have vast knowledge and experience, professionally and personally, working with the homeless population within Contra Costa County and understanding the effects of homelessness on the justice-impacted population. I advocate for change and work through the CAB to facilitate changes related to housing, as there is a significant housing shortage for justice-impacted people. I understand the need for housing and the barriers that individuals face with not only having a criminal background but also dealing with other obstacles such as mental health, substance abuse, low-income, and employment barriers, which are all linked to being able to be successfully housed. I am a person currently experiencing homelessness and living in a shelter or location not meant for human habitation (e.g., in a tent). I am a person who experienced homelessness within the past 7 years but is currently housed. I am a person who experienced homelessness more than 7 years ago but is currently housed. I am a family member of someone who has experienced homelessness I am none of the above but still invested in addressing homelessness in Contra Costa County. I would prefer not to respond Please identify your personal connections with homelessness by selecting one of the options below: * 3. Individuals experiencing homelessness in Contra Costa County come from diverse backgrounds (in terms of abilities, ages, sexual and gender identities, immigration statuses, and racial, ethnic, and cultural backgrounds). Please describe your approach and experience working with and in diverse populations. * 4. When working with a diverse population, it is essential to understand that each situation is different, and you want to approach each individual and problem with their own individual lens. It is crucial to understand a person's background and beliefs and the different barriers they can face based on their ages, sexual and gender identities, immigration statuses, and racial, ethnic, and cultural backgrounds. In approaching a person, I am open-minded. Working with people from different cultures requires an open-minded attitude. The key concept is understanding the person's barriers, individual beliefs, and background, which can relate to the current situation (Brain dump write over). I am also working on my MSW, which will be completed in November, and I have experience and knowledge in assessing and screening people with different cultures and backgrounds. Please describe your affiliations with organizations or agencies who serve various homeless subpopulations, such as persons with chronic substance abuse issues, persons with serious mental illness, persons experiencing chronic homelessness, persons with HIV/AIDS, veterans, families with children, unaccompanied youth, seniors, and victims of domestic violence, dating violence, sexual assault, and stalking. Please elaborate on how these affiliations could be beneficial to the work of the Council on Homelessness. (400 word maximum) * 5. I currently work within the Reentry Field and am connected to several organizations that assist individuals with chronic substance abuse issues, persons with serious mental illness, persons experiencing chronic homelessness, persons with HIV/AIDS, veterans, and families with children, such as Office of Reentry and Justice, Contra Costa Office of Education Game plan for Success Program, Behavioral Health AOD and FMH, Rubicon, Shelter Inc, Centerforce, Health right 360 and more. I have worked with the CCC HIV/AIDS & STD program, which provides case management and housing. I am affiliated with LAO, Hope Solutions, and more organizations. All Reentry Programs would benefit the Council of Homelessness as they can provide a different insight into the justice-impacted population, which is essential when addressing people experiencing homelessness. Many of the homeless population are justice-impacted and recently released from county jails, as many of those released are unhoused. My affiliation with the Office of Reentry and Justice and working with CAB for the AB109 realignment is highly beneficial in working with the council on homelessness. Being able to bring information to the Council of Homelessness and AB109 realignment- CAB and sharing information through collaboration can assist the homeless population and those who are justice-impacted. Within CAB, we look at people experiencing homelessness; however, there is a cap on those impacted and being served. I am employed through CCOE Game Plan for success, and this collaboration can allow me to bring information regarding those presently incarcerated within the county jails and those existing and homeless. I have additional affiliations within the county as my joy is advocating to help those who are justice-impacted and people experiencing homelessness. I am also on the AOD board and familiar with Behavioral Health, mental health, and AOD programs/management. I now collaborate with the programs to build a strong foundation and process to create successful outcomes for those facing homelessness. Please provide three (3) recommendations for the Contra Costa Continuum of Care that would improve local strategies for addressing homelessness. Your recommendations should come from your personal experiences, professional expertise, and/or observations of Continuum of Care (CoC)/Council on Homelessness (CoH) meetings. Additionally, feel free to draw from current events and other sources of information. (400 word maximum) * 6. 1. I recommend more affordable housing- such as bridge housing options. There needs to be additional housing support for those homeless and those who are justice-impacted. As we focus on the housing first model, a deeper dive and look at individual needs and barriers to help determine the real-time needed for an individual to gain sustaining housing. 2. Creating a county service flow chart or outline of services, processes, qualifications, and enrollment. Setting a clear understanding of the programs available with CCC so that other areas and services needs for those who experience homelessness and the Justice Impacted population can better access services. Creating a county flow chart can also help identify gaps in services and where other county-funded programs for individualized and marginalized people can fill in service gaps. 3. Creating better housing and programs for those with behavioral health issues with more At-home plans- from a justice-involved license, with long-term housing, with more care management, community, and landlord engagement, allows the community to feel more involved and willing to allow for more housing development. 3 or more meetings 1-2 meetings 0 meetings Please state how many Continuum of Care (CoC), Council on Homelessness (CoH), or Youth Advisory Council (YAC) meetings you have previously attended. * 7. Yes No The Council is committed to the Housing First approach (meaning no barriers or requirements as a prerequisite to housing, including sobriety, religious affiliation, or other structure not required for housing) and has established this Guiding Principle: Homelessness is first a housing issue, and necessary supports and services are critical to help people remain housed. Our system must be nimble and flexible enough to respond through the shared responsibility, accountability, and transparency of the community. Are you in support of the Housing First approach and Guiding Principle described above? * 8. I can be available for 2 or more IN PERSON meetings per month, including the standing monthly COH meeting the first Thursday of every month from 1pm to 3pm. I can be available only for the standing IN PERSON monthly COH meeting the first Thursday of every month from 1pm to 3pm. I am not available for the standing monthly COH meeting, but can make other meetings 2 or more times per month. I am not available for the standing monthly COH meeting and may not be able to make other meetings more than once per month. Council on Homelessness meetings take place on the first Thursday of the month from 1 pm – 3pm in Martinez. Members of the Council are also expected to participate in at least one committee or workgroup, which typically meet on a monthly basis. All Councilmembers are expected to attend meetings in person and can only attend virtually twice per calendar year under very narrow circumstances. Additionally, Councilmembers may miss up to two Council meetings per calendar year. Based on this information, please identify the level of commitment you can provide to the Council on Homelessness by selecting one of the options below: * 9. Far East Contra Costa County (for example: Discovery Bay, Bethel Island) East Contra Costa County (for example: Bay Point, Pittsburg, Antioch, Brentwood) Central Contra Costa County (for example: Martinez, Pleasant Hill, Concord, Walnut Creek) South Contra Costa County (for example: Alamo, Danville, San Ramon) West Contra Costa County (for example: El Cerrito, San Pablo, Richmond, Pinole, Hercules, Rodeo) I spend an equal amount of time in all five geographic areas listed above. Which of the following geographic areas do you spend the most time in? * 10. Demographic Information (Optional) The Council aims to engage as broad a representation as possible of abilities, ages, sexual and gender identities, immigration statuses, and racial, ethnic, and cultural backgrounds, and ge- ographical representation within the County. Responses to the following questions are optional and will be considered in aggregate to ensure that we have recruited a diverse pool of ap- plicants. The Nominating Panel will not review applicants’ responses to the following questions. What are your pronouns (for example: she/him/they/ze, etc.)? 11. What is your gender identity (for example: female/male/transgender/non-binary/gender non-conforming, other)? 12. What is your sexual orientation (for example: bisexual/straight/gay/pansexual, other)?13. Transition aged youth (18-24) Adult (25-54) Older Adult (55-61_ Senior (62+) What best describes your age? (Check one)14. White Hispanic/Latino(a)(o)(e)(x) Black/African American/African Native Hawaiian/Pacific Islander American Indian/Alaskan Native/Indigenous Asian American/Asian Multiple Races Other What best describes your race/ethnicity? (Pick as many as apply) 15. Is there any other information you would like to share, including anything that would help us understand how you would contribute to the diverse representation of people and experiences on the Council (for example: lived experience of homelessness, abilities, immigration status, ethnic background, or cultural background)? 16. Contact Information Name * 17. Nicole Green Email * 18. Phone Number * 19. Submit Date: Sep 26, 2023 First Name Middle Initial Last Name Home Address Suite or Apt City State Postal Code Primary Phone Email Address Employer Job Title Contra Costa County Boards & Commissions Application Form Profile District Locator Tool Resident of Supervisorial District: District 5 Length of Employment 6 months Do you work in Contra Costa County? Yes No If Yes, in which District do you work? 4 How long have you lived or worked in Contra Costa County? 23 years Are you a veteran of the U.S. Armed Forces? Yes No Board and Interest Which Boards would you like to apply for? Contra Costa Council on Homelessness: Submitted Kristin Alvarez Antioch CA White pony express Warehouse associate/assistant volunteer coordinator Kristin Alvarez Seat Name Youth representative Have you ever attended a meeting of the advisory board for which you are applying? Yes No If Yes, how many meetings have you attended? 2 Education Select the option that applies to your high school education * G.E.D. Certificate College/ University A Name of College Attended Dvc Degree Type / Course of Study / Major Addiction studies Degree Awarded? Yes No College/ University B Name of College Attended Degree Type / Course of Study / Major Degree Awarded? Yes No College/ University C Name of College Attended Degree Type / Course of Study / Major Kristin Alvarez Upload a Resume Degree Awarded? Yes No Other Trainings & Occupational Licenses Other Training A Certificate Awarded for Training? Yes No Other Training B Certificate Awarded for Training? Yes No Occupational Licenses Completed: Qualifications and Volunteer Experience Please explain why you would like to serve on this particular board, commitee, or commission. I would like to serve on this board because I have been homeless and know firsthand just how hard it is to find secure and stable housing. I really think that I have a lot to bring to the table and would love to be a part of some thing that betters our community. Describe your qualifications for this appointment. (NOTE: you may also include a copy of your resume with this application) I am currently working for a White Pony Express a nonprofit based out of Pleasant Hill that distributes the surplus of food to those in need. I am also going to school to obtain my associates degree in addiction studies. Would you like to be considered for appointment to other advisory bodies for which you may be qualified? Yes No Do you have any obligations that might affect your attendance at scheduled meetings? Yes No Kristin Alvarez If Yes, please explain: Are you currently or have you ever been appointed to a Contra Costa County advisory board? Yes No If Yes, please list the Contra Costa County advisory board(s) on which you are currently serving: If Yes, please also list the Contra Costa County advisory board(s) on which you have previously served: List any volunteer or community experience, including any advisory boards on which you have served. I occasionally volunteer at a few drug treatment programs that are located in the Contra Costa County area. Conflict of Interest and Certification Do you have a familial or financial relationship with a member of the Board of Supervisors? (Please refer to the relationships listed under the "Important Information" section below or Resolution No. 2021/234) Yes No If Yes, please identify the nature of the relationship: Do you have any financial relationships with the County such as grants, contracts, or other economic relationships? Yes No If Yes, please identify the nature of the relationship: Kristin Alvarez Please Agree with the Following Statement 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 undersand that all information in this application is publicly accessible. I understand that misstatements and/or omissions of material fact may cause forfeiture of my rights to serve on a board, committee, or commission in Contra Costa County. I Agree Important Information 1. This application and any attachments you provide to it is a public document and is subject to the California Public Records Act (CA Government Code §6250-6270). 2. All members of appointed bodies are required to take the advisory body training provided by Contra Costa County. 3. Members of certain boards, commissions, and committees may be required to: (1) file a Statement of Economic Interest Form also known as a Form 700, and (2) complete the State Ethics Training Course as required by AB 1234. 4. Meetings may be held in various locations and some locations may not be accessible by public transportation. 5. Meeting dates and times are subject to change and may occur up to two (2) days per month. 6. Some boards, committees, or commissions may assign members to subcommittees or work groups which may require an additional commitment of time. 7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if he/she is related to a Board of Supervisors' member in any of the following relationships: (1) Mother, father, son, and daughter; (2) Brother, sister, grandmother, grandfather, grandson, and granddaughter; (3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and stepdaughter; (4) Registered domestic partner, pursuant to California Family Code section 297; (5) The relatives, as defined in 1 and 2 above, for a registered domestic partner; (6) Any person with whom a Board Member shares a financial interest as defined in the Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or business associate. Kristin Alvarez View results Anonymous 13:37 Time to complete 32 Respondent About the Supplemental Questions for the Council on Homelessness Membership Application The following questions will be used by the Council on Homelessness’ Nominating Panel to identify diverse applicants that can contribute unique expertise and perspectives to the Council. Answers to these questions will be evaluated in relation to the experience and qualifications desired for available member seats. Please carefully consider how your personal experiences, professional experiences, and values will contribute meaningfully to the Council on Homelessness’ and the Contra Costa County Homeless Continuum of Care’s efforts to make homeless- ness rare, brief, and non-recurring. Please note, there are two required elements of the Council on Homelessness application, these “Supplemental Questions” and the County Application. You must complete both compo- nents of the application by September 28, 2023 at 5PM. For more information, about applying to the Council on Homelessness, please review the Council on Homelessness Board Recruitment FAQ document here: https://cchealth.org/h3/coc/council.php#Join. Please note, this form can also be filled out as a Word document and emailed to Council on Homelessness. If you need accommodations to complete the application or the Microsoft Word version of the application, please contact Jaime Jenett, Staff to the Council, by emailing cchomelesscouncil@cchealth.org or calling or texting (925) 464-0152. Supplemental Questions Behavioral Health Representative City Government Representative CoC/ESG Program Grantee Representative Community Member Representative Employment and Human Services Representative Faith Community Representative Public Housing Authority Representative Public Safety Representative Reentry Services Representative Youth Representative (must be between the ages of 17-24) Which vacant Council on Homelessness seat are you applying for? * 1. Please briefly describe any special skills, relationships, or resources you would bring to this specific seat. If applicable, please describe any experiences that demonstrate a past professional or personal commitment to addressing and alleviating homelessness within the topic or field related to the vacant seat. (400 word maximum) * 2. Ive been homeless so i know some of the challenges they face as well as have been able to change my life and reach out to the resources available to me in order to better my life and find a safe stable and secure place to live. I am a person currently experiencing homelessness and living in a shelter or location not meant for human habitation (e.g., in a tent). I am a person who experienced homelessness within the past 7 years but is currently housed. I am a person who experienced homelessness more than 7 years ago but is currently housed. I am a family member of someone who has experienced homelessness I am none of the above but still invested in addressing homelessness in Contra Costa County. I would prefer not to respond Please identify your personal connections with homelessness by selecting one of the options below: * 3. Individuals experiencing homelessness in Contra Costa County come from diverse backgrounds (in terms of abilities, ages, sexual and gender identities, immigration statuses, and racial, ethnic, and cultural backgrounds). Please describe your approach and experience working with and in diverse populations. * 4. During the time that I was homeless, I encountered people of all ages and backgrounds. My approach is to include everyone equally and two be willing to help anyone no matter where they come from. Please describe your affiliations with organizations or agencies who serve various homeless subpopulations, such as persons with chronic substance abuse issues, persons with serious mental illness, persons experiencing chronic homelessness, persons with HIV/AIDS, veterans, families with children, unaccompanied youth, seniors, and victims of domestic violence, dating violence, sexual assault, and stalking. Please elaborate on how these affiliations could be beneficial to the work of the Council on Homelessness. (400 word maximum) * 5. I currently work for White Pony Expres, a nonprofit based out of Pleasant Hill, that delivers surplus food to different food, pantries or places in need. I also occasionally volunteer at drug treatment programs in the Contra Costa area. I am also currently attending school at DVC in order to become a certified drug and alcohol counselor along with that I am taking classes to learn about dual disorders or clients that suffer from mental health issues. I believe that these things will play a big role if I were to get the position on the council because I am able to connect with different resources in the community along with the fact that I know firsthand how to deal with people who are homeless, as well as people who have substance-abuse issues. Please provide three (3) recommendations for the Contra Costa Continuum of Care that would improve local strategies for addressing homelessness. Your recommendations should come from your personal experiences, professional expertise, and/or observations of Continuum of Care (CoC)/Council on Homelessness (CoH) meetings. Additionally, feel free to draw from current events and other sources of information. (400 word maximum) * 6. I genuinely think that as a county with all the resources that we have available, we need to do a better job of making shelters available in order to help those that are homeless have a safe spot to lay their head at night. I also think that as a county we should have more outreach available as far as getting people help to get off substances, because that definitely plays a big role in homelessness. Another recommendation that I have would be that we have job training and placement that would help tremendously illuminate the population of those that are homeless. 3 or more meetings 1-2 meetings 0 meetings Please state how many Continuum of Care (CoC), Council on Homelessness (CoH), or Youth Advisory Council (YAC) meetings you have previously attended. * 7. Yes No The Council is committed to the Housing First approach (meaning no barriers or requirements as a prerequisite to housing, including sobriety, religious affiliation, or other structure not required for housing) and has established this Guiding Principle: Homelessness is first a housing issue, and necessary supports and services are critical to help people remain housed. Our system must be nimble and flexible enough to respond through the shared responsibility, accountability, and transparency of the community. Are you in support of the Housing First approach and Guiding Principle described above? * 8. I can be available for 2 or more IN PERSON meetings per month, including the standing monthly COH meeting the first Thursday of every month from 1pm to 3pm. I can be available only for the standing IN PERSON monthly COH meeting the first Thursday of every month from 1pm to 3pm. I am not available for the standing monthly COH meeting, but can make other meetings 2 or more times per month. I am not available for the standing monthly COH meeting and may not be able to make other meetings more than once per month. Council on Homelessness meetings take place on the first Thursday of the month from 1 pm – 3pm in Martinez. Members of the Council are also expected to participate in at least one committee or workgroup, which typically meet on a monthly basis. All Councilmembers are expected to attend meetings in person and can only attend virtually twice per calendar year under very narrow circumstances. Additionally, Councilmembers may miss up to two Council meetings per calendar year. Based on this information, please identify the level of commitment you can provide to the Council on Homelessness by selecting one of the options below: * 9. Far East Contra Costa County (for example: Discovery Bay, Bethel Island) East Contra Costa County (for example: Bay Point, Pittsburg, Antioch, Brentwood) Central Contra Costa County (for example: Martinez, Pleasant Hill, Concord, Walnut Creek) South Contra Costa County (for example: Alamo, Danville, San Ramon) West Contra Costa County (for example: El Cerrito, San Pablo, Richmond, Pinole, Hercules, Rodeo) I spend an equal amount of time in all five geographic areas listed above. Which of the following geographic areas do you spend the most time in? * 10. Demographic Information (Optional) The Council aims to engage as broad a representation as possible of abilities, ages, sexual and gender identities, immigration statuses, and racial, ethnic, and cultural backgrounds, and ge- ographical representation within the County. Responses to the following questions are optional and will be considered in aggregate to ensure that we have recruited a diverse pool of ap- plicants. The Nominating Panel will not review applicants’ responses to the following questions. What are your pronouns (for example: she/him/they/ze, etc.)? 11. What is your gender identity (for example: female/male/transgender/non-binary/gender non-conforming, other)? 12. What is your sexual orientation (for example: bisexual/straight/gay/pansexual, other)?13. Transition aged youth (18-24) Adult (25-54) Older Adult (55-61_ Senior (62+) What best describes your age? (Check one)14. White Hispanic/Latino(a)(o)(e)(x) Black/African American/African Native Hawaiian/Pacific Islander American Indian/Alaskan Native/Indigenous Asian American/Asian Multiple Races Other What best describes your race/ethnicity? (Pick as many as apply) 15. Is there any other information you would like to share, including anything that would help us understand how you would contribute to the diverse representation of people and experiences on the Council (for example: lived experience of homelessness, abilities, immigration status, ethnic background, or cultural background)? 16. Contact Information Name * 17. Kristin alvarez Email * 18. Phone Number * 19. 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1118 Name: Status:Type:Consent Item Passed File created:In control:11/17/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the Clerk-Recorder, or designee, to execute a contract with Consolidated Printers, Inc., in an amount not to exceed $7,500,000, to provide specialized printing of voter information guides and sample ballot materials, for the period December 31, 2023 through December 31, 2026. (100% General Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Kristin Connelly, Clerk-Recorder Report Title:Contract with Consolidated Printers, Inc., for Specialized Printing Services ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Clerk-Recorder, or designee, to execute a contract with Consolidated Printers, Inc., in an amount not to exceed $7,500,000 to provide specialized printing of voter information guides and sample ballot materials for elections occurring during the period of December 31, 2023 through December 31, 2026. FISCAL IMPACT: $7,500,000. 100% General Fund. BACKGROUND: The Clerk-Recorder requires specialized printing services from vendors approved by the California Secretary of State to produce election materials. Consolidated Printers, Inc., was selected from a competitive process for printing the County voter information guides and sample ballot materials for elections occurring between December 31, 2023 through December 31, 2026. Voter information guides contain sample ballot materials and provide voters with information about contests specifically on their ballots. CONSEQUENCE OF NEGATIVE ACTION: The Clerk-Recorder would be unable to fulfill the statutory requirement of providing constituents information in advance of the upcoming Presidential Primary election, which would expose the County to legal liability under California Election Codes 13300, 13303, and 13307. CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 1 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1119 Name: Status:Type:Consent Item Passed File created:In control:11/20/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the Clerk-Recorder, or designee, to execute a contract with the Blackhawk Country Club in an amount not to exceed $250 to rent a facility to host a voting location for the March 5, 2024 Primary Election. (100% General Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Kristin Connelly, Clerk-Recorder Report Title:Facility Rental Agreement with Blackhawk Country Club for Voting Location Space ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE AND AUTHORIZE the Clerk-Recorder, or designee, to execute a contract with the Blackhawk County Club at a cost of $250 to host a voting location for the March 5, 2024 Presidential Primary Election. FISCAL IMPACT: $250 from the general fund. BACKGROUND: The Elections Division of the Clerk-Recorder’s office will provide 153 polling places throughout the County for the March 5, 2024 Presidential Primary Election. Sites that will be utilized include the Blackhawk County Club Falls Banquet Room. The Facility Rental and Use Agreement for this site contains an indemnification and hold harmless provision, whereby the County agrees to indemnify and hold harmless the contractors for use of their site as a voting location. For election day voting, the agreement provides the County with use of this site on March 5, 2024. CONSEQUENCE OF NEGATIVE ACTION: The Elections Office will not be able to use the site as a voting location. CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1119,Version:1 CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1120 Name: Status:Type:Consent Item Passed File created:In control:11/21/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the Clerk-Recorder, or designee, to execute contracts with the City of Antioch and the City of El Cerrito to rent facilities to host voting locations for the March 5, 2024 Primary Election. (No fiscal impact) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Kristin Connelly, Clerk-Recorder Report Title:Facility Rental Agreements with City of Antioch and City of El Cerrito for Voting Locations ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE AND AUTHORIZE the Clerk-Recorder, or designee, to execute contracts with the following agencies, at no cost, to host voting locations for the March 5, 2024 Presidential Primary Election: ·City of Antioch for the Antioch Water Park Multi-Use Room and the Nick Rodriguez Community Center; ·City of El Cerrito for the Hana Gardens Senior Center; FISCAL IMPACT: None. BACKGROUND: The Elections Division of the Clerk-Recorder’s office will provide 153 polling places throughout the County for the March 5, 2024 Presidential Primary Election. Sites that will be utilized include the Antioch Water Park Multi-Use Room, the Nick Rodriguez Community Center, and the Hana Gardens Senior Center. The Facility Rental and Use Agreements for these sites contain an indemnification and hold harmless provision, whereby the County agrees to indemnify and hold harmless the contractors for use of their sites as voting locations. For election day voting, the agreement provides the County with use of these sites on March 5, 2024. CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1120,Version:1 CONSEQUENCE OF NEGATIVE ACTION: The Elections Office will not be able to use the sites as voting locations. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1121 Name: Status:Type:Consent Item Passed File created:In control:11/21/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE AND AUTHORIZE the Clerk-Recorder, or designee, to execute a contract with the Lafayette War Veterans, Inc., in an amount not to exceed $2,325 to rent facilities to host voting locations for the March 5, 2024 Primary Election and November 5, 2024 General Election. (100% General Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Kristin Connelly, Clerk-Recorder Report Title:Facility Rental Agreement with Lafayette War Veterans for Voting Location Space. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE AND AUTHORIZE the Clerk-Recorder, or designee, to execute a contract with the Lafayette War Veterans, Inc., at a cost of $1,162.50, to host a voting location for the March 5, 2024 Presidential Primary Election and $1,162.50, to host a voting location for the November 5, 2024 Presidential General Election. FISCAL IMPACT: $2,325 from the General Fund. BACKGROUND: The Elections Division of the Clerk-Recorder’s office will provide 153 polling places throughout the County for the March 5, 2024 Presidential Primary Election and the November 5, 2024 Presidential General Election. Sites that will be utilized include the Lafayette Veterans Memorial Building. The Facility Rental Agreement and Use Agreement for this site contains an indemnification and hold harmless provision, whereby the County agrees to indemnify and hold harmless the contractors for use of the site as a voting location. For election day voting, the agreement provides the County with use of these sites on March 5, 2024 and November 5, 2024. CONSEQUENCE OF NEGATIVE ACTION: CONTRA COSTA COUNTY Printed on 1/29/2024Page 1 of 2 powered by Legistar™ File #:23-1121,Version:1 The Elections Office will not be able to use the sites as a voting location. CONTRA COSTA COUNTY Printed on 1/29/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1122 Name: Status:Type:Consent Item Passed File created:In control:11/21/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE AND AUTHORIZE the Clerk-Recorder, or designee, to execute a contract with the San Ramon Valley United Methodist Church in an amount not to exceed $1,000 to rent a facility to host a voting location for March 5, 2024 Primary Election. (100% General Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Kristin Connelly, Clerk-Recorder Report Title:APPROVE AND AUTHORIZE the Clerk-Recorder, or designee, to execute a contract with the San Ramon Valley United Methodist Church to rent space to host a voting location for March 5, 2024 Primary Election. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE AND AUTHORIZE the Clerk-Recorder, or designee, to execute a contract with the San Ramon Valley United Methodist Church at a cost of $1,000, to host a voting location for the March 5, 2024 Presidential Primary Election. FISCAL IMPACT: $1,000 from the General Fund. BACKGROUND: The Elections Division of the Clerk-Recorder’s office will provide 153 polling places throughout the County for the March 5, 2024 Presidential Primary Election. Sites that will be utilized include the San Ramon Valley United Methodist Church. The Facility Rental Agreement and Use Agreement for this site contains an indemnification and hold harmless provision, whereby the County agrees to indemnify and hold harmless the San Ramon Valley United Methodist Church for use of this site as a voting location. For early voting and election day voting, as well as set up and take down of voting equipment, the agreement provides the County with use of the San Ramon Valley United Methodist Church from February 29, 2024 through March 5, 2024. CONTRA COSTA COUNTY Printed on 1/29/2024Page 1 of 2 powered by Legistar™ File #:23-1122,Version:1 CONSEQUENCE OF NEGATIVE ACTION: The Elections Office will not be able to use the site as a voting location. CONTRA COSTA COUNTY Printed on 1/29/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1123 Name: Status:Type:Consent Item Passed File created:In control:11/21/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE AND AUTHORIZE the Clerk-Recorder, or designee, to execute contracts with the City of Antioch, City of Brentwood, and the City of El Cerrito to rent facilities to host poll worker training in preparation for the March 5, 2024 Primary Election. (No fiscal impact) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Kristin Connelly, Clerk-Recorder Report Title:Facility Rental Agreements with City of Antioch, City of Brentwood, and City of El Cerrito for Poll Worker Training ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE AND AUTHORIZE the Clerk-Recorder, or designee, to execute contracts with the City of Antioch, City of Brentwood, and the City of El Cerrito, at no cost, to host poll worker training in preparation for the March 5, 2024 Presidential Primary Election: ·City of Antioch Water Park Multi-Use Room, February 13 and 15, 2024 ·City of Brentwood Senior Center Main Hall, February 20 and 22, 2024 ·City of El Cerrito Hana Gardens Senior Center, February 21 and 23, 2024 FISCAL IMPACT: None. BACKGROUND: The Elections Division of the Clerk-Recorder’s office will provide 153 polling places throughout the County for the March 5, 2024 Presidential Primary Election and will hold in-person training classes for poll workers. Sites that will be utilized include the City of Antioch Water Park Multi-Use Room, City of Brentwood Senior Center Main Hall, and City of El Cerrito Hana Gardens Senior Center. The Facility Rental Agreement and Use Agreement for these sites contain an indemnification and hold harmless provision, whereby the County agrees to indemnify and hold harmless the contractors for use of the sites as CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1123,Version:1 training locations. For training location purposes, the agreements provide the County with use of these sites on days in February listed above. CONSEQUENCE OF NEGATIVE ACTION: The Elections Office will not be able to use the sites as training locations. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1124 Name: Status:Type:Consent Item Passed File created:In control:11/22/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the Clerk-Recorder, or designee, to execute a contract with Lafayette War Veterans, Inc., in an amount not to exceed $1,008 to rent a facility to host poll worker training in preparation for the March 5, 2024 Primary Election. (100% General Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Kristin Connelly, Clerk-Recorder Report Title:Facility Rental Agreement with Lafayette War Veterans, Inc., for Poll Worker Training Space ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Clerk-Recorder, or designee, to execute a contract with the Lafayette War Veterans, Inc., at a cost of $1,008, to host poll worker training at the Lafayette Veterans Memorial Building on February 14, 2024, in preparation for the March 5, 2024 Presidential Primary Election. FISCAL IMPACT: $1,008 from the General Fund. BACKGROUND: The Elections Division of the Clerk-Recorder’s office will provide 153 polling places throughout the County for the March 5, 2024 Presidential Primary Election and will hold in-person training classes for poll workers. Sites that will be utilized include the Lafayette Veterans Memorial Building. The Facility Rental Agreement and Use Agreement for this site contains an indemnification and hold harmless provision, whereby the County agrees to indemnify and hold harmless the contractors for use of the site as a training location. For training location purposes, the agreements provide the County with use of this site on February 14, 2024. CONSEQUENCE OF NEGATIVE ACTION: CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1124,Version:1 The Elections Office will not be able to use the site as a training location. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1125 Name: Status:Type:Consent Item Passed File created:In control:11/22/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the Clerk-Recorder, or designee, to execute a contract with the Trustees of the California State University and Colleges in an amount not to exceed $250 to rent a facility to host poll worker training in preparation for the March 5, 2024 Primary Election. (100% General Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Kristin Connelly, Clerk-Recorder Report Title:Facility Lease Agreement with California State University and Colleges for Poll Worker Training Space ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Clerk-Recorder, or designee, to execute a contract with the Trustees of the California State University and Colleges, at a cost of $250, to host a pollworker training location at the CSUEB Redwood Room on February 24, 2024, for the March 5, 2024 Presidential Primary Election. FISCAL IMPACT: $250 from the General Fund. BACKGROUND: The Elections Division of the Clerk-Recorder’s office will provide 153 polling places throughout the County for the March 5, 2024 Presidential Primary Election and will hold in-person training classes for pollworkers. Sites that will be utilized include the Redwood Room at the California State University East Bay. The Facility Rental Agreement and Use Agreement for this site contains an indemnification and hold harmless provision, whereby the County agrees to indemnify and hold harmless the contractors for use of the site as a training location. For training location purposes, the agreements provide the County with use of this site on February 24, 2024. CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1125,Version:1 CONSEQUENCE OF NEGATIVE ACTION: The Elections Office will not be able to use this site as a training location. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 23-646 Name: Status:Type:Consent Resolution Passed File created:In control:11/21/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:ADOPT Resolution No. 23-646 declaring the intention to form Zone 1617 within County Service Area P-6 in the Alamo area of Contra Costa County and fixing a public hearing for January 16, 2024 to consider public input regarding the establishment of Zone 1617 and the adoption of Ordinance No. 2024-01 authorizing the levy of a special tax within Zone 1617 to fund police protection services, as recommended by the Conservation and Development Director. (100% Developer fees) Attachments:1. SD13-9338 - Exhibit A (legal description), 2. SD13-9338 - Exhibit B (legal Plat) Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:John Kopchik, Director, Conservation and Development Report Title:RESOLUTION OF INTENTION TO FORM ZONE 1617 AND INCORPORATE INTO ZONE P2B OF COUNTY SERVICE AREA P-6 IN THE ALAMO AREA OF THE COUNTY. (DISTRICT II). ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: 1. ADOPT a Resolution, initiating proceedings for the formation of a new zone, Zone 1617, within County Service Area P-6, in the Alamo area of the County. 2. FIX a public hearing for January 16, 2024, at 9:00 a.m., on the formation of Zone 1617 within County Service Area P-6. 3. FIX a public hearing for January 16, 2024, at 9:00 a.m., to consider the adoption of Ordinance 2024-01, which would authorize the levy of a special tax to augment funding for police protection services in proposed Zone 1617 and to authorize submission of the ordinance to the voters for approval at the March 19, 2024, election. FISCAL IMPACT: The cost of establishing the proposed Police Services Special Tax District is paid for by the developer of the subdivision. BACKGROUND: CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 3 powered by Legistar™ File #:RES 23-646,Version:1 Per the conditions of approval for Subdivision 9338 (County File #SD13-9338), the developer of the property located at 300 & 333 Camille Avenue in the Alamo area is required to establish a Special Police Services Tax District for the 35-lot subdivision prior to recording the final map for the subdivision. The subject property is currently located within the P-6 and P2 Zone B Service Districts. The proposed special tax district would fund an increase in the level of police protection services that is provided in the Alamo area. Adoption of a resolution of intent to form a new tax district (Resolution No. 2022/15) is required by Government Code Section 25217, subdivision (b), as the first step in forming the proposed zone, which will serve as the vehicle to collect special taxes within the proposed zone if the tax measure is approved by the voters on the March 19, 2024, ballot. The resolution includes information regarding the name and boundaries of the zone, the different level of services to be provided, and the method by which the increased level of service is to be funded. The resolution also directs the Clerk of the Board to publish and mail notice of a public hearing regarding the proposed zone formation. It is recommended that the Board set this hearing for 9:00 a.m. on January 16, 2024. If at the conclusion of that public hearing the Board determines that more than 50% of the total number of voters residing within the proposed zone have filed written objections to the formation, Government Code Section 25217.1, subdivision (b)(1), would require the Board to determine that a majority protest exists and to terminate the proceedings. The proposed police service district currently consists of a single 61-acre property owned by the DWB Property LLC et al, who per the conditions of approval for the subdivision are required to establish the police service district prior to recording the final map. If there is no majority protest and the Board elects to proceed with the formation of the zone, a second public hearing would be required to consider the approval of Ordinance No. 2024-01, pertaining to the proposed levy of a special tax on the subject parcel within Zone 1617 for police protection services and submission of the measure to the voters, pursuant to Government Code Section 50077, subdivision (a). It is recommended that this hearing be set at 9:00 a.m. on January 16, 2024, immediately following the hearing on the zone formation. If the Board thereafter adopts Ordinance No. 2024-01, then the tax measure would be submitted for placement on the March 19, 2024, ballot. CONSEQUENCE OF NEGATIVE ACTION: If not approved, Ordinance No. 2024-01 will not be adopted, formation of Special Tax Zone 1617 will not occur, and the Special Tax District will not be established at the January 16, 2024, hearing. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 3 powered by Legistar™ File #:RES 23-646,Version:1 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board IN THE MATTER OF RESOLUTION OF INTENTION TO FORM ZONE 1617 OF COUNTY SERVICE AREA P-6 IN THE ALAMO AREA WHEREAS, The Board of Supervisors of Contra Costa County RESOLVES: 1. The Board of Supervisors of Contra Costa County proposes the formation of new zone in the Alamo area of County Service Area (CSA) P-6, pursuant to Article 8 of Chapter 2.3 of Part 2 of Division 2 of Title 3 of the California Government Code. 2. The boundaries of the territory to be included in the zone area are described in 'Exhibit A' and shown in 'Exhibit B', both of which are attached hereto and incorporated herein by this reference. 3. The formation of Zone 1617 within Zone P2B is proposed to provide the County of Contra Costa with a method of financing an increased level of police protection services to the area within the zone. 4. The proposed zone would provide a level of police protection services that exceeds the level of service outside the zone, and if approved by the voters, the proposed zone would generate additional revenue in the form of special taxes to fund the increase in this level of service. 5. The increase in the level of service would be financed through the levy of a voter-approved special tax on all taxable parcels within the zone. 6. The name proposed for the zone is "Zone 1617" of CSA P-6. NOW, THEREFORE, BE IT RESOLVED THAT at 9:00 a.m. on January 16, 2024, in the Chamber of the Board of Supervisors, County Administration Building, 1025 Escobar Street, Martinez, CA 94553, this Board will conduct a public hearing upon the proposed formation of Zone 1617 of CSA P-6. The Clerk of the Board is hereby directed to give notice of the public hearing by (1) publishing a notice that complies with Government Code Section 25217, subdivision (d)(1), pursuant to Government Code Section 6061; (2) mailing the notice to all owners of property within the proposed zone; (3) mailing the notice to each city and special district that contains, or whose sphere of influence contains the proposed zone; and (4) verifying that the notice is posted in at least three public places within the territory of the proposed zone. CONTRA COSTA COUNTY Printed on 1/10/2024Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1127 Name: Status:Type:Consent Item Passed File created:In control:11/20/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:ACCEPT the North Richmond Waste & Recovery Mitigation Fee Joint Expenditure Planning Committee Annual Report for 2023, as recommended by the Conservation and Development Director. (No fiscal impact) Attachments:1. Exhibit A - 2023 Annual Report, 2. Exhibit B - 2023-2024 NRMF EP Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:John Kopchik, Director, Conservation and Development Report Title:2023 Advisory Body Annual Report for North Richmond Mitigation Fee Joint Expenditure Planning Committee ☐Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT the North Richmond Waste & Recovery Mitigation Fee Joint Expenditure Planning Committee Annual Report for 2023 (Exhibit A). FISCAL IMPACT: There is no fiscal impact associated with the recommended action. BACKGROUND: On June 18, 2002, the Board of Supervisors adopted Resolution No. 2002/377, which requires that each regular and ongoing board, commission, or committee shall annually report to the Board of Supervisors on its activities, accomplishments, membership attendance, required training/certification (if any), and proposed work plan or objectives for the following year, on the second Tuesday in December. The 2023 Annual Report for the North Richmond Waste & Recovery Mitigation Fee Joint Expenditure Planning Committee (Committee) is attached as Exhibit A. This Committee was formed in 2006, pursuant to the terms of a Memorandum of Understanding between the County and the City of Richmond. This Committee was formed to develop recommendations for the use of funding derived from the collection of the North Richmond Waste & Recovery Mitigation Fee, which is subject to the joint-control of the City and County. The Waste & Recovery Mitigation Fee was established by the City and County as permitting conditions of approval to mitigate potential impacts on North Richmond from the proposed expansion of waste processing CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1127,Version:1 and resource recovery operations located at the foot of Parr Boulevard in North Richmond (“Project”). One of the mitigation measures in the 2003 Environmental Impact Report (EIR) for this Project called for the establishment of a Mitigation Fee to defray annual costs associated with collection and disposal of illegally dumped waste and associated impacts in North Richmond and adjacent areas. This Committee is charged with preparing an Expenditure Plan to facilitate joint administration of this funding for the benefit of unincorporated and incorporated North Richmond. Each Expenditure Plan recommended by the Committee is subject to the final approval of the Richmond City Council and the Contra Costa County Board of Supervisors. A copy of the current Expenditure Plan for 2023/2024 (covering July 2023 thru June 2024), is attached as Exhibit B. A recommendation by the Committee on a new Expenditure Plan for the 2024/2025 fiscal year is expected to be made in May 2024. CONSEQUENCE OF NEGATIVE ACTION: The 2023 Advisory Body Annual Report submitted on behalf of the North Richmond Waste & Recovery Mitigation Fee Joint Expenditure Planning Committee in accordance with Resolution 2002/377 would not be formally accepted. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ Exhibit A Page 1 of 2 2023 Advisory Body Annual Report Advisory Body Name: North Richmond Waste & Recovery Mitigation Fee Joint Expenditure Planning Committee (NRMFC) Advisory Body Meeting Time/Location: Meetings are regularly scheduled twice a year, with special meetings scheduled from time to time at the discretion of the Committee. The meeting dates and times for the 2023 calendar year are identified in Section 3 of this document (page 2). The May meeting was held via a combination of tele-conference and in-person, while the October meeting was held in-person. Chair (during the reporting period): Dulce Galicia, North Richmond Municipal Advisory Council Representative: Unincorporated Staff persons (during the reporting period): Contra Costa County Department of Conservation & Development: Deidra Dingman & Justin Sullivan Richmond City Manager’s Office: Lori Reese-Brown & LaShonda Wilson Reporting Period: January 1, 2023 – December 31, 2023 1. Activities The NRMFC made recommendations to the County Board of Supervisors and Richmond City Council on the use of money collected through a Waste & Recovery Mitigation Fee established as result of an Environmental Impact Report to mitigate impacts from the expansion of the West Contra Costa Sanitary Landfill (WCCSL) Bulk Materials Processing Center (BMPC) located in the North Richmond area. The Committee provided feedback to City/County Committee staff about recommended uses of the mitigation fee for the purpose of defraying the annual costs associated with the collection and disposal of illegally dumped waste in the North Richmond area as a result of the BMPC expansion. 2. Accomplishments In 2023, the NRMFC received a Tonnage & Revenue update along with informational reports on all expenditure plan strategies. Projected tonnage revenue reports indicated less revenue for the 2023/2024 fiscal year than was provided in 2022/2023, but contingency should cover the shortfall. At the May 2023 meeting staff provided a recommended 2023/2024 budget based in part on actual 2022/2023 costs at that time. Based on staff’s suggestions, the committee recommended adoption of the 2023/24 Expenditure Plan (attached as Exhibit B), which includes the changes shown in the table below: Expenditure Plan Strategy Budget Changes in the 2023/24 Expenditure Plan Strategy 1 – Bulky Item Pick-ups & Disposal Vouchers Increase by $1,000 Strategy 2 – Neighborhood Clean-ups No Change Strategy 3 – Prevention Service Coordinator No Change Strategy 4.A. – City/County Right-of-Way Pick-ups & Tagging Abatement No Change Strategy 4.B. – City/County Right-of-Way Pick-ups No Change Advisory Body Annual Report Exhibit A Page 2 of 3 Expenditure Plan Strategy Budget Changes in the 2023/24 Expenditure Plan Strategy 5 – Code Enforcement Staff - County No Change Strategy 6 – Illegal Dumping Law Enforcement No Change Strategy 7 – Surveillance Cameras No Change Strategy 8 – Code Enforcement Staff - City No Change Strategy 9 – Community Services Coordinator No Change Strategy 10 – Community-Based Projects Increased by $450 Strategy 11 – North Richmond Green Community Service Programs Decreased by $4,000 Strategy 12 – North Richmond Green Campaign Increased by $4,000 Strategy 13 – Garden Projects No Change Strategy 14 – Mobile Tool Lending Library No Change Committee Administrative Staffing Decreased by $41,971.09 Contingency Decreased by $4,844.50 The 2023-2024 Expenditure Plan was approved by the Board of Supervisors and the Richmond City Council in June 2023. The Committee recommended approval of the Second Amended 2022-2023 Expenditure Plan, which increased funding to Committee Administrative Staffing. The Second Amended 2022-2023 Expenditure Plan was approved by the Board of Supervisors and Richmond City Council in November 2023. 3. Attendance/Representation The seven-member Committee is comprised of three members of the Richmond City Council, one member of the Board of Supervisors, two members of the North Richmond Municipal Advisory Council (MAC) that are residents of unincorporated North Richmond, and one incorporated North Richmond (NR) resident. The Committee’s Amended Bylaws provide for designation of alternates and procedures for removal of members based upon number of absences without prior notification. The level of participation for each Committee member is outlined in the table below as well as the status of a quorum being achieved for each meeting date. 2023 Meeting Dates & Attendance Committee Members & Alternates May 26 2-5 pm Oct 20 2-4 pm Appointed By Dulce Galicia, CHAIR - North Richmond MAC No No County John Gioia, VICE CHAIR – Board of Supervisors Yes No County Beverly Scott – North Richmond MAC Yes No County Doria Robinson – Richmond City Council Yes Yes City Melvin Willis – Richmond City Council Yes Yes City Annie King-Meredith – Incorporated NR Resident Yes Yes City Eduardo Martinez – Richmond City Council Yes No City Jorge Rico Vera - North Richmond MAC, Alternate No No County Tania Pulido – Board of Supervisors, Alternate No Yes County Marena Brown - Incorporated NR Resident,Alternate No No City Quorum achieved Yes Yes Advisory Body Annual Report Exhibit A Page 3 of 3 G:\Conservation\Deidra\Illegal Dumping\BMPC Mitigation Fee Committee\BOs and Annual Reports\Annual Report - 2023\NRMFC Annual Report_2023.doc 4. Training/Certification Staff is awaiting signed certificates back from the newly appointed member. All other County appointed Committee Members/Alternates have completed and submitted the required training certificates. In 2023, County assigned an implicit bias training to committee members and staff. Staff is awaiting signed implicit bias training certificates back from the committee members and alternates. 5. Proposed Work Plan/Objectives for Next Year The Committee plans to have its next meeting on May 17, 2024. Anticipated topics to be discussed at this meeting include budget planning for the next Expenditure Plan cycle (FY 2024/2025), including future revenue projections, proposed funding allocations for existing and potential new strategies. The committee will also consider recommending approval of a new 2024/2025 Expenditure Plan to the County Board of Supervisors and Richmond City Council. North Richmond Waste & Recovery Mitigation Fee 2023/2024 Expenditure Plan The Waste & Recovery Mitigation Fee was established as a result of the Environmental Impact Report (EIR) certified in July 2004 for the WCCSL Bulk Materials Processing Center (BMPC) and Related Actions (Project). The Project involved new and expanded processing and resource recovery operations on both the incorporated and unincorporated area of the Project site, which the EIR concluded would impact the host community. To mitigate this impact Mitigation Measure 4-5 called for a Mitigation Fee to benefit the host community, described as follows: “Mitigation Fee. The facility operator shall pay a Mitigation Fee of an amount to be determined by the applicable permitting authority(ies) to defray annual costs associated with collection and disposal of illegally dumped waste and associated impacts in North Richmond and adjacent areas. The mitigation fee should be subject to the joint-control of the City and County and should be collected on all solid waste and processible materials received at the facility consistent with the existing mitigation fee collected at the Central IRRF.” In July 2004, the City of Richmond and Contra Costa County entered into a Memorandum of Understanding (MOU) agreeing to jointly administer Mitigation Fee monies collected from the BMPC for the benefit of the incorporated and unincorporated North Richmond area. This North Richmond Waste & Recovery Mitigation Fee Joint Expenditure Planning Committee (Committee) was formed pursuant to the terms of the MOU for the specific purpose of preparing a recommended Expenditure Plan. This Expenditure Plan provides a means to jointly administer the Mitigation Fee funding for the benefit of the host community, as described in the EIR. The Expenditure Plan is subject to final approval of the Richmond City Council and the Contra Costa County Board of Supervisors. By approving this Expenditure Plan, the City Council and Board of Supervisors authorize the use of Mitigation Fee funding for only the purposes and in the amounts specified herein. The City and County have each designated their respective staff persons responsible for administering the development and implementation of the approved Expenditure Plan, which includes responsibility for drafting and interpreting Expenditure Plan language. However, the City and County have not delegated to the Committee or to staff the authority to expend funding for purposes not clearly identified in the Expenditure Plan document officially approved by their respective decision-making bodies. Activities which can be funded in this Expenditure Plan period with the Mitigation Fee amounts specified within this Expenditure Plan are described herein as “Strategies” or “Staff Costs”. Strategies are categorized as either “Core Services” or “Supplemental Enhancements”. Core Services includes the higher funding priority strategies that most directly address the intended purpose of this City/County approved Mitigation Fee, “to defray annual costs associated with collection and disposal of illegally dumped waste and associated impacts in North Richmond”. All references to the “Mitigation Fee Primary Funding Area” or “Mitigation Fee Funding Area” pertain to the geographic area shown in the attached map (Attachment 5). Expenditure Plan Period: July 1, 2023 - June 30, 2024 (unless otherwise specified herein) 2023/2024 Expenditure Plan - North Richmond Waste & Recovery Mitigation Fee - Page 2 of 13 - BUDGET The funding allocation amounts included in this document apply to the Expenditure Plan Period specified on the first page unless otherwise specified herein. The total amount of funding allocated in the Expenditure Plan Budget is based on revenue projections provided by the BMPC operator, Republic Service, which are dependent upon multiple variables (e.g. number of tons of recovered materials vs. solid waste, per ton gate rate charged and amount of CPI- adjusted per ton Mitigation Fee). Actual Mitigation Fee revenue may deviate from revenue projections provided by Republic and used to prepare this Budget. A “Contingency” line item is included in the Budget to help accommodate variations between projected and actual revenue. Excess funding allocated to strategies and not expended by the end of each Expenditure Plan period is treated as “roll-over” funding for reallocation in a subsequent Expenditure Plan period. The Budget includes some line items that are based on fixed costs, however there are other line items which are scalable and/or dependent on utilization thereby providing flexibility to reallocate amounts if and when a significant need is identified. Allocated funding may remain unspent due to under-utilization of a particular program. If the amount allocated to a particular line item is determined to exceed needs based upon usage, the remaining funding can only be reallocated by officially amending the Expenditure Plan. This Expenditure Plan may only be adjusted upon official action taken by both the City and County. Although there has been some interest in allowing flexibility for staff to adjust funding allocations under specific circumstances, the authority to approve or modify the Expenditure Plan rests solely with the City Council and Board of Supervisors. Annual fiscal year Expenditure Plan cycle is expected to reduce margin of error of Mitigation Fee revenue projections, streamline financial reconciliation/budgeting process and minimize need to amend Expenditure Plans mid-cycle. Amending Expenditure Plans involve administrative burden and costs due to the joint approval needed from both the Richmond City Council and County Board of Supervisors. In order to minimize the amount of funding needed to cover staff costs incurred to amend the Expenditure Plan, staff will only recommend changes to the Expenditure Plan when necessary to address a significant or time-sensitive need. #Expenditure Plan (EP) Strategy Budget Allocations for 2023/2024 1 Bulky Item Pick-ups & Disposal Vouchers 2,000.00$ 2 Neighborhood Clean-ups 30,000.00$ 3 Prevention Services Coordinator 50,726.75$ 4.A.City/County Right-of-Way Pick-ups & Tagging Abatement 40,000.00$ 4.B.City/County Right-of-Way Pick-ups 20,000.00$ 5 Code Enforcement Staff - County 91,850.60$ 6 Illegal Dumping Law Enforcement 175,814.30$ 7 Surveillance Cameras -$ 8 Code Enforcement Staff - City 26,666.67$ 9 Community Services Coordinator $ 90,909.09 10 Community Clean-Up Projects (See Attachment 2)87,000.00$ 11 North Richmond Green Community Service Programs 16,042.00$ 12 North Richmond Green Campaign 14,500.00$ 13 Garden Projects (See Attachment 4)48,179.79$ 14 Mobile Tool Lending Library 35,540.00$ Contingency (10% of Projected Revenue)74,972.00$ Subtotal (without Committee Staffing)804,201.20$ X Committee Administration/Staffing 90,000.00$ Total Projected Revenue in 2023/2024 (July 1, 2023 thru June 30, 2024)749,727.00$ 144,474.20$ 894,201.20$ 2023/2024 Expenditure Plan - North Richmond Waste & Recovery Mitigation Fee BUDGET TABLE Core ServicesSupplemental EnhancementsRoll-over Funding from Prior EP Cycle(s) Total 2023/2024 Expenditure Plan Budget - Page 3 of 13 - 2023/2024 Expenditure Plan - North Richmond Waste & Recovery Mitigation Fee - Page 4 of 13 - DESCRIPTION OF STRATEGIES RECOMMENDED FOR FUNDING Funding allocation amounts for each strategy are specified in the Budget table on page 3. The following Strategies describe the activities allowed to be funded with the amounts allocated to each in the Budget (associated allowable agency staff costs are described in the Staff Costs section). Strategies are grouped based on relative funding priority levels and the “Core Services” category contains higher priority Strategies than the “Supplemental Enhancements” category. Higher funding priority Strategies are those which best address the Fee’s intended purpose, “to defray annual costs associated with collection and disposal of illegally dumped waste and associated impacts in North Richmond”). Level 1 Priority - PRIMARY CORE SERVICES STRATEGIES • 1 - Bulky Item Pick-ups & Disposal Vouchers • 2 - Neighborhood Clean-ups • 4.A. - City/County Right-of-Way Pick-ups & Tagging Abatement • 4.B. - City/County Right-of-Way Pick-ups • 5 - Code Enforcement Staff – County • 6 – Illegal Dumping Law Enforcement • 8 – Code Enforcement Staff – City Level 2 Priority - SECONDARY CORE SERVICES STRATEGIES • 3 - Prevention Services Coordinator • 7 - Surveillance Cameras Level 3 Priority - PRIMARY SUPPLEMENTAL ENHANCEMENTS STRATEGIES • 9 - Community Services Coordinator • 10 - Community Clean-up Projects • 11 - North Richmond Green Community Services Programs • 12 - North Richmond Green Campaign • 13 - Garden Projects • 14 - Mobile Tool Lending Library CORE SERVICES 1. Bulky Item Pick-ups & Disposal Vouchers Provide residents in the Mitigation Fee Primary Funding Area, who prove eligibility consistent with City/County procedures, with the option of choosing to: o Request up to one on-call pick-up service per household per calendar year for bulky items that are not accepted in the current on-call clean-ups through Richmond Sanitary Service (RSS), only available to those with an active account with RSS; or o Request up to twenty four $5 vouchers per household for disposal at Republic’s transfer station on Parr Blvd. per calendar year (vouchers expire 2023/2024 Expenditure Plan - North Richmond Waste & Recovery Mitigation Fee - Page 5 of 13 - 1 Administering agency contracting charge applies ($3,000 per contract) after six months, Mitigation Fees only pay for vouchers that are actually redeemed). [See “Staff Costs” section for agency activities that may also be funded under this Strategy.] Administering Agency: City of Richmond Implementing Entity(ies): Community Housing Development Corporation (processes requests and issues Disposal Vouchers/arranges Bulky Item Pick-ups) Republic Services - Golden Bear Transfer Station & Richmond Sanitary Service (reimbursed for Disposal Vouchers redeemed and Bulky Item Pick-ups provided) Reporting/Payment Requirements: Effective July 1, 2012, CHDC and Republic Services shall provide required data pertinent to Strategy 1 based upon the strategy-specific invoicing/reporting requirements and schedule developed/maintained by Committee Staff in order to receive NRMF-funded payments. 2. Neighborhood Clean-ups Provide at least one neighborhood and/or creek clean-up event in the Mitigation Fee Funding Area; additional clean-up event may be scheduled as funding allows. [See “Staff Costs” section for agency activities that may also be funded under this Strategy.] Administering Agency: City of Richmond Implementing Entity(ies): City Manager’s Office (coordinates scheduling of clean-up dates and associated arrangements in conjunction with partner entities) Republic Services - Richmond Sanitary Service (reimbursed for providing/servicing clean-up boxes and disposing of debris placed in clean-up boxes) Reporting/Payment Requirements: Effective July 1, 2012, the City Manager’s Office and Republic Services shall provide required data pertinent to Strategy 2 based upon the strategy-specific invoicing/reporting requirements and schedule developed/maintained by Committee Staff in order to receive NRMF-funded payments (funding transfers). 3. Prevention Services Coordinator Fund at least a portion of a Prevention Services Coordinator (PSC) position (including salary/benefits/overhead and administering agency contracting charge1) on a contract basis to assist the City and County in implementing Strategy 1 as the point of contact for community members interested in claiming Disposal Vouchers or Bulky-Item Pick ups. Assist community members interested in reporting illegal dumping and seeking referral/resources. Track and report data related to illegally dumped waste collected by Republic Services Hot Spot Crew and handle 2023/2024 Expenditure Plan - North Richmond Waste & Recovery Mitigation Fee - Page 6 of 13 - associated referrals to applicable public agencies, including right-of-way referrals for Strategy 4. The PSC may also assist City and County with administering funding allocated to selected non-profit organizations under Strategies 10 and 13. [See “Staff Costs” section for agency activities that may also be funded under this Strategy.] Administering Agency: Contra Costa County Implementing Entity: Community Housing Development Corporation (CHDC) (reimbursed actual cost for part-time position that issues Disposal Vouchers/arranges Bulky Item Pick-ups) Reporting/Payment Requirements: Effective July 1, 2012, CHDC shall provide required data pertinent to Strategy 1 and Strategy 3 based upon the strategy- specific invoicing/reporting requirements and schedule developed/maintained by Committee Staff in order to receive NRMF-funded payments. 4.A. City/County Right-of-Way Pick-ups & Tagging Abatement Fund consolidated pick-up program (including personnel, mileage, equipment rental and administrative costs) for removal of illegal dumping and tagging abatement in the public right-of-way located within the unincorporated & incorporated Mitigation Fee Primary Funding Area. Additional tasks would include identifying potential sites for Strategy 10 Clean-Up Projects. Funding is intended to pay for removal of illegal dumping that occurs as a result of referrals from the Prevention Services Coordinator for items/debris not collected by the designated Republic Services Hot Spot Route crew. [See “Staff Costs” section for agency activities that may also be funded under this Strategy.] Administering Agency: City of Richmond Implementing Entity: Richmond Public Works Department’s Abatement Division Reporting/Payment Requirements: Effective July 1, 2012, the Richmond Public Works Department’s Abatement Division shall provide required data pertinent to Strategy 4.A. based upon the strategy-specific invoicing/reporting requirements and schedule developed/maintained by Committee Staff in order to receive NRMF- funded payments (funding transfers). 4.B. City/County Right-of-Way Pick-ups Fund consolidated pick-up program (including personnel, mileage, equipment rental and administrative costs) for removal of illegal dumping in the public right-of- way located within the unincorporated & incorporated Mitigation Fee Primary Funding Area. Additional tasks would include identifying potential sites for Strategy 10 Clean-Up Projects. Funding is intended to pay for removal of illegal dumping that occurs as a result of referrals from the Prevention Services Coordinator for items/debris not collected by the designated Republic Services Hot Spot Route crew. 2023/2024 Expenditure Plan - North Richmond Waste & Recovery Mitigation Fee - Page 7 of 13 - [See “Staff Costs” section for agency activities that may also be funded under this Strategy.] Administering Agency: Contra Costa County Implementing Entity: Republic Services Reporting/Payment Requirements: Effective July 1, 2022, Contra Costa County’s Department of Public Works shall provide required data pertinent to Strategy 4.B. based upon the strategy-specific invoicing/reporting requirements and schedule developed/maintained by Committee Staff in order to receive NRMF-funded payments (funding transfers). 5. Code Enforcement Staff - County Fund at least a portion of County code enforcement position (including salary/benefits and related vehicle and equipment costs), to assist with vacant/ abandoned lot abatements and fencing as well as other health/building/zoning violations related to illegal dumping and blight throughout the unincorporated Mitigation Funding Area. Additional tasks would include identifying potential sites for Strategy 10 Clean-Up Projects. [See “Staff Costs” section for agency activities that may also be funded under this Strategy.] Administering Agency: Contra Costa County Implementing Entity: County Department of Conservation & Development’s Building Inspection Division Reporting/Payment Requirements: Effective July 1, 2012, the County Department of Conservation & Development’s Building Inspection Division shall provide required data pertinent to Strategy 5 based upon the strategy-specific invoicing/reporting requirements and schedule developed/maintained by Committee Staff in order to receive NRMF-funded payments (funding transfers). 6. Illegal Dumping Law Enforcement Fund majority of a full-time Sheriff Deputy (between approximately 90-100% of salary/benefits, overtime, uniform and related cell phone, equipment, and vehicle costs) to assist with law enforcement investigations and patrols to combat illegal dumping within the Mitigation Fee Primary Funding Area. Additional tasks would include identifying potential sites for Strategy 10 Clean-Up Projects. [See “Staff Costs” section for agency activities that may also be funded under this Strategy.] Administering Agency: Contra Costa County Implementing Entity: County Sheriff’s Office Reporting/Payment Requirements: Effective July 1, 2012, the County Sheriff’s Office shall provide required data pertinent to this Strategy based upon the 2023/2024 Expenditure Plan - North Richmond Waste & Recovery Mitigation Fee - Page 8 of 13 - strategy-specific invoicing/reporting requirements and schedule developed/maintained by Committee Staff in order to receive NRMF-funded payments (funding transfers). 7. Surveillance Cameras Fund the cost of cameras, camera infrastructure, camera signage and costs related to monitoring, maintenance, warranty, repair & relocation of surveillance camera system equipment within the Mitigation Fee Primary Funding Area. Cameras will be used to assist the dedicated Illegal Dumping Law Enforcement officer prevent dumping in targeting specific locations where illegal dumping occurs most regularly. [See “Staff Costs” section for agency activities that may also be funded under this Strategy.] Administering Agency: Contra Costa County Implementing Entity(ies): Richmond Police Department (operate, move and maintain eight Pan-Tilt-Zoom wireless video surveillance cameras and associated camera system infrastructure throughout NR -AND- install/clean/move FlashCam cameras located within the incorporated NR area if funding is available) County Sheriff’s Department (coordinate monitoring of FlashCams or other camera systems located throughout NR and identify/request relocation of surveillance cameras throughout NR as needed) County Public Works Department (install/clean/move FlashCam or other camera systems cameras located within the unincorporated NR area upon request if funding is available) Reporting/Payment Requirements: Effective July 1, 2012, each Implementing Entity shall provide required data pertinent to each entity’s applicable Strategy 7 responsibilities based upon the strategy-specific invoicing/reporting requirements and schedule developed/maintained by Committee Staff in order to receive NRMF- funded payments (funding transfers) now or in the future. 8. Code Enforcement Staff - City Fund at least a portion of City code enforcement position (including salary/benefits and related vehicle and equipment costs), to assist with vacant/ abandoned lot abatements and fencing as well as other health/building/zoning violations related to illegal dumping and blight throughout the incorporated Mitigation Funding Area. Additional tasks would include identifying potential sites for Strategy 10 Clean-Up Projects. [See “Staff Costs” section for agency activities that may also be funded under this Strategy.] Administering Agency: City of Richmond Implementing Entity: City Department of Infrastructure Maintenance & Operations 2023/2024 Expenditure Plan - North Richmond Waste & Recovery Mitigation Fee - Page 9 of 13 - Reporting/Payment Requirements: Effective July 1, 2020, the City Department of Infrastructure Maintenance & Operations shall provide required data pertinent to Strategy 8 based upon the strategy-specific invoicing/reporting requirements and schedule developed/maintained by Committee Staff in order to receive NRMF- funded payments (funding transfers). SUPPLEMENTAL ENHANCEMENTS 9. Community Services Coordinator Fund at least a portion of a Community Services Coordinator (CSC) position to be staffed on a contract basis (including salary/benefits/overhead and administering agency contracting charge2). The CSC shall: • serve as a link between the community of North Richmond, the City of Richmond, and Contra Costa County for issues related to beautification, illegal dumping, and blight using referral process identified by the City and County; • coordinate outreach activities related to illegal dumping and beautification within the Primary Funding area, as specified by the City/County, including North Richmond Green community service programs and outreach activities described under Strategies 11 & 12; and • Identifying potential sites for Strategy 10 Clean-Up Projects. • be bilingual in order to assist with Spanish translation as needed. [See “Staff Costs” section for agency activities that may also be funded under this Strategy.] Administering Agency: Contra Costa County Implementing Entity: Community Housing Development Corporation (CHDC). Reporting/Payment Requirements: CHDC shall provide required data pertinent to Strategies 9, 11 & 12 based upon the strategy-specific invoicing/reporting requirements and schedule developed/maintained by Committee Staff in order to receive NRMF-funded payments. 10. Community Clean-up Projects Fund the implementation, oversight and administering agency contracting charges3 of community clean-up projects with specific focus on reducing blight. Community clean-up projects may involve the removal of debris and/or landscaping maintenance. Sites to be cleaned shall be in the Mitigation Fee Funding area and designated by the Administering Agency. The number of sites to be cleaned will be determined by the amount of funding allocated. 2 Administering agency contracting charge is $3,000 per contract. 3 Administering agency contracting charge is $3,000 per contract entered into by the County and up to 20% of the per project funding allocation (as described in the “Administering Agency” section). 2023/2024 Expenditure Plan - North Richmond Waste & Recovery Mitigation Fee - Page 10 of 13 - 4 Administering agency contracting charge applies ($3,000 per contract) A breakdown of contracting costs and amount awarded to the Implementing Entity is contained in the Community Clean-up Project Table included as Attachment 2. Up to 15% of the Implementing Entity’s Award Amount in Attachment 2 may be used for a fiscal sponsor or administrative oversight. [See “Staff Costs” section for agency activities that may also be funded under this Strategy.] Administering Agency: Contra Costa County. Community Housing Development Corporation (CHDC) may under contract with the County as an Administering Agency, administer Community Clean-Up Project contracts funded under this Strategy. CHDC shall use no more than twenty (20) percent (%) of the total amount awarded to Community Clean-Up Projects (after subtracting City/County contracting cost) listed in Attachment 2 to oversee implementation, including facilitating review/assessment of reports’ and deliverables. Payments to Implementing Entities for Community Clean-Up Projects shall not be issued by CHDC without the written approval of City and County Committee Staff. Implementing Entity: See Community Clean-up Projects Table in Attachment 2 Reporting/Payment Requirements: Any Community Clean-Up Projects shall be subject to the Reporting & Invoicing Requirements specified in the template Memorandum of Understanding included in Attachment 1. Attachment 1 only applies to Community Clean-Up Project contracts with the Implementing Entities. The County will issue advance payments to CHDC, as needed, to ensure there is adequate funding available for payments requested by Implementing Entities if and when authorized by City and County Staff. Additionally, CHDC would be subject to contractual payment and reporting provisions that differ from those in Attachment 1 due to the nature of the services to be provided. 11. North Richmond Green Community Services Programs Fund the following North Richmond Green programs on a contract basis4 to the extent the specific details submitted are determined to align with the purpose of the Mitigation Fee and Expenditure Plan: • NR Little League Baseball Program - Includes cost of registration and uniforms with customized North Richmond Green patches for up to 5-6 teams, season kick-off event/parade, equipment, stipends for game monitoring and oversight, food and transportation. • NR Youth Twilight Basketball Program - Includes cost of registration and uniforms with North Richmond Green patches for up to 5-6 teams, equipment, stipends for game monitoring and oversight, food and transportation. • NR Eco Workshops & Beautification Projects – Eco Workshops and Beautification Projects include school gardens, recycling efforts, beach/creek/neighborhood clean- ups and ecological field trips. May fund the cost of materials, transportation and fees associated with pre-approved community beautification projects such landscaping and murals. 2023/2024 Expenditure Plan - North Richmond Waste & Recovery Mitigation Fee - Page 11 of 13 - 5 Administering agency contracting charge applies ($3,000 per contract) [See “Staff Costs” section for agency activities that may also be funded under this Strategy.] Administering Agency: Contra Costa County Implementing Entity: Community Housing Development Corporation (CHDC) Reporting/Payment Requirements: CHDC shall provide required data pertinent to Strategies 9, 11 & 12 based upon the strategy-specific invoicing/reporting requirements and schedule developed/maintained by Committee Staff in order to receive NRMF-funded payments. 12. North Richmond Green Campaign Fund the design, printing and/or distribution of education and outreach materials on a contract basis5 which must align with the purpose of the Mitigation Fee and Expenditure Plan and be pre-approved by Committee Staff. Outreach materials must include “Jointly funded by City of Richmond & Contra Costa County” unless otherwise specified herein. Outreach materials may be any of the types specified below, however must clearly intend to directly: • Inform the community about Mitigation Fee funded programs/efforts, • Increase participation in Mitigation funded programs/efforts, • Reduce illegal dumping and blight in the Mitigation Fee Funding Area, and/or • Promote beautification in the Mitigation Fee Funding Area. The following type of outreach material expenditures may be funded if reviewed and pre-approved by Committee Staff: • STIPENDS – Pay local community members (youth and adults) to distribute printed outreach materials door-to-door to promote mitigation-funded strategies (Jointly Funded text not applicable to stipend expenses, only materials) • HANDOUTS/MAILERS – Newsletters, flyers, brochures or other documents intended to be handed out or mailed to local residents/organizations. • T-SHIRTS - Shirts shall include the NRGreen.org website to encourage people to learn more about Mitigation funded programs/efforts (local phone number should also be included when possible, however inclusion of Jointly Funded text may not be required) • NR GREEN FESTIVAL – Event held once per year and generally include information booths to raise awareness about mitigation-funded efforts and other local beautification efforts as well as fun activities for kids and food. Materials promoting the event shall include the NRGreen.org website as well as a local phone number. • SIGNAGE – Printed or manufactured signage, which includes promotional banners for local events/parades, which should include the NRGreen.org website for Community members to learn more about Mitigation funded programs/efforts. Repair, replacement and removal of NRMF-funded Light Pole Banners. 2023/2024 Expenditure Plan - North Richmond Waste & Recovery Mitigation Fee - Page 12 of 13 - [See “Staff Costs” section for agency activities that may also be funded under this Strategy.] Administering Agency: Contra Costa County Implementing Entity: Community Housing Development Corporation (CHDC) Reporting/Payment Requirements: CHDC shall provide required data pertinent to Strategies 9, 11 & 12 based upon the strategy-specific invoicing/reporting requirements and schedule developed/maintained by Committee Staff in order to receive NRMF-funded payments. 13. Garden Projects Fund the implementation, oversight and administering agency contracting charges6 of Garden Projects as further described below. Community Garden Projects: Fund on-going maintenance and up-keep of existing community gardens within the Primary Funding Area. The projects selected under this Strategy has been funded on an on-going basis. Garden Retrofit Projects: Fund the development and implementation of educational garden retrofit events within the Primary Funding Area. Sites for garden retrofits shall be selected via an application process administered by the implementing Entity and approved by County/City staff. Garden retrofit applications will be ranked based on the applicant’s ability/willingness to maintain the garden after installation, the visibility of the site from the street, and the size of the garden site. The number of garden sites to be retrofitted will be determined by the amount of funding allocated. Garden retrofits shall contain drought-tolerant, native plants. Details, including recommended allocation amounts, for Projects are included in Attachment 4. Up to 15% of the Non-Profit Implementer Award Amount specified in Attachment 4 may be used for administrative oversite. [See “Staff Costs” section for agency activities that may also be funded under this Strategy.] Administering Agencies: Contra Costa County. Community Housing Development Corporation (CHDC) may under contract with the County as the Administering Agency, administer Garden Project contracts funded under this Strategy. CHDC shall use no more than twenty (20) percent (%) of the total amount awarded to Projects (after subtracting City/County contracting cost) to oversee implementation, including facilitating review/assessment of reports and deliverables. Payments to Implementing Entities for Garden Projects shall not be issued by CHDC without the written approval of both City and County Committee Staff. Implementing Entity: See Garden Projects Table in Attachment 4 Reporting/Payment Requirements: Any Garden Project contracts issued or amended by the City/County shall incorporate Reporting & Invoicing Requirements 6 Administering agency contracting charge is $3,000 per contract entered into by the County and up to 20% of the per project funding allocation (as described in the “Administering Agency” section). 2023/2024 Expenditure Plan - North Richmond Waste & Recovery Mitigation Fee - Page 13 of 13 - equivalent with those shown in Attachment 3. Garden Project contracts being administered by CHDC on behalf of the County shall also incorporate Reporting & Invoicing Requirements equivalent with those shown in Attachment 3. Attachment 3 only applies to the Garden Project contracts with the Implementing Entities. CHDC would be subject to contractual payment and reporting provisions that differ from those in Attachment 3 due to the nature of the services to be provided. The County will issue advance payments to CHDC, as needed, to ensure there is adequate funding available to payments requested by Implementing Entities if and when authorized by City and County Staff. 14. Mobile Tool Lending Library Fund the development, implementation, and on-going maintenance of a mobile tool lending library that is accessible to the public within the Mitigation Fee Primary Funding Area at least once a week. Funding is intended to pay for the purchase of educational material, tools, a cell phone for the library, costs related to the tool lending system & trailer/tool maintenance, and personnel/labor. Administering Agency: City of Richmond Implementing Entity: City of Richmond Community Services Department Reporting/Payment Requirements: Effective July 1, 2020, the City of Richmond Community Services Department shall provide required data pertinent to Strategy 14 based upon the strategy-specific invoicing/reporting requirements and schedule developed/maintained by Committee Staff in order to receive NRMF-funded payments (funding transfers). STAFF COSTS Committee Administration/Staffing Funding: The funding allocated for Committee Administration/Staffing may not be adequate to cover the full cost of staff time necessary for jointly staffing the North Richmond Waste & Recovery Mitigation Fee Joint Expenditure Planning Committee as well as developing, administering and overseeing this Expenditure Plan for the specified period. Supplemental funding allocation may be necessary upon determining actual costs exceed the amount budgeted to cover the intended City/County costs for joint staffing. Strategy-Specific Funding: The cost of City/County staff time spent providing direct implementation assistance and/or coordination for specific Strategies may be covered with a portion of the NRMF funding budgeted for each applicable Strategy. Additionally, a portion of the NRMF funding budgeted for Strategies will be used to pay fixed administering agency contracting charge for each applicable contract (Currently $3,000 per contract. An additional $3,000 may be added to a contract amendment to add additional funding or nonprofits to a contract during an existing contract cycle) unless otherwise specified herein. G:\Conservation\Deidra\Illegal Dumping\BMPC Mitigation Fee Committee\_EPs\2023-2024\2023-24 NRMF EP_Draft.doc Page 1 of 6 TEMPLATE MEMORANDUM OF UNDERSTANDING BETWEEN AND COMMUNITY HOUSING DEVELOPMENT CORPORATION This is an agreement made and executed on _______ between Community Housing Development Corporation (CHDC) and _______ (Contractor). This contract will remain in effect for the time period identified in the TERM section of the agreement. OVERVIEW: The _________ North Richmond Mitigation Fee (NRMF) Expenditure Plan approved by the Board of Supervisors in ______ and Richmond City Council in _______ allocates a total of $_______to the Contractor for the disbursement of funds within Strategy 10 to complete Clean-Up Project(s) in the North Richmond Mitigation Area. TERM: The term of this agreement begins on _______ and ends on _______. Contractor will complete all work performed under this agreement not later than ________. Invoices submitted for work performed before or after this specified term and invoices submitted after _______will not be paid. I. Contractor’s Obligations The Contractor shall administer the _________, as described herein for an amount not to exceed $_____involving the following activities: A. Recruit and Hire up to four (4) workers 1. Contractor will develop and publicize the job announcements. Job announcements shall contain, “Jointly funded by The City of Richmond & Contra Costa County” language. 2. Contractor will interview, select and hire up to four workers. 3. Contractor will host training for new hires that discusses the proper procedures of disposal of hazardous waste (televisions, phones, batteries, tires, paint etc.). Task A - Deliverables: 1. Documentation of publicized job announcement in English/Spanish with required jointly funded language. 2. Documentation of hiring papers. B. Clean up to _____(_) North Richmond Sites Approved by the County 1. Contractor shall select North Richmond addresses provided by the County or City to be cleaned during each clean up. Community clean-up projects may involve the removal of debris and/or landscaping maintenance. a. Addresses provided by the County or City will include a description of debris for removal and/or landscaping needs. b. Addresses provided by the County or City shall only be selected once for clean-up unless directed otherwise by County Staff. 2. Contractor will confirm with the County the address for cleanup one week and provide clear written procedures for the proper disposal of all waste types previously described at each clean-up site, including Attachment 1 Page 2 of 6 waste that is recyclable, hazardous or requires special handling. Procedures shall be submitted and approved by the County before the site is cleaned up. 3. Contractor shall make arrangements in advance with the appropriate partners for the proper removal, recycling, composting or disposal of the debris identified in the area to be cleaned, including materials that require special handling such as tires, hazardous/universal wastes, appliances, and medical sharps/waste. 4. Contractor shall document approximate quantities (count, volume or weight) of each type of material/debris removed from the area during clean-up, using a log or other method agreed upon in advance. 5. Contractor shall demonstrate how the materials/debris removed during the clean-up were transported and where each type was properly recycled, composted or disposed. Task B - Deliverables: 1. Documentation of disposal procedures approved by the County for each confirmed clean-up address. 2. Before photos of the entire site before the material/debris has been cleaned up. 3. Completed Contractor’s Log identifying the types and amount of material/debris removed. 4. After photos of the entire site after it has been cleaned up. Contractor shall strive to take After photos from the same vantage points as the Before photos. 5. Documentation demonstrating that the material/debris removed was properly disposed or recycled. If debris removed during the clean-up is disposed of in existing containers that are routinely serviced by Republic Services, Contractor shall submit copy of an invoice or letter from Republic Services confirming what collection services were being provided at the disposal location during the applicable timeframe. For any in-kind hauling/disposal service offered by partner organizations or agencies, contractor may submit written communication identifying what was picked up by whom and where it was taken (e.g. e- mail message from the Parks District confirming that yard debris that was placed in tarps and set-out at agreed upon location was placed in designated green waste bin on the District’s property or transported to a specified compost facility). Alternatively, if disposal services are provided in the form of debris box donation(s) from Republic Services, contractor may submit written communication confirming donation. C. Attend Community Meetings and Events 1. Attend one North Richmond Green meeting(s) per quarter (quarterly periods end on December 31st, March 31st and June 30th). a. No portion of the Quarterly Meeting Attendance budget line item will be paid to Contractor unless Contractor submits written evidence proving Contractor representative attended at least one monthly North Richmond Green Meeting during the applicable quarter. Task C - Deliverables: 1. Documented attendance via minutes or copies of sign-in sheets of North Richmond Green meetings D. Reporting & Invoicing 1. Submit invoices and the required supporting documentation (including applicable required Deliverables and completed Progress Reports as specified in Section III. Payment Provisions) for each calendar month, and not later than 30 days after the end of the applicable monthly period. The Reporting and Invoicing budget line items are intended to ensure timely submittal of invoices and required supporting Page 3 of 6 documentation. No portion of the Invoicing budget line item will be paid to Contractor for invoices submitted late, or without the required documentation or completed Progress Report. Task D- Deliverables: 1. Complete monthly invoices on time for all tasks completed, accompanied by all required deliverables (including completed Progress Report or Final Progress Report). If Contractor does not provide a timely and complete invoice with all deliverables required for applicable tasks outlined on the invoice, as specified herein, no later than 30 days after the end of the applicable monthly period, the Contractor shall forfeit the $100 allocated for each applicable invoice period. Contractor may not use any funding specifically allocated for Reporting and Invoicing for any other purpose 2. Completed Progress Report addressing activities that occurred during the corresponding invoice period (except for the final invoice) consistent with Section III.3.a. 3. Completed Final Progress Report addressing the entire project to be submitted with the final invoice consistent with Section III.3.a. Page 4 of 6 E. Eligible Costs: Eligible costs consistent with the below table can only be reimbursed if included on invoices in conformance with the payment provisions and submitted prior to _______. Budget Line Items by Task/Deliverable Quantity Payment per Unit Total Payments Budget Amount A. Recruit and hire up to four (4) workers $ 1,750 Deliverable 1 - Recruitment Documentation 1 each $350 $350 Deliverable 2 - Hiring Documentation 4 each $350 $1,400 B. Clean-up up to _____(_) designated locations in the NRMF Funding Area $ _______ Deliverable 1 - Procedures _ each $200 $1600- Deliverable 2 - Before Photos _ each $300 $2,400- Deliverable 3 - Contractors Log _ each $400 $3,200- Deliverable 4 - After Photos _ each $300 $2,400- Deliverable 5 - Disposal Documentation _ each $600 $4,800- C. Attend North Richmond Green Meetings $ 750 Deliverable 1 - NR Green Meetings 3 each $250 $750 D. Reporting and Invoicing $ 2,500 Deliverable 1 - Timely & Complete Invoice 9 each $100 $900 Deliverable 2 - Progress Reports 8 each $150 $1,200 Deliverable 3 - Final Progress Report 1 each $400 $400 SUBTOTAL $ ______ Fiscal Agent (10% of amount invoiced) $0 TOTAL BUDGET & ALLOWABLE PAYMENTS $ ______ II. CHDC’s Obligations Page 5 of 6 Subject to the payment limit of $______CHDC shall reimburse Contractor for eligible costs described in the previous section where such are incurred in the performance of work under the contract, subject to the below Payment Provisions. CHDC will disburse Contractor funds only after receiving written approval by County authorizing the disbursement of the Contractor grant funds based on approved budget, approved advance and request for reimbursement. III. Payment Provisions Contractor shall submit invoices and required deliverables on a monthly basis consistent with the amounts and frequency specified in Section I.E -Eligible Costs, which together may not total more than $______. Contractor will only receive payment for eligible costs incurred for work performed during the term of this contract which are itemized on invoices substantiated with adequate supporting documentation. Invoices submitted after July 30, - _______ will not be paid. 1. Advanced Payments: In order to receive any potential advance payment, such must be authorized for the specified project in Attachment ____ of the Expenditure Plan approved by the Board of Supervisors and The City of Richmond. Advance payment is limited to no more than ten (10) percent (%) of the approved implemented Entity Award for the Project. Contractor shall submit a written request to CHDC for approval by City and County Committee staff detailing the reason(s) advance payment is necessary and itemizing each specific cost that the requested advance payment amount would pay for and how such costs will aid in the completion of each applicable required task. Advance payment requests must be submitted prior to any other invoice. If an advance payment is issued, Contractor shall not be eligible for an additional payment until enough required deliverables have been approved to offset the amount paid in advance. 2. Partial Payments: The Contracting entity (City of County) may authorize partial payment to Contractor for submittal of incomplete deliverables if solely incomplete due to unusual and unforeseen circumstances beyond the control of the Contractor. Contractor must submit written request asking to receive payment for incomplete deliverable containing an explanation as to what factors beyond the Contractor’s control specifically precluded the Contractor from submitting the completed deliverable and why such could not have been foreseen or avoided by Contractor. 3. Invoices: Invoices shall be submitted monthly, no later than 30 days after the end of the applicable monthly period and contain the following information in sufficient detail and be submitted in a form which adequately demonstrates consistency with this contract. Invoices shall be accompanied by the applicable deliverables. a. Itemization of any tasks completed during the applicable calendar month for which completed deliverables are submitted and associated payment is being requested. 4. Supported Documentation: The following required supporting documentation must be submitted with invoices when applicable as described below. Page 6 of 6 a. Every invoice must be accompanied by a Progress Report, with the exception of the final invoice which must be accompanied by a Final Report. Both types of Reports must contain all of the information specified in the City/County provided Report templates, as well as any applicable details specified above in Section I. Contractor’s Obligations. b. All applicable Deliverables associated with the tasks and requested payment amounts itemized on each monthly invoice. SIGNATURES: Executed on the dates and by the persons named below. Date: ____________________________ Date: _________________________________ By: _________________________________ By: ___________________________________ Name: _______________________________ Name: ________________________________ IV. Conflict of Interest By signing below, Contractor agrees not to employ, subcontract with, or make payment to any person (employees and stipend recipients), for the purpose of implementing this Project, that is at the same time employed by Contra Costa County, the City of Richmond or any entity that receives NRMF funding from the County or the City of Richmond, or serves on the NRMF Committee, except upon written approval by the Department of Conservation and Development Director or his designee. Signature:________________________________________________________________ Name: __________________________________________________________________ Title: ___________________________________________________________________ Date: ___________________________ G:\Conservation\Deidra\Illegal Dumping\BMPC Mitigation Fee Committee\_EPs\2021-2022 Exp Plan\Attachment 1_Clean_V2.doc Implementing Entity / Fiscal Sponsor (if applicable) Project Title Advance Payment Allowed (Up to 10% of Implementer Award Amount) Requested Amount Total Award Amount County Contracting Costs2 CHDC Contracting Cost (20%) to Manage Non- Profits2 Non-Profit Implementer Award Amount for Project Notes Social Progress Inc.Brighter Beginnings in North Richmond Yes $ 29,999.76 $ 25,250.00 $ 1,000.00 $ 4,850.00 $ 19,400.00 SOS! Richmond SOS! Richmond Yes $ 75,000.00 $ 36,500.00 $ 1,000.00 $ 7,100.00 $ 28,400.00 Men & Women of Valor Community Working Together Yes $ 20,000.00 $ 25,250.00 $ 1,000.00 $ 4,850.00 $ 19,400.00 $ 124,999.76 $ 87,000.00 $ 3,000.00 $ 16,800.00 $ 67,200.00 Total Funding Requested/Allocated 1 Funding Request Proposal released on February 9, 2018 by Committee Staff and Proposals submitted by eligible non-profit organizations and Agencies on March 6, 2018. Funding Proposal Application received by Men & Women of Valor was the wrong application. At their meeting on March 23, 2018, the NRMF Committee gave Men & Women of Valor 30 days to re-submit their application to the NRMF Committee using the correct application and submittal requirements. On April 22, Committee staff received the correct Funding Proposal application. The Men & Women of Valor Proposal application was considered at the NRMF Committee Meeting on June 8th and selected for funding. 2 Costs to have 3rd party organization (CHDC) manage and oversee contracts with Organizations selected for funding is up to twenty (20) percent (%) of award amount after first taking out City/County Contracting cost for $3,000 for City/County to contract directly with CHDC to have CHDC administer non-profit contracts. Attachment 2 - Community Clean-up Projects Table (Strategy 10) 2023/24 Expenditure Plan Funding Allocations for Projects recommended for City/County approval by the North Richmond Mitigation Fee Committee A total of $87,000.00 is recommended to be allocated in the 2023/2024 Expenditure Plan for Community Clean-up Projects (Strategy 10). Two of the three entities below were previously selected by the Committee based on a Funding Request Proposal process conducted in 2018.1 The third entity, SOS! Richmond, was added per Committee direction at the October 16, 2020 meeting. Community Clean-up Projects Recommended for Funding in 2023/2024 Page 1 of 3 Garden Project Reporting and Invoicing Requirements Substantially equivalent language to be included in all NRMF-funded Community Project Agreements/Amendments Agreements providing for payments using funding allocated for Community Projects must include provisions that address the requirements contained herein. Contractor shall submit Progress Reports covering each invoice period, using a City/County provided template in conjunction with each monthly invoice in order to be eligible for payment. Contractor shall monitor, document, and report all Project activities associated with the tasks and deliverables described in the agreement and any eligible Project costs for which reimbursement will be requested. Upon completion of work or the end of the contract’s term, Contractor shall submit a Final Report, using a City/County provided template similar to the attached, in conjunction with the final invoice. Task Deliverables The agreement shall assign a dollar amount for each deliverable within each task. Contractor shall only be paid for completed deliverables submitted with all associated supporting documentation. The agreement may include assignment of one dollar amount to multiple deliverables for a specific task when appropriate to substantiate completion of the required task. The Contracting entity (City of County) may authorize partial payment to Contractor for submittal of incomplete deliverables if solely incomplete due to unusual and unforeseen circumstances beyond the control of the Contractor. Contractor must submit written request asking to receive payment for incomplete deliverable containing an explanation as to what factors beyond the Contractor’s control specifically precluded the Contractor from submitting the completed deliverable and why such could not have been foreseen or avoided by Contractor. Timely Submittal of Invoices A separate Reporting & Invoicing budget line item shall be included in the agreement to facilitate timely submittal of invoices, progress reports and other deliverables. Submittal of monthly invoices shall be included as a deliverable and the exact amount that is payable upon timely submittal of each invoice complete with all required supporting documentation shall be specified. The agreement shall provide that no portion of the Reporting & Invoicing budget line item be paid to Contractor for invoices submitted beyond 30 days of any monthly invoice period, or without the required documentation including completed Progress Reports. Pre-approval Required for Supplies and Materials Unless the exact supplies and materials are specified as preauthorized in the Agreement, Contractor shall obtain pre-approval from the Contracting entity (City or County) prior to incurring supplies and materials expenses for which reimbursement will be requested. To request pre-approval, contractor shall provide written request identifying all proposed supplies and materials as well as an explanation demonstrating its reasonable cost and how said items will aid in the completion of each applicable required task. Attendance of Community Meetings and Events Contractor shall attend one North Richmond Green meeting per quarter during the contract period. Documentation substantiating attendance of required meetings shall be included as a deliverable for this task and be included with all applicable monthly invoice(s). Acknowledgment Required on Outreach & Promotional Materials Attachment 3 Page 2 of 3 Any printed outreach materials or promotional items must include “Jointly funded by City of Richmond & Contra Costa County”, with the exception of T-Shirts, which Contractor may request Contracting entity pre-approve to include only the NRGreen.org website address. Authorized Advance Payments In order to receive any potential payment in advance, such must be authorized for the specified Project in Attachment 2 or Attachment 3 of the Expenditure Plan approved by both the County Board of Supervisors and Richmond City Council. No Contractor authorized for advance payment may receive more than ten (10) percent (%) of the approved Implementing Entity Award for this Project. In order to receive any advance payment(s) provided for in the City and County approved Expenditure Plan, the Contractor shall submit a written request to both the City and County Committee Staff detailing the reason(s) advance payment is necessary and itemizing each specific cost that the requested advance payment amount (not to exceed 10% of total award) would pay for and how such costs will aid in the completion of each applicable required task. Conflict of Interest Provisions Contractor shall not employ, subcontract with, or make payment to any person, for the purpose of implementing a specified Project in Attachment 2 or Attachment 3 of the Expenditure Plan that is at the same time employed by Contra Costa County, City of Richmond or any entity that receives Expenditure Plan funding from the County or the City of Richmond, except upon written approval by the Contracting entity (either City or County). Payment Provisions Contractor shall submit invoices and required deliverables on a monthly basis consistent with the amounts and frequency contained in the “Eligible Costs” Section, which together may not total more than $ (enter applicable contract amount). Contractor will only receive payment for eligible costs if such amounts are included on invoices adequately substantiated with required supporting documentation that are all submitted to the Contracting entity on or before July 30th. Invoices or portions thereof for which required supporting documentation has not been submitted by July 30th (or 30 days after any contract end date prior to June 30th) shall not be eligible for payment. 1. Invoices: Invoices shall be submitted monthly and contain the following information in sufficient detail and be submitted in a form, which adequately demonstrates consistency with the “Service Plan” specified in the contract. Invoices shall be accompanied by the applicable deliverables. a. Itemization of any tasks partially or fully completed during the applicable calendar month for which completed deliverables are submitted and associated deliverable payment amount is being requested. 2. Supporting Documentation: The following required supporting documentation must be submitted with invoices when applicable as described below. a. Every invoice must be accompanied by a Progress Report, with the exception of the final invoice, which must be accompanied by a Final Report. Both types of Reports must contain all of the information specified in the City/County provided Report templates, as well as any applicable details specified in the Service Plan as a Contractor’s Obligation. Page 3 of 3 b. All applicable required deliverables associated with the requested payment amounts itemized on each monthly invoice. City/County shall review submitted invoices and supporting documentation within a reasonable period of time and remit payment to Contractor promptly upon determining the purpose and amount of payment requested are authorized under the Agreement. G:\Conservation\Deidra\Illegal Dumping\BMPC Mitigation Fee Committee\_EPs\2021-2022 Exp Plan\Attachment 3.doc Implementing Entity / Fiscal Sponsor (if applicable) Project Title Advance Payment Allowed (Up to 10% of Implementer Award Amount) Requested Amount Total Award Amount County Contracting Costs2 CHDC Contracting Cost (20%) to Manage Non- Profits2 Non-Profit Implementer Award Amount for Project Notes Watershed Project Curb Appeal No $ 29,986.25 $ 28,062.13 $ 1,747.34 $ 5,262.96 $ 21,051.83 Communities United Restoring Mother Earth (CURME) / Greater Richmond Interfaith Program Lots of Crops No $ 15,092.00 $ 20,117.66 $ 1,252.66 $ 3,773.00 $ 15,092.00 Total Funding Requested/Allocation Recommended $ 45,078.25 $ 48,179.79 3,000.00 9,035.96 $ 36,143.83 1 Funding Request Proposal released on February 9, 2018 by Committee Staff and Proposals submitted by eligible non-profit organizations and Agencies on March 6, 2018. Attachment 4 - Garden Projects (Strategy 13) 2023/2024 Funding Allocations for Garden Projects recommended for City/County approval by the North Richmond Mitigation Fee Committee A total allocation of $48,179.79 is recommended to be allocated in the 2023/2024 Expenditure Plan for Garden Projects.The following entities were previously selected by the Committee based on a Funding Request Proposal process conducted in 2018.1 Garden Projects Recommended for Funding in 2023/2024 2 Costs to have 3rd party organization (CHDC) manage and oversee contracts with Organizations selected for funding is up to twenty (20) percent (%) of award amount after first taking out City/County Contracting cost of $3,000 for City/County to contract directly with CHDC to have CHDC administer non-profit contracts. Hensley St Ga r r a r d Bl v d Richmond Pkwy 7th St Hensley St Duboce Ave Sanford Ave 8th St Willard Ave 9th St York St Vernon Ave Filbert St Lincoln Ave Battery St Factory StN Castro St Kelsey St 6th St Tri angl e Ct Leo St 10th St Amstan Ln Cherry St Lucas Ave Presco Ln J o y A v e Enterprise Ave Factory StCommittee Approved Additions to Primary Mitigation Funding Area Market Ave Chesley Ave Rumrill BlvdLegend July 2006 Additiion to Mitigatin Funding Area Primary Mitigation Funding Area ²0 130 260 390 52065Feet 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1128 Name: Status:Type:Consent Item Passed File created:In control:11/20/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:ACCEPT the 2023 Advisory Body Annual Report for the Affordable Housing Finance Committee, as recommended by the Conservation and Development Director (No fiscal impact). Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:John Kopchik, Director, Conservation and Development Report Title:2023 Advisory Bond Annual Report for the Affordable Housing Finance Committee ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT the 2023 Advisory Body Annual Report for the Affordable Housing Finance Committee (AHFC). FISCAL IMPACT: No fiscal impact. BACKGROUND: Board policy requires that regular and ongoing boards, commissions, or committee shall annually report on activities, accomplishments, membership attendance, required training/certification, and proposed work plan or objectives for the following year. The following fulfills this requirement for the AHFC. 2023 ANNUAL REPORT 1.Activities: The AHFC met on April 21, 2023, to consider applications for the Community Development Block Grant (CDBG), Home Investment Partnerships Act (HOME), Home Investment Partnerships Act- American Rescue Plan (HOME-ARP), Housing Opportunities for Persons with AIDS (HOPWA), Inclusionary In-Lieu (In-Lieu), and Measure X funds. Final funding recommendations included the following: ·Acquisition and New Construction - o 699 YVR Housing, Walnut Creek. 92 affordable family rental units. $1,619,183 HOME and $3,344,636 HOME-ARP o Anton SR, San Ramon. 129 affordable family rental units. $2,000,000 Measure X o Bella Vista Apartments, Bay Point. 122 affordable family rental units. $2,500,000 HOME-ARP and $960,000 In-Lieu o El Cerrito Plaza BART, El Cerrito. 69 affordable family rental units. $1,500,000 HOME and $2,000,000 Measure X CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1128,Version:1 o Legacy Court, Richmond. 42 affordable family rental units. $4,382,047 HOME-ARP and $1,421,000 Measure X o Mayfair Affordable, El Cerrito. 68 affordable family rental units. $4,197,500 Measure X ·Acquisition and Rehabilitation o Alvarez Court, Pinole. 18 affordable special needs units. $704,554 CDBG and $567,411 HOPWA o Riverhouse Hotel, Martinez. 83 affordable senior and special needs units. $2,000,000 CDBG and $1,000,000 HOME. A second AHFC meeting was not held on December 5, 2023, due to lack of quorum. Staff recommendation to reprogram HOME to previously allocated to two housing development projects in Pleasant Hill and Richmond will be considered at a to-be-determined Board of Supervisors meeting in 2024. 2.Accomplishments: The AHFC reviewed 12 applications, 8 of which were recommended for funding as described above and forwarded to the Board of Supervisors through the Department of Conservation and Development. Committee members provide a critical review of the projects which ensures substantial leverage of CDBG, HOME, HOPWA, In-Lieu, and Measure X funds. 3.Attendance/Representation: The AHFC failed to achieve a quorum on April 10, 2023, and on April 17, 2023, before successfully achieving a quorum on April 21, 2023, for the scheduled annual meeting. There are currently three vacancies. Affordable Housing Program Manager, Kristin Sherk, is staff to the committee. 4.Training/Certification: There has not been any special training in 2023. Staff provides information to committee members as needed relating to affordable housing finance and development related topics. 5.Proposed Work Plan/Objectives for Next Year: In 2024, the AHFC will meet at least once. One meeting will be in the spring and additional meetings will be held if additional applications are received during the year. CONSEQUENCE OF NEGATIVE ACTION: N/A CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1129 Name: Status:Type:Consent Item Passed File created:In control:11/21/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:ACCEPT Historical Landmarks Advisory Committee 2023 Advisory Body Annual Report, as recommended by the Conservation and Development Director. (No fiscal impact) Attachments:1. 2023 HLAC Advisory Body Annual Report Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:John Kopchik, Director, Conservation and Development Report Title:Historical Landmarks Advisory Committee (HLAC) 2023 Advisory Body Annual Report ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT the Contra Costa County Historical Landmarks Advisory Committee (HLAC) 2023 Annual Report. FISCAL IMPACT: Approval of the Historical Landmarks Advisory Committee (HLAC) 2023 Annual Report will not have a fiscal impact. However, HLAC is an unfunded committee and the cost of providing staff support is absorbed by the Department of Conservation and Development. BACKGROUND: On January 7, 2020, the Board of Supervisors adopted Resolution No. 2020/1, which requires that each regular and ongoing board, commission, or committee annually report to the Board of Supervisors on its activities, accomplishments, membership attendance, required training/certification (if any), and proposed work plan or objectives for the following year. Attached, please find the HLAC's annual report for 2023. CONSEQUENCE OF NEGATIVE ACTION: If unapproved, the Historical Landmarks Advisory Committee (HLAC) will not be in compliance with Resolution No. 2020/1. CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1129,Version:1 CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ Advisory Body Name: Advisory Body Meeting Time/Location: Chair (during the reporting period): Staff Person (during the reporting period): Reporting Period: I. Activities (estimated response length: 1/2 page) Describe the DFWLYLWLHV for the past year including areas of study, workspecial events, collaborations, etc. ADVISORY BODY ANNUAL REPORT II. Accomplishments (estimated response length: 1/2 page) Describe the accomplishments for the past year, particularly in reference to your work plan and objectives. Historical Landmarks Advisory Committee (HLAC) 2nd Thursday of Feb, May, August, and Nov; 40 Muir Rd, Martinez Carol Jensen Dominique Vogelpohl January 1, 2023 - December 31, 2023 HLAC continues to stay involved in the in-progress County General Plan update. HLAC continues to advocate that the County adopt a Historic Preservation Ordinance. HLAC Chair, Carol Jensen, continues to represent the HLAC in being an activemember of the National Heritage Area Management Plan Advisory Committee for the Delta Protection Commission. On August 15, 2023, the HLAC presented to Board of Supervisors to explain its recommendation that protection of historical resources in the unincorporated area of the County could be enhanced if the County were to develop a historic preservation ordinance. The Board considered the recommendations of the HLAC, and referred the matter to the Transportation, Water, and Infrastructure Committee (TWIC), and directed Department of Conservation and Development staff to further analyze a proposed ordinance and return to the Board with options. III. Attendance/Representation (estimated response length: 1/4 page) Describe your membership in terms of seat vacancies, Giversity, level of participation, and frequency of achieving a quorum at meetings. Describe the advisory body's workplan, including specific objectives to be achieved in the upcoming year. V. Proposed Work Plan/Objectives for Next Year IV. Training/Certification (estimated response length: 1/4 page) Describe any training that was provided or conducted, and any certifications received, either as a requirement or done on an elective basis by members. NOTE: Please forward copies of any training certifications to the Clerk of the Board. (estimated response length: 1/2 page) The five-member HLAC is comprised of four Contra Costa County Historical Society (CCCHS) members and the Deputy Director (DD) of the Department of Conservation and Development, Community Development Division. Meetings held in 2023 (February 9, May 11, August 10, and November 9): Melissa Jacobson (Vice Chair), Seat 1: Present, Present, Present, Present David Yuers, Seat 2: Present, Absent, Present, Present Anthony Geisler, Seat 3: Present, Present, Present, Present Carol Jensen (Chair), Seat 4: Present, Present, Absent, Absent Aruna Bhat (DD): Absent; Ruben Hernandez (new DD): - , Present, Present, Present All HLAC members are up to date with their Training Certification for Member of County Advisory Body and Public Service Ethics Education Certification, and newly added Implicit Bias Training Certification. HLAC will continue its engagement with Envision 2040 General Plan update and its advocacy in including a Historic Preservation Ordinance in the Zoning Code Update. HLAC will continue its efforts in updating the Historic Resources Inventory (HRI). HLAC will continue its efforts to have bylaws adopted. HLAC Chair, Carol Jensen, will continue participating in the National Heritage Area Management Plan Advisory Committee. 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1130 Name: Status:Type:Consent Item Passed File created:In control:11/28/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:ACCEPT the Contra Costa County Fish and Wildlife Committee 2023 Annual Report, as recommended by the Fish and Wildlife Committee. (No fiscal impact) Attachments:1. 2023 FWC Annual Report Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:John Kopchik, Director, Conservation and Development Report Title:Fish and Wildlife Committee 2023 Annual Report ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT the Contra Costa County Fish and Wildlife Committee 2023 Annual Report, as recommended by the Fish and Wildlife Committee. FISCAL IMPACT: None BACKGROUND: On January 7, 2020, the Board of Supervisors adopted Resolution No. 2020/1, which requires each advisory board, commission, or committee to report annually to the Board of Supervisors on its activities, accomplishments, membership attendance, required training/certification, and proposed workplan or objectives for the following year. The annual report is due to the Board of Supervisors in December. The attached report presented for Board consideration was approved by the Fish and Wildlife Committee on November 15, 2023. CONSEQUENCE OF NEGATIVE ACTION: The annual reporting requirement to the Board of Supervisors would not be fulfilled. CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1130,Version:1 CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ Advisory Body Name: Contra Costa County Fish and Wildlife Committee Advisory Body Meeting Time/Location: 3rd Wednesday of the month, 6 meetings per year, 3 – 5 pm Two meetings were held via teleconference due to impacts from COVID-19; three meetings were held in Martinez at 40 Muir Road in the Department of Conservation and Development Construction Conference Room and one meeting was held at the Martinez Yacht Club located at 111 Tarantino Drive in Martinez. An option to attend remotely via teleconference was pro- vided for all in-person meetings. Chair: Daniel Pellegrini Staff: Maureen Parkes Reporting Period: January 2023 – December 2023 1. Activities and Accomplishments The Fish and Wildlife Committee met six times to discuss matters related to fish and wildlife in Contra Costa County (CCC). The Committee administered a grant program that expends the Fish and Wildlife Propagation Funds (funds that are collected by the CA Department of Fish and Wildlife for code violations). Additional details on the Committee’s activities are provided below. Grant Program: This year the Committee adjusted the grant cycle to ensure future grant awards would be received earlier in the year. To implement this change, the Committee held two grant rounds in 2023. The Committee reviewed 2023 grant ap- plications in January and February 2023 and reviewed 2024 grant applications in October and November 2023. Moving for- ward, grant proposals will be reviewed annually in September and October. The Committee reviewed 11 proposals and one out-of-cycle proposal for the 2023 grant cycle and selected ten of the proposals for full or partial funding totaling 71,045.02 to recommend to the Board of Supervisors. Grant awards ranged from $1,015.00 – $15,100.00. The Committee reviewed 12 proposals for the 2024 grant cycle and selected 11 of the proposals for full or partial funding totaling $74,522.06 to recom- mend to the Board of Supervisors. Grant awards ranged from $910.71 – $16,807.00 The Committee reviewed progress and final reports from previous grant cycles and extended invitations to grantees to give presentations. Outreach: 1) The Committee hosted the annual Fall Forum on September 21st at the Martinez Yacht Club and via teleconfer- ence for those who wished to join remotely. The Forum was open to the public and invitations encouraged people involved in fish and wildlife law enforcement issues in CCC to attend. Invited attendees included representatives of the U.S. House of Representatives, California Senate and State Assembly, the California Department of Fish and Wildlife, Sheriff’s Depart- ment, District Attorney’s Office, Superior Court, Public Defender’s Office, the East Bay Regional Park District Police, the Board of Supervisors and members of the public. Past participants have indicated that the Fall Forum has been helpful in raising awareness and fostering cooperation on fish and wildlife issues and law enforcement. Approximately 100 people at- tended the event in 2023. 2) Distributed Wildlife in Your Backyard brochure. Volunteer Activities: Several members volun- teered in the community with other organizations that are interested in fish and wildlife issues. A sample of these volunteer activities include: Rhonda Gehlke – California Water Environment Association (CWEA) - State Division Chair of the Com- munity Engagement and Outreach Committee, committee member of the CWEA San Francisco Bay Section Communica- tions Committee and committee member of the CWEA State Division Education Committee; Susan Heckly - Lindsay Wild- life Experience, CCC Master Gardener, International Wildlife Rehabilitation Council and the FWC representative on the CCC Integrated Pest Management Advisory Committee; Kathleen Jennings – Co-chair of the Peyton Slough Wetlands Advi- sory Committee; Danny Pellegrini - Contra Costa Mosquito and Vector Control District Board of Trustees - Secretary, Sher- iff’s Posse of CCC (Barbeque Captain) and the Martinez Sportsmen’s Club. Committee members were regularly updated on activities related to fish and wildlife in CCC, which included presentations from grant recipients and updates from County Staff and East Bay Regional Park District. The presentations and updates are listed below: • Presentation on River Otter Ecology Project (Megan Isadore, River Otter Ecology Project) • Presentation on Beavers: Our Uninvited Watershed Ally (Heidi Perryman, Worth a Dam) • Update on the Bats and Bridges project (Robert Stanley, California Department of Fish and Wildlife) • Presentation on the River Otter Ambassador Program - Coexisting with Urban Wildlife (Karen James, Wendy Sparks and Jeff Torquemada, The River Otter Ecology Project) • Update on Roddy Ranch Golf Course (Eddie Willis, East Bay Regional Park District and Abigail Fateman, East Contra Costa County Habitat Conservancy) • Update on the activities of the CCC Integrated Pest Management Advisory Committee (IPM) (Wade Finlinson, Contra Costa Health) 2. Attendance/Representation The FWC is composed of ten members. Each County Supervisor appoints a member and the Internal Operations Committee appoints four At-large members and one At-large Alternate. The FWC met six times at which a quorum was always present. The members were: Susan Heckly (D-II), Madhan Gunasekaran (D-III), Brett Morris (D-IV), Daniel Pellegrini (D-V), Rhonda Gehlke (At-large), Kathleen Jennings (At-large), Nicole Balbas (At-large), Cass Rogers (At-large), and Felipe Solis (At-large Alternate). The District I and III seats are currently vacant. 3. Training/Certification All members have viewed the required Brown Act & Better Government Ordinance, Ethics Train- ing, and Implicit Bias videos. Certifications are on file for all of the members. 4. Proposed Work Plan/Objectives for Next Year (a) FWC Operations: • Develop and refine Work Plan (working document). • Maintain FWC membership by advertising vacancies and forwarding applications to the Internal Operations Committee. • Seek to coordinate with other Fish and Wildlife Committees on regional matters. • Coordinate with the Contra Costa Watershed Forum. (b) Make recommendations to the Board of Supervisors via the Internal Operations Committee for the appropriation of funds from the Fish and Wildlife Propagation Fund to support fish and wildlife projects in the community: • Conduct grant program to solicit proposals, evaluate their relative merits, and recommend funding for projects which will contribute most to the fish and wildlife resources of the County. • Develop and advertise FWC grant program by: 1) reviewing past Request for Proposals (RFP), funding applications; and 2) developing new RFP, funding application deadline, and funding priorities; and 3) posting to the County and Department of Conservation and Development websites and social media sites, distributing these materials to the media, the FWC and Contra Costa Watershed Forum mailing lists, and to anyone who requests them. • Work with agencies, organizations, and individuals to help them plan and develop projects suitable for support from the Fish and Wildlife Propagation Fund. • Monitor the efficiency and effectiveness of the grant disbursement process. • Review funding applications received. Make recommendations to the Board of Supervisors via the Internal Operations Committee for the awarding of grants. • Follow-up on projects that receive funding to assure that projects proceed as proposed. One way the FWC will do this is to extend invitations to prior Fish and Wildlife Propagation Fund Grant recipients to future meetings to give status reports, outcomes and presentations regarding their projects. (c) FWC priorities for 2023/2024: • Make recommendations to the Board to approve Fish and Wildlife Propagation Fund grant applications for projects that increase collaboration with law enforcement agencies, the court, and community cultural organizations on enforcement issues and increase education focusing on communities that may be unaware of local fish and game laws. • Provide public forum opportunities for open discussion on wildlife issues that affect CCC residents and impact natural resources in our County, increase outreach efforts and provide advisory updates to Board of Supervisors as needed. • Disseminate “Wildlife in Your Backyard” booklet and develop other projects for involvement of the FWC and the community in CCC. • Develop a resource document regarding invasive species. • Update website with information on invasive species and a list of awarded Fish and Wildlife Propagation Fund grants. (d) FWC projects (develop and prioritize a list of projects for potential FWC involvement; select projects for FWC involvement and provide appropriate support, including: initiation, planning, consultation, and/or funding): • Make recommendations to the Board on awarding Certificates of Appreciation for significant contributions to the fish and wildlife resources of the County. • Consider hosting a forum about wildlife. (e) Improve enforcement of fish and game laws and regulations; increase flow of money into the Fish and Wildlife Propagation Fund: • Help assure that, when appropriate, a portion of fines from violations of laws designed to protect fish and wildlife resources is deposited in the Fish and Wildlife Propagation Fund. Promote awareness of the harm caused by violation of fish and wildlife regulations and the value of enforcement. • Host a Fall Forum with law enforcement officials (CA Dept. of Fish and Wildlife, Sheriff’s Dept., District Attorney’s Office, Superior Court, Public Defender’s Office, the East Bay Regional Park District Police) to discuss fish and wildlife issues and enforcement. (f) Monitor and advise the Board on projects that may affect fish and wildlife resources in the County: • Attend field trips to see major restoration projects and prior Fish and Wildlife Propagation Fund Grant recipients’ projects in the County. • Consider tours of East CCC Habitat Conservancy properties, Marsh Creek Fish Ladder, Walnut Creek Drop Structure, Dow Wetlands and Chelsea Wetlands at Pinole. (g) Develop policy recommendations (“white papers”) on fish and wildlife issues as requested by the Board of Supervisors. Topics could include: • Impacts of invasive species • Wildlife and human interaction / interface • Public education on reducing the impact of free-roaming cats on wildlife. • Delta Conveyance Project 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1131 Name: Status:Type:Consent Item Passed File created:In control:11/27/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:ACCEPT the Contra Costa County Planning Commission 2023 Annual Report, as recommended by the Conservation and Development Director. (No fiscal impact) Attachments:1. Contra Costa County Planning Commission 2023 Annual Report Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:John Kopchik, Director, Conservation and Development Report Title:Contra Costa County Planning Commission 2023 Annual Report ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT the Contra Costa County Planning Commission 2023 Annual Report. FISCAL IMPACT: None. BACKGROUND: Board Resolution No. 2020/1 requires each regular and ongoing board, commission, or committee report annually to the Board of Supervisors. The report presented to the Board for its consideration fulfills this requirement. CONSEQUENCE OF NEGATIVE ACTION: The annual reporting requirement to the Board of Supervisors would not be fulfilled. CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1131,Version:1 CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1132 Name: Status:Type:Consent Item Passed File created:In control:11/28/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:RECEIVE the Fiscal Year 2021/22 and Fiscal Year 22/23 Park Impact and Park Dedication Fee Annual Reports and ADOPT required five-year findings, as recommended by the Conservation and Development Director. (No fiscal impact) Attachments:1. Attachment A - Fiscal Year 21/22 Annual Report, 2. Attachment B - Fiscal Year 22/23 Annual Report, 3. Attachment C - Proposed Five Year Findings Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:John Kopchik, Director, Conservation and Development Report Title:Receive the Fiscal Years 21/22 and 22/23 Park Impact and Park Dedication Fee Annual Reports and Adopt five-year findings as required by Government Code Section 66001. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: RECEIVE the Fiscal Years 21/22 (Attachment A) and 22/23 (Attachment B) Park Impact and Park Dedication Fee Annual Reports. ADOPT five-year findings as required by Government Code Section 66001 as set forth in Attachment C - Proposed Five-Year Findings. FISCAL IMPACT: No General Fund impacts. BACKGROUND: Annual Reports California Government Code Section 66006 (b) requires an annual report within 180 days after the last day of each fiscal year be made available to the public and reviewed by the Board of Supervisors at a regularly scheduled meeting. The report shall include the following: (A)A brief description of the type of fee in the account or fund. (B)The amount of the fee. (C)The beginning and ending balance of the account or fund. (D)The amount of the fees collected and the interest earned. CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1132,Version:1 (E)An identification of each public improvement on which fees were expended and the amount of the expenditures on each improvement, including the total percentage of the cost of the public improvement that was funded with fees. (F)An identification of an approximate date by which the construction of the public improvement will commence if the local agency determines that sufficient funds have been collected to complete financing on an incomplete public improvement, as identified in paragraph (2) of subdivision (a) of Section 66001, and the public improvement remains incomplete. (G)A description of each interfund transfer or loan made from the account or fund, including the public improvement on which the transferred or loaned fees will be expended, and, in the case of an interfund loan, the date on which the loan will be repaid, and the rate of interest that the account or fund will receive on the loan. (H)The amount of refunds made pursuant to subdivision (e) of Section 66001 and any allocations pursuant to subdivision (f) of Section 66001. The Annual Reports for Fiscal Year 21/22 and 22/23 are attached as “Attachment A - Fiscal Year 21/22 Annual Report” and “Attachment B - Fiscal Year 22/23 Annual Report.” The Fiscal Year 21/22 Annual Report is provided to the Board of Supervisors because it was not provided last year. Five-Year Findings California Government Code Section 66001(d) requires that for the fifth fiscal year following the first deposit into the account or fund, and every five years thereafter, the local agency shall make all of the following findings with respect to that portion of the account or fund remaining unexpended, whether committed or uncommitted: (A)Identify the purpose to which the fee is to be put. (B)Demonstrate a reasonable relationship between the fee and the purpose for which it is charged. (C)Identify all sources and amounts of funding anticipated to complete financing in incomplete improvements identified in paragraph (2) of subdivision (a).(In Contra Costa County, the improvements are identified in the Parks Capital Improvement Plan.) (D)Designate the approximate dates on which the funding referred to in subparagraph (C) is expected to be deposited into the appropriate account or fund. The above finding will be referred to as the “Five-Year Findings.” The Five-Year Findings are attached as “Attachment C - Five-Year Findings.” CONSEQUENCE OF NEGATIVE ACTION: If the action is not approved, the Five-Year Findings will not be adopted. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1 Attachment A Park Dedication/Park Impact Fee Annual Report FY 2021/2022 Introduction Contra Costa County collects both Park Impact and/or Park Dedication fees on qualifying residential development. These fees are kept in a trust fund and organized by accounts that are correlated to the community where the fees originated to ensure the park facilities funded will serve the residents of the development. California Government Code Section 66006 (b)(1) requires local agencies to prepare an annual report with the following information for the fiscal year. (A) A brief description of the type of fee in the account or fund. (B) The amount of the fee. (C) The beginning and ending balance of the account or fund. (D) The amount of the fees collected and the interest earned. (E) An identification of each public improvement on which fees were expended and the amount of the expenditures on each improvement, including the total percentage of the cost of the public improvement that was funded with fees. (F) An identification of an approximate date by which the construction of the public improvement will commence if the local agency determines that sufficient funds have been collected to complete financing on an incomplete public improvement, as identified in paragraph (2) of subdivision (a) of Section 66001, and the public improvement remains incomplete. (G) A description of each interfund transfer or loan made from the account or fund, including the public improvement on which the transferred or loaned fees will be expended, and, in the case of an interfund loan, the date on which the loan will be repaid, and the rate of interest that the account or fund will receive on the loan. (H) The amount of refunds made pursuant to subdivision (e) of Section 66001 and any allocations pursuant to subdivision (f) of Section 66001. Park Impact Fees Description of Fees The purpose of the Park Impact Fees is to generate funds to acquire parkland and develop parks and recreation facilities to serve new residential development. Residential projects are required to pay a Park Impact Fee. Second units, affordable units, and inclusionary housing units may be eligible for waivers or exemptions. Amount of Fee The FY 2021/2022 Park Impact Fees depend on both dwelling type and location, the amounts below reflect the increase in the fee as of March 2022. 2 Dwelling Type West/Central County Fee per unit East County Fee per unit Single Family $8,550/unit $6,959/unit Townhome $6,800/unit $5,535/unit Multi-Family $6,185/unit $5,012/unit Mobile Home $5,740/unit $4,672/unit * Park Dedication Fees collected may be credited towards total Park Impact fee Account Summary The table below shows the total for all Park Impact Fees combined and the detailed accounting for each Park Impact account is provided as Table 1: Park Account Summary. Beginning Balance Fees Collected Interest Earned Admin Transfer Expended - Projects Ending/Available Balance $3,425,972.40 $61,391.00 $19,885.04 $(2,982.75) $(13,647.02) $3,490,918.67 No Loans nor Refunds were made from the Park Impact Fund. Park Dedication Fees Description of Fees The purpose of the Park Dedication Fees is to generate funds to acquire parkland and develop or rehabilitate parks and recreation facilities to serve residential development. Residential subdivision projects may require Park Dedication Fees. If a project requires Park Dedication Fee, the amount collected is credited towards the Total Park Impact Fee. The fees are not additive. Amount of Fee The FY 2021/2022 Park Dedication Fees are based on both dwelling type and location. Dwelling Type West/Central County Fee per Unit East County Fee per Unit Parkland Dedication Sq ft per Unit* Single Family $4,489/unit $3,142/unit 391 sq ft/unit Townhome $3,571/unit $2,499/unit 311 sq ft/unit Multi-Family $3,233/unit $2,263/unit 282 sq ft/unit Mobile Home $3,014/unit $2,109/unit 263 sq ft/unit *Note: Developer may dedicate land, pay in-lieu fee, or a combination of the two with approval from Zoning Administrator Account Summary The table below shows the total for all Park Impact Fees combined and the detailed accounting for each Park Impact account is provided as Table 1: Park Account Summary. 3 Beginning Balance Fees Interest Earned Admin Transfer Expended - Projects Ending/Available Balance $3,425,972.40 $61,391.00 $19,885.04 $(2,982.75) $(13,647.02) $4,105,524.65 No Loans nor Refunds were made from the Park Dedication Fee Account. Park Projects for which Funds have been Expended during FY 2021/2022 California Government Code requires each public improvement on which fees were expended and the amount about of the expenditures on each improvement, including the total percentage of the cost of the improvement funded with the fees be identified. Kensington Paths The project consists of preliminary studies that will provide foundational funding for a thriving pathway network in the Kensington community, thus expanding the use and life of the pathways. The initial work to ensure Kensington has a safe pathway network includes preliminary studies and tasks, including preliminary survey and land rights assessment, construction cost estimates, financing options to expand the use and life of the pathways, legal consultation, and interdepartmental coordination and community outreach. Total Project Costs: The cost of the studies are anticipated to be $100,000 Total Contra Costa County Park Funds: $100,00.00 (100%) Park Impact Fees: $58,132.09 (41.8%) Park Dedication: $41,867.91 (58.2%) Total Contra Costa County Park Funds Expended to date: $ 13,647.02 FY 2021/22 Expenditures: $ 13,649.02 Walden Green The Walden Green project includes the installation of new drought tolerant landscaping and hardscaping at Walden Green while removing existing vegetation due to health, age, and structural conditions. Total Project Costs: $1,277,600 (estimated) Total Contra Costa County Park Funds: $980,000 (79% of estimated total project costs) Park Impact Fees: $980,000 (79% of total project costs) Park Dedication: $0 (0% of total project costs) Total Contra Costa County Park Funds Expended to date: $997,729.82 FY 2021/22 Expenditures: $ 708,032.44 Fox Creek Park The Fox Creek Park project includes implementing more sustainability landscaping and increasing ADA accessibility. Total Project Costs: $241,394.11 (estimated) Total Contra Costa County Park Funds: $180,000 (74.5% of estimated total project costs) Park Impact Fees: $0 (0% of total project costs) Park Dedication: $180,000 (74.5% of total project costs) Total Contra Costa County Park Funds Expended to date: $ 112,226.14 FY 2021/22 Expenditures: $ 5,040.71 4 Park Projects with Sufficient Funds to Complete Financing on Incomplete Projects California Government Code requires the date for commencing a project in the Parks CIP be identified if sufficient funding has been collected to complete the project. The only incomplete project with sufficient funds for completion is Walden Green, an Iron Horse Corridor Pocket Park. The start date for the project was January 2020 and the end date is anticipated to be March 2023. Park Impact/Park Dedication Annual Report FY 2021/22 Account Summary Account Number Name Beginning Balance Interest Earned Admin Transfer Fees Collected Expenditures EndingBalance Park Impact 4,607,146.20$ 25,222.49$ (3,783.46)$ 172,437.00$ (528,737.74)$ 4,272,284.49$ Park Dedication 3,425,972.40$ 19,885.04$ (2,982.75)$ 61,391.00$ (13,647.02)$ 3,490,618.67$ Administrative 23,650.29$ -$ 6,766.21$ -$ -$ 30,416.50$ ADMINISTATIVE AD0001920 ADMIN 1920 18,202.83$ 18,202.83$ AD0002021 ADMIN 2021 5,447.46$ -$ -$ -$ -$ 5,447.46$ AD0002122 ADMIN 2122 -$ 6,766.21$ 6,766.21$ PARK DEDICATION PD1000001 Acalanes Ridge 2,525.09$ 9.97$ (1.49)$ -$ -$ 2,533.57$ PD1000003 Alamo 185,042.17$ 1,099.19$ (164.87)$ 8,978.00$ -$ 194,954.49$ PD1000004 Alhambra Valley 61,767.98$ 381.83$ (57.28)$ 6,129.00$ -$ 68,221.53$ PD1000006 Ayers Ranch 36,428.81$ 209.01$ (31.35)$ -$ -$ 36,606.47$ PD1000009 Bollinger Canyon 6,818.39$ 39.11$ (5.86)$ -$ -$ 6,851.64$ PD1000011 Briones 3,847.27$ 22.08$ (3.32)$ -$ -$ 3,866.03$ PD1000013 Camino Tassajara 27,174.79$ 155.91$ (23.37)$ -$ -$ 27,307.33$ PD1000014 Canyon 5,514.54$ 31.63$ (4.74)$ -$ -$ 5,541.43$ PD1000015 Clyde 539.51$ 3.11$ (0.46)$ -$ -$ 542.16$ PD1000016 CC Centre 1,030,202.46$ 5,910.63$ (886.60)$ -$ -$ 1,035,226.49$ PD1000017 Crockett 28,939.94$ 166.02$ (24.89)$ -$ -$ 29,081.07$ PD1000022 East Richmnd He 938.16$ 5.37$ (0.80)$ -$ -$ 942.73$ PD1000023 El Sobrante 3,114.01$ 17.88$ (2.70)$ -$ -$ 3,129.19$ PD1000025 Kensignton 41,867.91$ 240.22$ (36.04)$ -$ (13,647.02)$ 28,425.07$ PD1000027 Knightsen -$ -$ -$ -$ -$ -$ PD1000029 Montara Bay 5,337.05$ 30.62$ (4.59)$ -$ -$ 5,363.08$ PD1000031 Mt View 7,978.01$ 45.77$ (6.87)$ -$ -$ 8,016.91$ PD1000033 North Gate 11,300.55$ 64.85$ (9.72)$ -$ -$ 11,355.68$ PD1000035 North Richmond 0.24$ -$ -$ -$ -$ 0.24$ PD1000036 Pacheco 55,655.64$ 353.39$ (53.01)$ 7,142.00$ -$ 63,098.02$ PD1000037 Reliez Valley 63,564.29$ 364.70$ (54.72)$ -$ -$ 63,874.27$ PD1000038 Rodeo 3,858.64$ 22.14$ (3.33)$ -$ -$ 3,877.45$ PD1000039 Rollingwood 1,283.00$ 7.37$ (1.12)$ -$ -$ 1,289.25$ PD1000040 San Miguel 13,048.23$ 74.87$ (11.23)$ -$ -$ 13,111.87$ PD1000041 Saranap 266,237.28$ 1,527.50$ (229.12)$ -$ -$ 267,535.66$ PD1000042 Shel Rdge/La Casa Via 268.14$ 1.54$ (0.21)$ -$ -$ 269.47$ PD1000045 Vine Hill 170,380.10$ 977.53$ (146.63)$ -$ -$ 171,211.00$ PD1000050 Oakland Hills 2,704.42$ 15.51$ (2.33)$ -$ -$ 2,717.60$ PD2000002 Ag Core 10,039.65$ 57.61$ (8.64)$ -$ -$ 10,088.62$ PD2000005 Ambrose (BP)351,428.60$ 2,016.25$ (302.42)$ -$ -$ 353,142.43$ PD2000007 Bethel Island 134,422.70$ 899.93$ (134.99)$ 36,000.00$ -$ 171,187.64$ PD2000012 Byron 6,352.42$ 36.46$ (5.47)$ -$ -$ 6,383.41$ PD2000026 Kirker Pass 77.63$ -$ -$ -$ -$ 77.63$ PD2000027 Knightsen 92,716.91$ 538.16$ (80.73)$ 3,142.00$ -$ 96,316.34$ PD2000044 Uninc Antioch 12,244.34$ 70.25$ (10.55)$ -$ -$ 12,304.04$ PD3000018 Deer Valley 52,485.01$ 301.11$ (45.17)$ -$ -$ 52,740.95$ PD3000030 Morgan Territory 429.22$ 2.46$ (0.38)$ -$ -$ 431.30$ PD4000046 Regional -$ -$ -$ -$ -$ -$ PD4000047 Richmond 32,195.96$ 184.71$ (27.71)$ -$ -$ 32,352.96$ PD4000048 San Ramon 599,556.47$ 3,439.86$ (515.98)$ -$ -$ 602,480.35$ PD4000054 San Pablo 2,141.15$ 12.29$ (1.83)$ -$ -$ 2,151.61$ PD4000055 Lafayette 36,286.63$ 208.19$ (31.23)$ -$ -$ 36,463.59$ PD5000046 Regional 59,259.09$ 340.01$ (51.00)$ -$ -$ 59,548.10$ Park Dedication Total 3,425,972.40$ 19,885.04$ (2,982.75)$ 61,391.00$ (13,647.02)$ 3,490,618.67$ PARK IMPACT FEES PI1000003 Alamo 351,295.74$ 2,146.53$ (321.98)$ 38,943.00$ -$ 392,063.29$ PI1000004 Alhambra Valley 106,871.08$ 622.12$ (93.31)$ 2,000.00$ -$ 109,399.89$ PI1000006 Ayers Ranch 125,989.73$ 722.85$ (108.43)$ -$ -$ 126,604.15$ PI1000008 Blackhawk 16,758.54$ 96.14$ (14.43)$ -$ -$ 16,840.25$ Table 1: Park Account Summary PI1000009 Bollinger Canyon 7,894.42$ 45.29$ (6.80)$ -$ -$ 7,932.91$ PI1000011 Briones 15,536.26$ 89.13$ (13.36)$ -$ -$ 15,612.03$ PI1000013 Camino Tassajara 29,543.06$ 169.49$ (25.43)$ -$ -$ 29,687.12$ PI1000016 CC Centre 1,551,229.43$ 7,079.22$ (1,061.88)$ -$ (528,737.74)$ 1,028,509.03$ PI1000017 Crockett 56,551.19$ 324.45$ (48.66)$ -$ -$ 56,826.98$ PI1000021 East Clayton 231.35$ 1.34$ (0.20)$ -$ -$ 232.49$ PI1000022 East Richmnd He 38,335.03$ 219.94$ (32.99)$ -$ -$ 38,521.98$ PI1000023 El Sobrante 51,620.77$ 296.16$ (44.44)$ -$ -$ 51,872.49$ PI1000024 Franklin Canyon 7,765.51$ 44.55$ (6.68)$ 8,292.00$ -$ 16,095.38$ PI1000025 Kensignton 65,093.85$ 373.47$ (56.04)$ -$ -$ 65,411.28$ PI1000031 Mt View 203,322.58$ 1,166.52$ (174.97)$ -$ -$ 204,314.13$ PI1000033 North Gate 11,193.86$ 64.23$ (9.64)$ -$ -$ 11,248.45$ PI1000035 North Richmond 13,680.04$ 78.48$ (11.76)$ -$ -$ 13,746.76$ PI1000036 Pacheco 15,658.52$ 149.18$ (22.37)$ 13,919.00$ -$ 29,704.33$ PI1000037 Reliez Valley 194,953.40$ 1,145.76$ (171.87)$ 8,292.00$ -$ 204,219.29$ PI1000038 Rodeo 50,943.01$ 394.12$ (59.12)$ 33,005.00$ -$ 84,283.01$ PI1000040 San Miguel 48,630.66$ 279.00$ (41.85)$ -$ -$ 48,867.81$ PI1000041 Saranap 55,020.84$ 360.37$ (54.07)$ 8,292.00$ -$ 63,619.14$ PI1000042 Shel Rdge/Lacasa Via 38,869.19$ 266.81$ (40.03)$ 8,129.00$ -$ 47,224.97$ PI1000043 Tassajara Valley 53,671.08$ 307.93$ (46.19)$ -$ -$ 53,932.82$ PI1000049 Diablo -$ 38.79$ (5.82)$ 8,129.00$ -$ 8,161.97$ PI1000045 Vine Hill 89,188.24$ 511.69$ (76.76)$ -$ -$ 89,623.17$ PI2000003 Ag Core 25,898.87$ 207.89$ (31.20)$ 13,232.00$ -$ 39,307.56$ PI2000005 Ambrose (BP)364,839.58$ 2,093.20$ (313.99)$ -$ -$ 366,618.79$ PI2000007 Bethel Island 56,627.57$ 324.90$ (48.75)$ -$ -$ 56,903.72$ PI2000012 Byron 45,688.63$ 283.88$ (42.58)$ 6,616.00$ -$ 52,545.93$ PI2000019 Dis Knghts- Ag Core 26,758.63$ 185.09$ (27.76)$ 6,616.00$ -$ 33,531.96$ PI2000020 Discovery Bay 60,665.29$ 369.79$ (55.46)$ 6,616.00$ -$ 67,595.62$ PI2000027 Knightsen 76,795.90$ 461.06$ (69.16)$ 10,356.00$ -$ 87,543.80$ PI3000028 Marsh Creek 24,056.83$ 138.03$ (20.71)$ -$ -$ 24,174.15$ PI3000030 Morgan Territory 7,746.16$ 44.44$ (6.66)$ -$ -$ 7,783.94$ PI4000034 North Mt Diablo 7,707.30$ 44.21$ (6.62)$ -$ -$ 7,744.89$ PI4000047 Richmond 4,278.55$ 24.55$ (3.69)$ -$ -$ 4,299.41$ PI4000048 City of San Ramon 547,172.11$ 3,139.30$ (470.91)$ -$ -$ 549,840.50$ PI5000046 Regional 159,063.40$ 912.59$ (136.89)$ -$ -$ 159,839.10$ Park Impact Total 4,607,146.20$ 25,222.49$ (3,783.46)$ 172,437.00$ (528,737.74)$ 4,272,284.49$ 1 Attachment B Park Dedication/Park Impact Fee Annual Report FY 2022/2023 Introduction Contra Costa County collects both Park Impact and/or Park Dedication fees on qualifying residential development. These fees are kept in a trust fund and organized by accounts that are correlated to the community where the fees originated to ensure the park facilities funded will serve the residents of the development. California Government Code Section 66006 (b)(1) requires local agencies to prepare an annual report with the following information for the fiscal year. (A) A brief description of the type of fee in the account or fund. (B) The amount of the fee. (C) The beginning and ending balance of the account or fund. (D) The amount of the fees collected and the interest earned. (E) An identification of each public improvement on which fees were expended and the amount of the expenditures on each improvement, including the total percentage of the cost of the public improvement that was funded with fees. (F) An identification of an approximate date by which the construction of the public improvement will commence if the local agency determines that sufficient funds have been collected to complete financing on an incomplete public improvement, as identified in paragraph (2) of subdivision (a) of Section 66001, and the public improvement remains incomplete. (G) A description of each interfund transfer or loan made from the account or fund, including the public improvement on which the transferred or loaned fees will be expended, and, in the case of an interfund loan, the date on which the loan will be repaid, and the rate of interest that the account or fund will receive on the loan. (H) The amount of refunds made pursuant to subdivision (e) of Section 66001 and any allocations pursuant to subdivision (f) of Section 66001. Park Impact Fees Description of Fees The purpose of the Park Impact Fees is to generate funds to acquire parkland and develop parks and recreation facilities to serve new residential development. Residential projects are required to pay a Park Impact Fee. Second units, affordable units, and inclusionary housing units may be eligible for waivers or exemptions. Amount of Fee The FY 2022/2023 Park Impact Fees depend on both dwelling type and location, the amounts below reflect the fee as of March 2023. 2 Dwelling Type West/Central County Fee per Unit East County Fee per Unit Single Family $9,003/unit $7,327/unit Townhome $7,161/unit $5,829/unit Multi-Family $6,484/unit $5,278/unit Mobile Home $6,044/unit $4,919/unit * Park Dedication Fees collected may be credited towards total Park Impact fee Account Summary The table below shows the total for all Park Impact Fees combined and the detailed accounting for each Park Impact account is provided as Table 1: Park Account Summary. Beginning Balance Fees Collected Interest Earned Admin Transfer Expended - Projects Ending/Available Balance $4,272,284.49 $767,272 $155,129.28 $(23,271.84) $(70,159) $5,101,254.85 No Loans nor Refunds were made from the Park Impact Fund. Park Dedication Fees Description of Fees The purpose of the Park Dedication Fees is to generate funds to acquire parkland and develop or rehabilitate parks and recreation facilities to serve residential development. Residential subdivision projects may require Park Dedication Fees. If a project requires Park Dedication Fee, the amount collected is credited towards the Total Park Impact Fee. The fees are not additive. Amount of Fee The FY 2022/2023 Park Dedication Fees are based on both dwelling type and location. Dwelling Type West/Central County Fee per Unit East County Fee per Unit Parkland Dedication Sq ft per Unit* Single Family $4,489/unit $3,142/unit 391 sq ft/unit Townhome $3,571/unit $2,499/unit 311 sq ft/unit Multi-Family $3,233/unit $2,263/unit 282 sq ft/unit Mobile Home $3,014/unit $2,109/unit 263 sq ft/unit *Note: Developer may dedicate land, pay in-lieu fee, or a combination of the two with approval from Zoning Administrator. Account Summary The table below shows the total for all Park Impact Fees combined and the detailed accounting for each Park Impact account is provided as Table 1: Park Account Summary. 3 Beginning Balance Fees Interest Earned Admin Transfer Expended - Projects Ending/Available Balance $3,490,618.67 $189,721 $113,590.26 $(17,136.08) $359,625.71 $3,417,268.41 No Loans nor Refunds were made from the Park Dedication Fee Account. Park Projects for which Funds have been Expended during FY 2022/2023 California Government Code requires each public improvement on which fees were expended and the amount about of the expenditures on each improvement, including the total percentage of the cost of the improvement funded with the fees be identified. Kensington Paths The project consists of preliminary studies that will provide foundational funding for a thriving pathway network in the Kensington community, thus expanding the use and life of the pathways. The initial work to ensure Kensington has a safe pathway network includes preliminary studies and tasks, including preliminary survey and land rights assessment, construction cost estimates, financing options to expand the use and life of the pathways, legal consultation, and interdepartmental coordination and community outreach. Total Project Costs: The cost of the studies are anticipated to be $100,000 Total Contra Costa County Park Funds: $100,00.00 (100%) Park Impact Fees: $58,132.09 (41.8%) Park Dedication: $41,867.91 (58.2%) Total Contra Costa County Park Funds Expended to date: $ 18,584.52 FY 2022/23 Expenditures: $ 4,937.50 Walden Green The Walden Green portion of the project includes the installation of new drought tolerant landscaping and hardscaping at Walden Green while removing existing vegetation due to health, age, and structural conditions. Total Project Costs: $1,277,600 (estimated) Total Contra Costa County Park Funds: $980,000 (79% of estimated total project costs) Park Impact Fees: $980,000 (79% of total project costs) Park Dedication: $0 (0% of total project costs) Total Contra Costa County Park Funds Expended to date: $ 1,175,071.33 FY 2022/23 Expenditures: $ 70,159.08 Park Projects with Sufficient Funds to Complete Financing on Incomplete Projects California Government Code requires the date for commencing a project in the Parks CIP be identified if sufficient funding has been collected to complete the project. The only incomplete project with sufficient funds for completion is Walden Green, an Iron Horse Corridor Pocket Park. The start date for the project was January 2020 and the end date is anticipated to be March 2024. Park Impact/Park Dedication Annual Report FY 2022 / 23 Account Summary Account Number NAME Beginning Balance Interest Earned Admin Transfer Fees Collected Expenditures Account Balance Park Impact 4,272,284.49$ 155,129.28$ (23,271.84)$ 767,272.00$ (70,159.08)$ 5,101,254.85$ Park Dedication 3,490,618.67$ 113,590.26$ (17,036.08)$ 189,721.00$ (359,625.71)$ 3,417,268.14$ Administrative 23,650.29$ 40,307.92$ (23,650.29)$ 40,307.92$ End Balance 7,786,553.45$ 268,719.54$ -$ 956,993.00$ (453,435.08)$ 8,558,830.91$ ADMINISTRATIVE AD5001920 ADMIN EXP 1920/2021/2022 18,202.83$ (18,202.83)$ -$ AD5002021 ADMIN EXP 2021 5,447.46$ (5,447.46)$ -$ AD5002122 ADMIN EXP 2122 6,766.21$ (6,766.21)$ -$ AD5002223 ADMIN EXP 2223 40,307.92$ -$ 40,307.92$ Admin Total 23,650.29$ -$ 47,074.13$ -$ (30,416.50)$ 40,307.92$ PARK DEDICATION PD1000001 Acalanes 2,533.57$ 86.86$ (13.02)$ -$ -$ 2,607.41$ PD1000003 Alamo 194,954.49$ 6,834.32$ (1,025.13)$ 13,467.00$ -$ 214,230.68$ PD1000004 Alhambra Valley 68,221.53$ 2,338.69$ (350.81)$ -$ -$ 70,209.41$ PD1000006 Ayers Ranch 36,606.47$ 1,254.90$ (188.25)$ -$ -$ 37,673.12$ PD1000009 Bollinger Canyon 6,851.64$ 234.88$ (35.25)$ -$ -$ 7,051.27$ PD1000011 Briones 3,866.03$ 132.53$ (19.88)$ -$ -$ 3,978.68$ PD1000013 Camino Tassajara 27,307.33$ 936.12$ (140.41)$ -$ -$ 28,103.04$ PD1000014 Canyon 5,541.43$ 189.95$ (28.51)$ -$ -$ 5,702.87$ PD1000015 Clyde 542.16$ 18.60$ (2.78)$ -$ -$ 557.98$ PD1000016 CC Centre 1,035,226.49$ 37,810.30$ (5,671.54)$ 128,845.00$ -$ 1,196,210.25$ PD1000017 Crockett 29,081.07$ 996.92$ (149.54)$ -$ -$ 29,928.45$ PD1000022 East Richmnd He 942.73$ 32.32$ (4.84)$ -$ -$ 970.21$ PD1000023 El Sobrante 3,129.19$ 107.28$ (16.08)$ -$ -$ 3,220.39$ PD1000025 Kensignton 28,425.07$ 872.21$ (130.84)$ -$ (4,937.50)$ 24,228.94$ PD1000027 Knightsen PD1000029 Montara Bay 5,363.08$ 183.84$ (27.59)$ -$ -$ 5,519.33$ PD1000031 Mt View 8,016.91$ 274.83$ (41.24)$ -$ -$ 8,250.50$ PD1000033 North Gate 11,355.68$ 389.28$ (58.38)$ -$ -$ 11,686.58$ PD1000035 North Richmond 0.24$ -$ -$ -$ -$ 0.24$ PD1000036 Pacheco 63,098.02$ 2,163.05$ (324.45)$ -$ -$ 64,936.62$ PD1000037 Reliez Valley 63,874.27$ 2,221.66$ (333.26)$ 4,489.00$ -$ 70,251.67$ PD1000038 Rodeo 3,877.45$ 132.91$ (19.95)$ -$ -$ 3,990.41$ PD1000039 Rollingwood 1,289.25$ 44.21$ (6.64)$ -$ -$ 1,326.82$ PD1000040 San Miguel 13,111.87$ 449.47$ (67.42)$ -$ -$ 13,493.92$ PD1000041 Saranap 267,535.66$ 9,410.14$ (1,411.50)$ 8,978.00$ -$ 284,512.30$ PD1000042 Shel Rdge/La Casa 269.47$ 9.25$ (1.42)$ -$ -$ 277.30$ PD1000045 Vine Hill 171,211.00$ 5,869.25$ (880.39)$ -$ -$ 176,199.86$ PD1000050 Oakland Hills 2,717.60$ 93.16$ (13.98)$ -$ -$ 2,796.78$ PD2000002 Ag Core 10,088.62$ 345.85$ (51.89)$ -$ -$ 10,382.58$ PD2000005 Ambrose (BP)353,142.43$ 2,672.18$ (400.83)$ -$ (354,688.21)$ 725.57$ PD2000007 Bethel Island 171,187.64$ 6,569.97$ (982.96)$ 30,800.00$ -$ 207,574.65$ PD2000012 Byron 6,383.41$ 218.82$ (32.81)$ -$ -$ 6,569.42$ PD2000026 Kirker Pass 77.63$ -$ -$ -$ -$ 77.63$ PD2000027 Knightsen 96,316.34$ 3,324.20$ (498.64)$ 3,142.00$ -$ 102,283.90$ PD2000044 Uninc Antioch 12,304.04$ 421.79$ (63.27)$ -$ -$ 12,662.56$ PD3000018 Deer Valley 52,740.95$ 1,808.01$ (271.21)$ -$ -$ 54,277.75$ PD3000030 Morgan Territory 431.30$ 14.79$ (2.22)$ -$ -$ 443.87$ PD4000046 Regional PD4000047 Richmond 32,352.96$ 1,109.08$ (166.36)$ -$ -$ 33,295.68$ PD4000048 San Ramon 602,480.35$ 20,653.53$ (3,098.05)$ -$ -$ 620,035.83$ PD4000054 San Pablo 2,151.61$ 73.76$ (11.05)$ -$ -$ 2,214.32$ PD4000055 Lafayette 36,463.59$ 1,249.99$ (187.50)$ -$ -$ 37,526.08$ PD5000046 Regional 59,548.10$ 2,041.36$ (306.19)$ -$ -$ 61,283.27$ Park Dedication Total 3,490,618.67$ 113,590.26$ (17,036.08)$ 189,721.00$ (359,625.71)$ 3,417,268.14$ Table 1: Park Account Summary 1 Park Impact/Park Dedication Annual Report FY 2022 / 23 Account Summary Account Number NAME Beginning Balance Interest Earned Admin Transfer Fees Collected Expenditures Account Balance PARK IMPACT FEES PI1000003 Alamo 392,063.29$ 13,719.99$ (2,057.99)$ 29,195.00$ -$ 432,920.29$ PI1000004 Alhambra Valley 109,399.89$ 3,779.05$ (566.85)$ 8,129.00$ -$ 120,741.09$ PI1000006 Ayers Ranch'126,604.15$ 4,340.10$ (651.01)$ -$ -$ 130,293.24$ PI1000008 Blackhawk 16,840.25$ 577.30$ (86.59)$ -$ -$ 17,330.96$ PI1000009 Bolinger Canyon 7,932.91$ 271.96$ (40.79)$ -$ -$ 8,164.08$ PI1000011 Briones 15,612.03$ 535.21$ (80.28)$ -$ -$ 16,066.96$ PI1000013 Camino Tassajara 29,687.12$ 1,017.70$ (152.66)$ -$ -$ 30,552.16$ PI1000016 CC Centre 1,028,509.03$ 35,795.79$ (5,369.25)$ 115,170.00$ (70,159.08)$ 1,103,946.49$ PI1000017 Crockett 56,826.98$ 1,948.08$ (292.22)$ -$ -$ 58,482.84$ PI1000021 East Clayton 232.49$ 7.95$ (1.20)$ -$ -$ 239.24$ PI1000022 East Richmond He 38,521.98$ 1,320.57$ (198.08)$ 8,292.00$ -$ 47,936.47$ PI1000023 El Sobrante 51,872.49$ 1,778.24$ (266.74)$ -$ -$ 53,383.99$ PI1000024 Franklin Canyon 16,095.38$ 551.76$ (82.77)$ -$ -$ 16,564.37$ PI1000025 Kensington 65,411.28$ 2,242.35$ (336.35)$ -$ -$ 67,317.28$ PI1000031 Mt View 204,314.13$ 7,004.07$ (1,050.61)$ -$ -$ 210,267.59$ PI1000033 North Gate 11,248.45$ 385.60$ (57.83)$ -$ -$ 11,576.22$ PI1000035 North Richmond 13,746.76$ 723.25$ (108.50)$ 8,129.00$ -$ 22,490.51$ PI1000036 Pacheco 29,704.33$ 1,018.29$ (152.74)$ -$ -$ 30,569.88$ PI1000037 Reliez Valley 204,219.29$ 7,029.76$ (1,054.47)$ 4,061.00$ -$ 214,255.58$ PI1000038 Rodeo 84,283.01$ 2,889.30$ (433.38)$ -$ -$ 86,738.93$ PI1000040 San Miguel 48,867.81$ 1,675.24$ (251.29)$ -$ -$ 50,291.76$ PI1000041 Saranap 63,619.14$ 2,396.94$ (359.55)$ 8,122.00$ -$ 73,778.53$ PI1000042 Shel Rdge/Lacasa V 47,224.97$ 1,618.91$ (242.85)$ -$ -$ 48,601.03$ PI1000043 Tassajara Valley 53,932.82$ 1,848.86$ (277.32)$ -$ -$ 55,504.36$ PI1000045 Vine Hill 89,623.17$ 3,072.36$ (460.87)$ -$ -$ 92,234.66$ PI1000049 Diablo 8,161.97$ 1,045.22$ (156.77)$ 25,392.00$ -$ 34,442.42$ PI2000003 Ag Core 39,307.56$ 1,347.50$ (202.13)$ -$ -$ 40,452.93$ PI2000005 Ambrose (BP)366,618.79$ 18,648.67$ (2,797.30)$ 513,441.00$ -$ 895,911.16$ PI2000007 Bethel Island 56,903.72$ 1,953.73$ (295.62)$ -$ -$ 58,561.83$ PI2000012 Bryron 52,545.93$ 1,801.32$ (270.18)$ -$ -$ 54,077.07$ PI2000019 Dis Knghts- Ag Core 33,531.96$ 1,365.24$ (204.77)$ 6,959.00$ -$ 41,651.43$ PI2000020 Discovery Bay 67,595.62$ 2,531.46$ (379.74)$ 33,423.00$ -$ 103,170.34$ PI2000027 Knightsen 87,543.80$ 3,050.68$ (457.60)$ 6,959.00$ -$ 97,095.88$ PI3000028 Marsh Creek 24,174.15$ 828.72$ (124.32)$ -$ -$ 24,878.55$ PI3000030 Morgan Territory 7,783.94$ 266.85$ (40.03)$ -$ -$ 8,010.76$ PI4000034 North Mt Diablo 7,744.89$ 265.49$ (39.83)$ -$ -$ 7,970.55$ PI4000047 Richmond 4,299.41$ 147.37$ (22.10)$ -$ -$ 4,424.68$ PI4000048 City of San Ramon 549,840.50$ 18,848.99$ (2,827.36)$ -$ -$ 565,862.13$ PI5000046 Regional 159,839.10$ 5,479.41$ (821.90)$ -$ -$ 164,496.61$ Park Impact Total 4,272,284.49$ 155,129.28$ (23,271.84)$ 767,272.00$ (70,159.08)$ 5,101,254.85$ End Balance - PARK FEES 7,786,553.45$ 268,719.54$ (40,307.92)$ 956,993.00$ (453,435.08)$ 8,518,522.99$ 2 Attachment C: Proposed Five-Year Findings Introduction California Government Code Section 66001 states “For the fifth fiscal year following the first deposit into the account or fund, and every five years thereafter, the local agency shall make all of the following findings with respect to that portion of the account or fund remaining unexpended, whether committed or uncommitted: (A) Identify the purpose to which the fee is to be put. (B) Demonstrate a reasonable relationship between the fee and the purpose for which it is charged. (C) Identify all sources and amounts of funding anticipated to complete financing in incomplete improvements identified in paragraph (2) of subdivision (a). (D) Designate the approximate dates on which the funding referred to in subparagraph (C) is expected to be deposited into the appropriate account or fund. Contra Costa County collects both Park Impact and/or Park Dedication fees on qualifying residential development. These fees are kept in a trust fund and organized by accounts that are correlated to the community where the fees originated to ensure the park facilities funded will serve the residents of the development. The unexpended portion of each Park Impact account is provided in Table 1: Park Impact Accounts and Purpose of Fee Finding A: Identify the purpose to which the fee is to be put. The Park Impact fees shall be used to fund new development’s share of the development of parks and recreational facilities to serve the residents of the unincorporated county. The specific projects are identified in the Parks Capital Improvement Plan (Parks CIP). Table 1 (Park Impact Accounts and Purpose of Fee) included below provides a list of all the park impact fee accounts and the purpose of the associated fees. Finding B: Demonstrate a reasonable relationship between the fee and the purpose for which it is charged. The need for park and recreational services is inherently population-driven, new residents from new development will increase the demand for park and recreational services and the associated need for park and recreational facilities to serve them. Park Impact accounts are associated with the specific community where the fee originated. Table 1: Park Impact Accounts and Purpose of Fee outlines the relationship between Park Impact accounts, the community of origin, and specific CIP park project(s) identified to serve the community. Therefore, a reasonable relationship exists between the need for new and rehabilitated park and recreational facilities and the new residential development projects upon which the park impact fee is imposed. Finding C: Identify all sources and amounts of funding anticipated to complete financing in incomplete improvements identified in paragraph (2) of subdivision (a). The “improvements identified in paragraph (2) of subdivision (a)” means the improvements listed in Table 2 – Incomplete CIP Project. Table 2 provides a list of incomplete Park CIP Projects, required funding to complete the project, available Park Impact and Park Dedication funds, and anticipated funding sources and amounts for project completion. Finding D: Designate the approximate dates on which the funding referred to in subparagraph (C) is expected to be deposited into the appropriate account or fund. Subparagraph (C) is the sources and amounts of funding anticipated to complete financing as described in Finding C. Anticipated funding for parks come from various sources, including grant funds, zone funds, and other public and private entities. Table 2 of this Attachment C includes the dates when various funding sources are anticipated to be available for each project. Table 1: Park Impact Accounts and Purpose of Fee Account Number Account Name Account Balance Account Purpose PI1000003 ALAMO $ 432,920.29 Livorna Park*, Andrew H. Young Park, Hap Magee Ranch Park, Alamo Elementary School, and Stone Valley Road - Iron Horse Trailhead Staging Area PI1000004 ALHAMBRA VALLEY $ 120,741.09 North Community Center** PI1000006 AYERS RANCH $ 130,293.24 North Community Center** PI1000008 BLACKHAWK $ 17,330.96 Monte Vista High Pool** PI1000009 BOLLINGER $ 8,164.08 Rancho Romero School** PI1000011 BRIONES $ 16,066.96 North Community Center** PI1000013 CAMINO TASSAJARA $ 30,552.16 South Community Center** PI1000016 CC CENTRE $ 1,103,946.49 Iron Horse Trail Pocket Parks PI1000017 CROCKETT $ 58,482.84 Alexander Park *, Crockett Community Center PI1000021 EAST CLAYTON $ 239.24 North Community Center** PI1000022 EAST RICHMOND HEIGHTS $ 47,936.47 West Community Center ** PI1000023 EL SOBRANTE $ 53,383.99 El Sobrante Community Park *, DeAnza High School, El Sobrante Elementary, Marie Murphy Elementary School, Olinda Elementary Ballfield, Sheldon Elementary School, and Valley View Elementary School Park PI1000024 FRANKLIN CANYON $ 16,564.37 North Community Center** PI1000025 KENSINGTON $ 67,317.28 West Community Center** PI1000031 MT VIEW $ 210,267.59 North Community Center** PI1000033 NORTH GATE $ 11,576.22 North Community Center** PI1000035 NORTH RICHMOND $ 22,490.51 North Richmond Park *, North Richmond Ballfield PI1000036 PACHECO $ 30,569.88 Aspen Drive Creek Park * and Pacheco Community Park PI1000037 RELIEZ VALLEY $ 214,255.58 South Community Center** PI1000038 RODEO $ 86,738.93 Rodeo Creek Trail PI1000040 SAN MIGUEL $ 50,291.76 North Community Center** PI1000041 SARANAP $ 73,778.53 South Community Center** PI1000042 SHELL RIDGE/ LA CASA VIA $ 48,601.03 North Community Center** PI1000043 TASSAJARA VALLEY $ 55,504.36 South Community Center** PI1000045 VINE HILL $ 92,234.66 Vine Hill Parks PI1000049 DIABLO $ 34,442.42 Monte Vista High Pool** Table 1: Park Impact Accounts and Purpose of Fee Account Number Account Name Account Balance Account Purpose PI2000003 AG CORE $ 40,452.93 Bryon/Knightsen/Discovery Bay Community Park ** PI2000005 BAY POINT $ 895,911.16 Bay Point Trail *, Bay Point Shoreline Ballfield Complex, Delta DeAnza Trail, Boeger Park, Delta - Bay Point Park, Hickory Meadows Park, and Lynbrook Park PI2000007 BETHEL ISLAND $ 58,561.83 Bethel Island Park PI2000012 BYRON $ 54,077.07 Bryon/Knightsen/Discovery Bay Community Park** PI2000019 DSC BAY- KNGTS - AG CORE $ 41,651.43 Tyler Memorial Park (Regatta Park)** PI2000020 DISCOVERY BAY $ 103,170.34 Tyler Memorial Park (Regatta Park)** PI2000027 KNIGHTSEN $ 97,095.88 Bryon/Knightsen/Discovery Bay Community Park** PI3000028 MARSH CREEK $ 24,878.55 East Community Center** PI3000030 MORGAN TERRITORY $ 8,010.76 East Community Center** PI4000034 NORTH MT DIABLO $ 7,970.55 North Community Center ** PI4000047 RICHMOND $ 4,424.68 West Community Center** PI4000048 SAN RAMON $ 565,862.13 South Community Center** PI5000046 REGIONAL $ 164,496.61 Park Administration Building * The project is identified as the priority project for the account. ** There is more than one account associated with this project. Table 2 - Incomplete CIP Projects and Anticipated Funding CIP Project Name Anticipated Amount Needed Anticipated Funding Sources Current Amount Available Anticipated Budget Anticipated Deposit Date Alamo Elementary School $ 2,918,404.00 Park Impact Funds $ - Park Dedication Funds $ - Grant or Other Funding $ - $ 2,918,404.00 2040 Alexander Park $ 438,662.00 Park Impact Funds $ 56,826.98 $ 50,918.93 2024 Park Dedication Funds $ 29,081.07 $ 29,081.07 2024 State Grant $ 179,000.00 2024 Crocket Community Foundation $ 160,000.00 2024 Crockett CSD $ 19,662.00 2024 Andrew H. Young Park $ 2,420,563.50 Park Impact Funds $ - Park Dedication Funds $ - Alamo R District $ - $ - Grant or Other Funding $ - $ 2,420,563.50 2030 Army Detachment Concord Ballfield Access $ 7,277,143.82 Park Impact Funds $ - Park Dedication Funds $ - Grant or Other Funding $ - $ 7,277,143.82 2040 Aspen Drive Creek Park (Pacheco Creekside) $ 411,384.01 Park Impact Funds $ 29,704.33 $ 35,000.00 2027 Park Dedication Funds $ 63,098.02 $ 65,000.00 2027 Special District $ 100,000.00 2030 Grant or Other Funding $ 211,384.01 2030 Bay Point Shoreline Ballfield $ 154,989.00 Park Impact Funds $ - $ - Park Dedication Funds $ - $ - Grant or Other Funding $ - $ 154,989.00 2030 Bethel Island Park $ 5,909,593.82 Park Impact Funds $ 56,903.72 $ 65,000.00 2025 Park Dedication Funds $ 171,187.64 $ 200,000.00 2030 Grant or Other Funding $ 5,394,593.82 2030 Boeger Park $ 2,374,066.80 Park Impact Funds $ - $ - Park Dedication Funds $ - $ - Grant or Other Funding $ - $ 2,374,066.80 2035 Byron/Knightsen/Discovery Bay Community Park (BUSD Family Playground) $ 162,615.41 Park Impact Funds $ 91,853.49 $ 38,000.00 Funds Committed Park Dedication Funds $ 16,472.03 $ - Measure WW $ 124,615.41 $ 124,615.41 Funds Committed Table 2 - Incomplete CIP Projects and Anticipated Funding CIP Project Name Anticipated Amount Needed Anticipated Funding Sources Current Amount Available Anticipated Budget Anticipated Deposit Date Clyde Park $ 2,295,660.60 Park Impact Funds $ - $ - Park Dedication Funds $ - $ - Grant or Other Funding $ - $ 2,295,660.60 2040 DeAnza School $ 9,117,000.00 Park Impact Funds $ - $ - Park Dedication Funds $ - $ - Grant or Other Funding $ - $ 9,117,000.00 2040 Delta - Bay Point Park $ 3,545,756.29 Park Impact Funds $ 895,911.16 $ 895,911.16 Available Park Dedication Funds $ - $ - Grant or Other Funding $ - $ 2,649,845.13 2030 Delta DeAnza Trail $ 574,371.00 Park Impact Funds $ - $ - Park Dedication Funds $ - $ - Grant or Other Funding $ - $ 574,371.00 El Sobrante Community Park $ 7,277,143.82 Park Impact Funds $ 51,872.49 $ 100,000.00 2035 Park Dedication Funds $ 3,129.19 $ 20,000.00 2035 Grant or Other Funding $ - $ 7,157,143.82 2035 El Sobrante Elementary $ 9,117,000.00 Park Impact Funds $ - $ - Park Dedication Funds $ - $ - Grant or Other Funding $ - $ 9,117,000.00 2040 Hap Magee Ranch Park $ 2,925,584.00 Park Impact Funds $ - $ 20,000.00 2027 Park Dedication Funds $ - $ - 2027 Alamo R District $ - $ 100,000.00 2027 Grant or Other Funding $ - $ 2,805,584.00 2027 Hickory Meadows Park $ 2,352,186.00 Park Impact Funds $ - $ - Park Dedication Funds $ - $ - 2030 Grant or Other Funding $ - $ 2,352,186.00 2030 Iron Horse Trail Pocket Parks - Walden Green $ 524,925.67 Park Impact Funds $ 1,022,094.94 $ 24,925.67 Funds Committed Park Impact Funds $ 375,000.00 Available Park Dedication Funds $ 1,035,226.49 $ - CFD 2022-1 $ - $ 125,000.00 2027 Livorna Park $ 4,000,000.00 Park Impact Funds $ 392,063.29 $ 400,000.00 2024 Park Dedication Funds $ 194,954.49 $ 100,000.00 2024 Alamo R District $ 5,000,000.00 $ 3,500,000.00 2024 Grant or Other Funding $ - $ - Table 2 - Incomplete CIP Projects and Anticipated Funding CIP Project Name Anticipated Amount Needed Anticipated Funding Sources Current Amount Available Anticipated Budget Anticipated Deposit Date Lynnbrook Park $ 1,668,411.00 Park Impact Funds $ - $ - 2035 Park Dedication Funds $ - $ - 2035 Grant or Other Funding $ - $ 1,668,411.00 2035 Maria Murphy Elementary $ 9,117,000.00 Park Impact Funds $ - $ - Park Dedication Funds $ - $ - Grant or Other Funding $ - $ 9,117,000.00 2040 Marie Porter Park $ 960,931.80 Park Impact Funds $ - $ - Park Dedication Funds $ 542.16 $ 542.16 2040 CSA M-16 $ - $ - Grant or Other Funding $ - $ 960,389.64 2040 Maybeck Park $ 914,435.10 Park Impact Funds $ - $ - Park Dedication Funds $ - $ - CSA M-16 $ - $ 5,000.00 2040 Grant or Other Funding $ - $ 909,435.10 2040 Montalvin Park $ 1,314,691.80 Park Impact Funds $ - $ - Park Dedication Funds $ 5,363.08 $ 6,000.00 2024 CSA M-17 $ 122,000.00 $ 122,000.00 2024 Prop 68 $ - $ 80,000.00 2024 Grant or Other Funding $ - $ 1,106,691.80 2040 Montara Bay Community Center & Softball Complex $ 5,365,330.58 Park Impact Funds $ - $ - Park Dedication Funds $ - $ - CSA M-17 $ 123,000.00 $ 123,000.00 Available Grant or Other Funding $ - $ 5,242,330.58 2040 Monte Vista School Pool $ 118,521.00 Park Impact Funds $ 25,002.22 $ 40,000.00 2030 Park Dedication Funds $ - $ - Grant or Other Funding $ - $ 78,521.00 2030 North Richmond Park (Urban Tilth Farm) $ 1,650,217.00 Park Impact Funds $ 13,746.76 $ 13,746.76 Available Park Dedication Funds $ 0.24 $ 0.24 Measure WW $ 285,909.65 $ 285,909.65 Funds Committed Grant or Other Funding $ 1,350,560.59 Olinda Elementary $ 756,711.00 Park Impact Funds $ - $ - Park Dedication Funds $ - $ - Grant or Other Funding $ - $ 756,711.00 2040 Table 2 - Incomplete CIP Projects and Anticipated Funding CIP Project Name Anticipated Amount Needed Anticipated Funding Sources Current Amount Available Anticipated Budget Anticipated Deposit Date Pacheco Community Park $ 7,277,143.82 Park Impact Funds $ - $ - Park Dedication Funds $ - $ - Grant or Other Funding $ 7,277,143.82 2040 Port Costa School Park $ 118,521.00 Park Impact Funds $ - $ - Park Dedication Funds $ - $ - Grant or Other Funding $ - $ 118,521.00 2040 Pt Richmond Shoreline $ 1,030,221.00 Park Impact Funds $ - $ - Park Dedication Funds $ - $ - Grant or Other Funding $ - $ 1,030,221.00 2040 Rancho Romero School $ 45,585.00 Park Impact Funds $ 7,932.91 $ 16,000.00 2027 Park Dedication Funds $ 6,851.64 $ 6,851.64 2027 Grant or Other Funding $ 22,733.36 2027 Ravenswood $ 1,639,542.02 Park Impact Funds $ - $ - Park Dedication Funds $ - $ - Grant or Other Funding $ - $ 1,639,542.02 2040 Rodeo Creek Trail $ 500,000.00 Park Impact Funds $ 84,283.01 $ 90,000.00 2025 Park Dedication Funds $ 3,877.45 $ 5,000.00 2025 Special District (Zone 38) $ 50,000.00 2025 Grant or Other Funding $ 355,000.00 2030 Sheldon Elementary $ 392,031.00 Park Impact Funds $ - $ - Park Dedication Funds $ - $ - Grant or Other Funding $ - $ 392,031.00 2040 Slifer Park $ 175,000.00 Park Impact Funds $ - $ - Park Dedication Funds $ - $ - Zone 61 $ - $ 175,000.00 2025 Grant or Other Funding $ - $ - Stone Valley Road/Iron Horse Trailhead Staging Area $ 474,084.00 Park Impact Funds $ - $ - Park Dedication Funds $ - $ - Grant or Other Funding $ - $ 474,084.00 2035 Tyler Memorial Park (Regatta Park) $ 2,811,504.00 Park Impact Funds $ 101,127.58 $ 101,127.58 Available Park Dedication Funds $ - $ - Zone 57 $ - $ 225,000.00 2032 Grant or Other Funding $ - $ 2,710,376.42 2035 Table 2 - Incomplete CIP Projects and Anticipated Funding CIP Project Name Anticipated Amount Needed Anticipated Funding Sources Current Amount Available Anticipated Budget Anticipated Deposit Date Viewpoint Park $ 27,351.00 Park Impact Funds $ - $ - Park Dedication Funds $ - $ - Grant or Other Funding $ - $ 27,351.00 2030 Vine Hill Parks $ 909,676.03 Park Impact Funds $ 89,623.17 $ 100,000.00 2030 Park Dedication Funds $ 171,211.00 $ 175,000.00 2030 Grant or Other Funding $ - $ 634,676.03 2030 New Community Center (NORTH) $ 2,191,070.38 Park Impact Funds $ 587,344.19 $ 600,000.00 2035 Park Dedication Funds $ 146,059.16 $ 150,000.00 2035 Grant or Other Funding $ 1,441,070.38 2035 New Community Center (SOUTH) $ 2,191,070.38 Park Impact Funds $ 901,298.87 $ 950,000.00 2035 Park Dedication Funds $ 1,003,202.63 $ 1,050,000.00 2035 Grant or Other Funding $ 191,070.38 2035 New Community Center (EAST) $ 2,191,070.38 Park Impact Funds $ 119,501.89 $ 200,000.00 2040 Park Dedication Funds $ 163,944.24 $ 170,000.00 2040 Grant or Other Funding $ 1,821,070.38 2040 New Community Center (WEST) $ 2,191,070.38 Park Impact Funds $ 108,232.67 $ 130,000.00 2040 Park Dedication Funds $ 65,727.61 $ 80,000.00 2040 Grant or Other Funding $ 1,981,070.38 2040 Park Maintenance Facility (West) $ 503,865.59 Park Impact Funds $ - $ - Park Dedication Funds $ - $ - Grant or Other Funding $ - $ 503,865.59 2040 Park Maintenance Facility (East) $ 503,865.59 Park Impact Funds $ - $ - Park Dedication Funds $ - $ - Grant or Other Funding $ - $ 503,865.59 2040 New Park Administration Facility $ 1,007,731.18 Park Impact Funds $ 159,839.10 $ 159,839.10 2040 Park Dedication Funds $ 59,548.10 $ 59,548.10 2040 Grant or Other Funding $ 788,343.98 2040 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:223-1133 Name: Status:Type:Consent Item Passed File created:In control:11/29/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the Conservation and Development Director, or designee, to execute a contract with the City of Pinole to accept funding in an amount not to exceed $250,000 to implement an Enhanced Energy Efficiency/Electrification Pilot Program and issue payments to property owners that make specific home upgrades that participate in the program, for the period December 12, 2023 through June 30, 2025. (100% City of Pinole, no County match) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 2 Pass To:Board of Supervisors From:John Kopchik, Director, Conservation and Development Report Title:Agreement for County to Implement and Administer an Enhanced Energy Efficiency/Electrification Pilot Program for the City of Pinole. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: 1.APPROVE and AUTHORIZE the Conservation and Development Director, or designee, to execute an interagency agreement with the City of Pinole to accept funding in the amount not to exceed $250,000 from the City of Pinole to implement and administer an Enhanced Energy Efficiency/Electrification Pilot Program for the period of December 12, 2023, through June 30, 2025. 2.AUTHORIZE issuance of payment to eligible property owners within the incorporated City of Pinole who participate in the Enhanced Energy Efficiency/Electrification Pilot Program. FISCAL IMPACT: There will be no impact to the General Fund. The funding allocated in the interagency agreement is expected to cover all County costs associated with implementing and administering the Enhanced Energy Efficiency/Electrification Pilot Program. BACKGROUND: The City of Pinole allocated $250,000 for Fiscal Year 2023-2024 for weatherization and energy efficiency improvements for residential buildings in Pinole. Through coordination with the County Department of CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1133,Version:2 Conservation and Development, the City of Pinole wishes to enter into an agreement with the County to implement an Enhanced Energy Efficiency/Electrification Pilot Program that leverages the existing energy efficiency rebates offered through the County’s existing partnership with the Bay Area Regional Energy Network (BayREN) and provide additional home improvements for those eligible to participate in the County’s low-income Weatherization Program. The Enhanced Energy Efficiency Pilot Program would offer increased incentive amounts for select existing energy efficiency and building electrification measures already offered through BayREN and provide additional measures beyond those currently offered by the County Weatherization Program, BayREN, and other incentives offered by the State or other entities. The incentive structure and expanded list of measures build upon the City of Pinole’s goals to optimize energy efficiency (Pinole General Plan Goal SE.4), explore opportunities for City- wide expansion of Programs and Facilities related to energy efficiency and conservation (Pinole General Plan Policy SE.4.2), and explore funding sources and mechanisms for energy efficiency improvements for residences (Pinole General Plan Action SE.4.4.5). The proposed interagency agreement between the County and City of Pinole will allow the County to access funding from the City to implement an Enhanced Energy Efficiency/Electrification Pilot Program in the incorporated City of Pinole. The amount specified in the agreement is not to exceed $250,000 for the period of December 12, 2023, through June 30, 2025. Most of the funding ($200,000) is allocated to issue incentives (rebates) for specific home upgrades and cover the cost of making additional home improvements that may be needed for qualifying households that participate in the County’s Weatherization Program within the City of Pinole. The interagency agreement also allocates funds to cover County costs associated with administration ($25,000) and outreach ($25,000) of the Pilot Program. CONSEQUENCE OF NEGATIVE ACTION: The County would not receive funding to implement and administer the Enhanced Energy Efficiency/Electrification Pilot Program for the City of Pinole. The County would also not obtain important project information that could help develop future County programs or policies to support the implementation of the County’s Climate Action Plan. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1134 Name: Status:Type:Consent Item Passed File created:In control:11/30/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the Conservation and Development Director, or designee, to execute a contract amendment with Ambient Air, Inc., to increase the payment limit by $400,000 to a new payment limit of $600,000, with no change to the original term ending December 31, 2026, for the purchase or repair of additional heating and air conditioning equipment. (100% State and Federal Weatherization Program funds) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:John Kopchik, Director, Conservation and Development Report Title:Weatherization Contract Amendment - Ambient Air (C46815-01) ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Conservation and Development Director, or designee, to execute a contract amendment with Ambient Air, Inc., to increase the payment limit by $400,000 to a new payment limit of $600,000, with no change to the original term ending December 31, 2026, for the purchase or repair of additional heating and air conditioning equipment. FISCAL IMPACT: 100% State and Federal Weatherization Program Funds. No impact on the County General Fund. BACKGROUND: The Department of Conservation and Development (DCD) has partnered with the Employment and Human Services Department (EHSD) for the past 20 years to provide energy-saving home improvements to low- income families throughout unincorporated Contra Costa County, as well as the County’s 19 cities. This funding is provided by State and federal grant programs including, but not limited to, the Low Income Home Energy Assistance Program (LIHEAP), the Energy Crisis Intervention Program (ECIP), and the Department of Energy (DOE). With these grants, the Weatherization Program may provide homes with hot water heaters, furnaces, refrigerators, microwaves, doors, windows, LED (light emitting diode) light bulbs, LED night lights, Tier 2 CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1134,Version:1 Advanced power strips, occupancy sensors, 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 a carbon monoxide alarm. Under its grant funding contract, the Weatherization Program is required to meet minimum unit production goals (number of homes weatherized) by the end of its annual grant contract term. Failure to maintain the required production goals may result in the State reallocating our share of funding to other counties and could jeopardize our future funding. This contract amendment is necessary because we have need for additional services from Ambient Air that will allow the Weatherization Program to have ready access to heating and air conditioning equipment and other necessary supplies and equipment to weatherize homes and meet production goals. CONSEQUENCE OF NEGATIVE ACTION: A denial would prevent DCD Weatherization Program from replacing or repairing heating and air conditioning equipment. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1135 Name: Status:Type:Consent Item Passed File created:In control:11/28/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:ACCEPT the 2023 Annual Report from the Contra Costa Commission for Women and Girls, as recommended by the County Administrator. Attachments:1. CCCWG Annual Report 2023 - 11.29.23.pdf Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Monica Nino, County Administrator Report Title:2023 Annual Report of the Commission for Women and Girls ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT the 2023 Annual Report from the Contra Costa Commission for Women and Girls. FISCAL IMPACT: None BACKGROUND: On January 7, 2020, the Board of Supervisors adopted Resolution No. 2020/1, which requires that each advisory board, commission, or committee report annually to the Board on its activities, accomplishments, membership attendance, required training/certification, and proposed work plan or objectives for the following year. This item fulfills that requirement for the Contra Costa Commission for Women and Girls. CONSEQUENCE OF NEGATIVE ACTION: The Commission for Women and Girls will not fulfill the requirements of Resolution 2020/1. CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1135,Version:1 CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ Advisory Body Name: Advisory Body Meeting Time/Location: Chair (during the reporting period): Staff Person (during the reporting period): Reporting Period: I. Activities (estimated response length: 1/2 page) Describe the activities for the past year including areas of study, work, special events, collaborations, etc. ADVISORY BODY ANNUAL REPORT II. Accomplishments (estimated response length: 1/2 page) Describe the accomplishments for the past year, particularly in reference to your work plan and objectives. III.Attendance/Representation (estimated response length: 1/4 page) Describe your membership in terms of seat vacancies, diversity, level of participation, and frequency of achieving a quorum at meetings. Describe the advisory body's workplan, including specific objectives to be achieved in the upcoming year. V. Proposed Work Plan/Objectives for Next Year IV. Training/Certification (estimated response length: 1/4 page) Describe any training that was provided or conducted, and any certifications received, either as a requirement or done on an elective basis by members. NOTE: Please forward copies of any training certifications to the Clerk of the Board. (estimated response length: 1/2 page) 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-684 Name: Status:Type:Consent Item Passed File created:In control:10/11/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:AWARD a contract to Independent Arts and Media, a non-profit fiscal-sponsor for ARTSCCC, in an amount not to exceed $1,781,661 to provide arts council services for Contra Costa County for the period January 1, 2024 through December 31, 2028, as recommended by the Internal Operations Committee. (100% Measure X) Attachments:1. Attachment A--RFP for Arts Council Services with Addendum, 2. RFP for Arts Council Services-- Contract Award Presentation to BOS.pdf Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Internal Operations Committee Report Title:Contract with Independent Arts & Media ☐Recommendation of the County Administrator ☒ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the County Administrator, or designee, to execute a contract with Independent Arts & Media in an amount not to exceed $1,781, 611 to act as fiscal sponsor for ARTSCCC to provide arts council services, to serve as the state-local partner with the California Arts Council, and to implement the Arts & Culture Master Plan for Contra Costa County, for the period January 1, 2024 through December 31, 2028, subject to approval as to form by County Counsel. FISCAL IMPACT: FY 23-24: $426,171 of Measure X appropriations ($262,500 plus prior year carry-forward) FY 24-25: $275,625 of Measure X appropriations,assumes 5% COLA FY 25-26: $289,406 of Measure X appropriations, assumes 5% COLA FY 26-27: $303,877 of Measure X appropriations,assumes 5% COLA FY 27-28: $319,070 of Measure X appropriations,assumes 5% COLA FY 28-29: $167,512 of Measure X appropriations,assumes 5% COLA Total fiscal impact of a five-year contract would be $1,781,661, subject to the Board of Supervisors’ annual appropriation of Measure X funding. Future fiscal-year allocations of Measure X funding for Arts Council services are anticipated but will be subject to Board of Supervisors’ discretionary approval; the County Administrator anticipates that it will recommend appropriate Cost of Living Adjustments (COLAs) to the FY 23-24 allocation for future fiscal years, subject to overall County revenues, projected expenditure levels, availability of funding for other County priorities, and Board direction. CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 3 powered by Legistar™ File #:23-684,Version:1 BACKGROUND: On March 29, 2022, the Board of Supervisors dissolved the Contra Costa County Arts and Culture Commission (known as “AC5”) and directed County Administration staff to procure or establish a nonprofit public-private partnership Arts Council for the county, to serve as the county’s State-Local Partner (SLP) with the California Arts Council (CAC). Subsequently, staff conducted a procurement process to secure project management and community engagement facilitation services for this project; Arts Orange County, led by Mr. Rick Stein, has been providing these services to the County. On August 2, 2022, the Board of Supervisors referred to the Internal Operations Committee (IOC) the establishment of an Ad Hoc Arts Council Steering Committee. At its September 12, 2022 meeting, the IOC supported the establishment of a seven-member Ad Hoc Arts Council Steering Committee and directed staff to commence an application period for applicants to the Committee. On September 20, 2022 the Board of Supervisors voted to establish the Ad Hoc Arts Council Steering Committee; the Board also approved the Steering Committee’s mission and committee composition. The mission of the Ad Hoc Arts Council Steering Committee was to guide the County's arts and cultural planning efforts through an inclusive community engagement process; provide input and collaboration with County staff and the consultant on the Arts Council procurement or establishment process; ensure diversity, equity, and inclusion throughout the process and outcomes; and listen to the community. On November 21, 2022 , the IOC considered the applications, interviewed applicants, and recommended that the Board of Supervisors appoint the following individuals to the Ad Hoc Arts Council Steering Committee: 1.Najari Smith (District I) 2.Janet Berckefeldt (District II) 3.Germaine McCoy (District III) 4.Arlene Kikkawa-Nielsen (District IV) 5.Ben Miyaji (District 5) 6.Nilofar Gardezi (non-profit foundation) 7.Margot Melcon (non-profit foundation The Board of Supervisors approved these appointments on November 29, 2022. Following the creation of the Ad Hoc Arts Council Steering Committee, the Steering Committee, consultants, and staff conducted a public engagement process for arts and culture planning. Community Visioning Sessions were conducted in each supervisorial district, an on-line survey was developed and implemented (in English and Spanish) yielding 436 responses, more than 75 stakeholder interviews were conducted, and all Steering Committee meetings were open to the public. The Steering Committee convened monthly to provide input on and, ultimately, to approve the final draft Arts & Culture Master Plan for Contra Costa County <http://64.166.146.245/docs/2023/BOS/20230627_2149/53609_Contra%20Costa%20Report_6_19_23-- Attachment%20A.pdf>, as prepared by Arts Orange County. The final draft was presented to the Board of Supervisors for adoption at its June 27, 2023 meeting; the Board voted unanimously in favor. At the June 27 meeting, a draft Request for Proposals (RFP) for arts council services was also provided to the Board, who subsequently directed staff to issue a final RFP and to conduct a solicitation process to secure the services. RFP #2306-667 was issued on July 3, 2023 through the County’s bid system, Bidsync (PeriscopeS2G). A discretionary “Potential Responders Conference” was conducted on July 18, 2023 via Zoom by County staff, the County’s art consultant, and members of the Ad Hoc Steering Committee. This “Potential Responders Conference” provided potential responders an opportunity to hear directly from individuals involved in the CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 3 powered by Legistar™ File #:23-684,Version:1 Master Plan and RFP development and to ask questions related to these documents. After questions were received and the RFP was amended to include additional information, an addendum was published. ( Attachment A.) The deadline to submit proposals was August 28, 2023, which provided eight weeks of response time for potential responders. The County received two responses to RFP #2306-667 from the following organizations: 1. ARTSCCC (Attachment B) 2. Pittsburg Arts and Community Foundation Pursuant to the RFP, County staff assembled an RFP Review Committee, which was facilitated by Mr. Stein, to evaluate the responses. The RFP Review Committee was comprised of the following: Janet Berckefeldt, Lara DeLaney, Nilofar Gardezi, Margot Melcon, Ben Mijaji, and Arlene Kikkawa-Nielsen. After signing Impartiality and Confidentiality statements, the Review Committee met on three occasions to consider and evaluate the two responses. The Review Committee utilized a structured Rating Sheet as well as a formal interview with ARTSCCC-which included written questions and answers (Attachment C). After careful consideration, the Review Committee unanimously recommended that Independent Arts & Media, the fiscal-sponsor of ARTSCCC, be awarded a five-year contract, per the RFP specifications. ARTSCCC is a fiscally-sponsored “grassroots arts organization” that was developed in 2022 after the dissolution of AC5 and is led by Jenny Balisle, the former manager of AC5. ARTSCCC receives fiscal sponsorship from Independent Arts & Media, which is a nonprofit organization with over twenty years of arts administration experience. ARTSCCC manages projects, promotes art and culture on social media, and advocates for arts policy in Contra Costa County. ARTSCCC seeks to “supplement and build foundational services along with gap programming for the arts in Contra Costa County.” In addition to being led by Ms. Balisle, they are supported by Lead Advisors BK Williams, Nava Mizrahhi, and Christopher Holmes, with support from Lisa Burger, the Executive Director of Independent Arts & Media. CONSEQUENCE OF NEGATIVE ACTION: The County will not have an established arts council to provide arts council services or state-local partner with the California Arts Council. CONTRA COSTA COUNTY Printed on 1/10/2024Page 3 of 3 powered by Legistar™ Arts Council Services RFP No.: 2306-667 1 Contra Costa County OFFICE OF THE COUNTY ADMINISTRATOR REQUEST FOR PROPOSAL (RFP) ARTS COUNCIL SERVICES RFP #: 2306-667 RELEASE DATE: 07-03-23 Proposal Due Date: 08-28-23 NO LATER THAN 3:00 P.M. PST LARA DELANEY CONTRA COSTA COUNTY COUNTY ADMINISTRATOR’S OFFICE 1025 ESCOBAR STREET, 4TH FLOOR MARTINEZ, CALIFORNIA 94553 Attachment A Arts Council Services RFP No.: 2306-667 2 Table of Contents Section I: Introduction .................................................................................................................................. 3 Section II:Qualifications and Requirements .................................................................................................. 9 Section III: Instructions to Proposers .......................................................................................................... 10 Section IV: Scope of Work ........................................................................................................................... 13 Section V: Evaluation and Selection Process .............................................................................................. 14 Section VI: Billing and Invoicing .................................................................................................................. 15 Exhibit A: Statement of Experience ............................................................................................................ 16 Exhibit B: Proposal Budget .......................................................................................................................... 20 Exhibit C: References .................................................................................................................................. 21 Exhibit D: Anti-Collusion Statement.......................................................................................................... 22 Exhibit E: Contra Costa County Business Opportunity Registration Form .................................................. 23 Attachment A: Addenda Acknowledgement .............................................................................................. 25 Attachment B: Contract General Terms & Conditions ................................................................................ 26 ATTACHMENTS: •EXHIBIT A – STATEMENT OF EXPERIENCE •EXHIBIT B –PROPOSAL BUDGET •EXHIBIT C –REFERENCES •EXHIBIT D – ANTI COLLUSION STATEMENT •EXHIBIT E – CONTRA COSTA COUNTY BUSINESS OPPORTUNITY REGISTRATION FORM •ATTACHMENT A – ADDENDA ACKNOWLEDGEMENT •ATTACHMENT B - CONTRA COSTA COUNTY CONTRACT TERMS AND CONDITIONS Attachment A Arts Council Services RFP No.: 2306-667 3 Section I: Introduction General Information A. Purpose The purpose of this Request for Proposal (RFP) is to solicit proposals for the consideration of contracting with a contractor to: (1) provide the recommended services of a Contra Costa County Arts Council, as further described in the Board of Supervisors’ adopted “Arts & Culture Master Plan for Contra Costa County1,” and (2) to serve as the county’s State- Local Partner (SLP) with the California Arts Council. 1. Service Providers The County welcomes proposals from all qualified service providers who are Non- Profit organizations in good standing with the California Secretary of State and Franchise Tax Board, fiscally-sponsored organizations, or Non-Profit organizations in development 2. The County may, in its sole discretion, enter into a contract with a qualified provider or may reject all proposals and not award a contract at this time. 2. Contact with County Employee Proposers are specifically precluded from contacting other County officers or employees regarding this RFP, until a County Intent to Award Letter is accepted by the Successful respondent. B. Background The County of Contra Costa, California (the "County") was incorporated in 1850 as one of the original 27 counties of the State of California, with the City of Martinez as the County Seat. It is one of the nine counties in the San Francisco-Oakland Bay Area. The County is the ninth most populous county in California, with a population of more than one million residents. A five-member elected Board of Supervisors serves as the governing body of the County as well as the Contra Costa County Fire Protection District and the In-Home Supportive Services (IHSS) Public Authority, establishing policy and exercising legislative authority. A County Administrator, appointed by the Board, serves as the chief executive officer of the County and is responsible for the County’s day-to-day operations. Contra Costa County has a long history of arts and culture, beginning with the artistic and cultural practices of its native peoples and then growing with its population over the years. In 1889, the Martinez Opera Contra Costa was founded; the Contra Costa County Library 1 The Arts & Culture Master Plan for Contra Costa County was prepared by Arts Orange County and adopted by the Board of Supervisors on June 27, 2023. It is available at this link. The Spanish version is available at this link. 2 Entity Status Letter from the California Franchise Tax Board of “good standing” is required for nonprofits and for fiscally-sponsored entities for their fiscal sponsor. Attachment A Arts Council Services RFP No.: 2306-667 4 opened in 1913; and the El Campanil Theatre in Antioch opened in 1928. Contra Costa County is the birthplace of jazz legend Dave Brubeck and Academy Award-winning actor Tom Hanks, and Nobel laureate Eugene O’Neill came to live in a home he built in Danville. A watershed moment for the county took place in 1990 when the Regional Center for the Arts (now Lesher Center for the Arts) was built, opening with multiple stages and an art gallery, in Walnut Creek. Today, the arts landscape of Contra Costa County is comprised of more than 300 arts and cultural organizations and venues. Richmond is home to some of the longest established and most innovative organizations, giving expression to that richly multicultural community and serving children, youth, and the disabled: Richmond Art Center, Los Cenzontles, East Bay Center for the Performing Arts, and NIAD to name a few. Lafayette, Moraga and Orinda are home to many artists, a noted Shakespeare theatre, and an arts council that was the result of a visionary merger of organizations serving each of the three cities. Cities are playing an important role in serving the arts and cultural needs of their communities through art in public places programs, which exhibit more than 450 works countywide. East County, historically an agricultural area, has grown rapidly in population and sees the need for its arts infrastructure to catch up. Despite this rich history, the artists and arts & culture organizations of Contra Costa County have lacked a unifying presence that can equitably, effectively, and consistently represent their interests, advocate for their needs, facilitate their communications, and foster their connectivity. That is the role that arts councils play in counties around California and, indeed, across the United States. It is the role that the Arts and Culture Commission of Contra Costa County (AC5) sought to fill for 28 years but was hampered by limited resources and the limitations of operating as a governmental entity. The opportunity to replace it with a model used in 43 California counties—a nonprofit public-private partner organization—with startup resources to achieve sound footing, now presents itself through this Request for Proposal (RFP). On March 29, 2022, the Board of Supervisors dissolved the Arts and Culture Commission and directed County Administration staff to procure or establish a nonprofit public- private partnership Arts Council for the county, to serve as the county’s State-Local Partner (SLP) with the California Arts Council (CAC). To assist with this process, County staff issued Request for Qualifications (RFQ) #2207-578 on July 29, 2022, seeking a qualified consultant to provide project management and engagement facilitation services for the purposes of conducting an inclusive arts and cultural planning process, leading to the creation a new Arts & Cultural Master Plan for the County, and working with County Administration staff to develop this Request for Proposal (RFP). At the conclusion of the solicitation process, Arts Orange County was retained as the consultant for this purpose. Attachment A Arts Council Services RFP No.: 2306-667 5 On September 20, 2022, the Board of Supervisors approved the establishment of a 7- member Ad Hoc Arts Council Steering Committee and approved its mission and committee composition. The mission of the Ad Hoc Arts Council Steering Committee is to guide the County's arts and cultural planning efforts through an inclusive community engagement process; provide input and collaboration with County staff and the consultant on the Arts Council procurement or establishment process; ensure diversity, equity, and inclusion throughout the process and outcomes; and listen to the community. Following recruitment for the Ad Hoc Arts Council Steering Committee members and receipt of applications, and after consideration of applicants by the Board’s Internal Operations Committee, the Board of Supervisors approved the appointment of the following members on November 29, 2022: District 1: Najari Smith District 2: Janet Berckefeldt District 3: Germaine McCoy District 4: Arlene Kikkawa-Nielsen District 5: Ben Miyaji Non-Profit Foundation: Nilofar Gardezi Non-Profit Foundation: Margot Melcon After its establishment, on January 18, 2023 the Ad Hoc Arts Council Steering Committee began meeting monthly. The project consultant, Arts Orange County, provided the Steering Committee with regular status reports of its research, invited Committee members to review the research results for accuracy, and to review and make suggested modifications to an online survey. The Steering Committee also reviewed a list of proposed key stakeholder interviewees and provided the consultant with additional suggestions. Committee members promoted and attended the Community Visioning Sessions and promoted the online survey to their networks. In total, the consultant conducted 68 interviews with key stakeholders from November 2022 to April 2023. Stakeholders represented the following constituencies: artists, arts educators, arts and cultural organizations, philanthropic organizations, business, and government, including interviews with all 5 Contra Costa County Supervisors. Six community-based visioning sessions were conducted, the first of which was with the members of the Steering Committee at its inaugural meeting on January 18, 2023. Subsequently, 5 Community Visioning Sessions were held in each of the County’s supervisorial districts. All were live, in-person gatherings, facilitated by the consultant and included a bi-lingual team member to assist Spanish-speaking participants. Total attendance exceeded 160 participants. Attachment A Arts Council Services RFP No.: 2306-667 6 On March 14, an online survey was launched in both English and Spanish. The survey closed on April 30, with 478 verified responses. Research findings include: • Approximately 300 arts and cultural organizations are based in Contra Costa County • 11 cities have Public Art Programs • 12 cities have Arts Commissions/Committees and/or Arts Plans • More than 450 artworks are on display publicly countywide The work of the consultant and the Arts Council Steering Committee culminated with the development of the “Arts & Culture Master Plan for Contra Costa County,” which was presented to the Board of Supervisors for their adoption on June 27, 2023. This Master Plan includes the “Vision, Values, Mission” of an arts council for the County and includes the “Recommended Services” of an Arts Council for Contra Costa County. C. Funding Up to $262,500 (two hundred sixty-two thousand, five hundred dollars) is appropriated in the FY 23-24 County Budget to fund the provision of Arts Council services, from an allocation of Measure X revenues. There is also approximately $208,671 of FY 22-23 Measure X funds that may become available when the FY 23-24 final budget is adopted by the Board of Supervisors, subject to their discretionary action on Measure X funds. Future fiscal-year allocations of Measure X funding for Arts Council services are anticipated but will be subject to Board of Supervisors’ discretionary approval; the County Administrator anticipates that it will recommend appropriate Cost of Living Adjustments (COLAs) to the FY 23-24 allocation for future fiscal years, subject to overall County revenues, projected expenditure levels, availability of funding for other County priorities, and Board direction. D. Calendar of Events Listed below are the target dates for the events to occur in connection with this RFP. All target dates are predicated on the issue date of the RFP. The County reserves the right to change these dates at any time. In the event dates change, the County will issue an addendum to this RFP listing the new dates. Event Target Date Release of RFP July 3, 2023 Potential Responders Conference (Discretionary) July 18, 2023 at 1:00 p.m. Register here. Attachment A Arts Council Services RFP No.: 2306-667 7 Event Target Date Last date for written questions to be submitted by interested vendors July 24, 2023 Publication of written answers to all questions As received Deadline to submit proposals August 28, 2023, 3:00 pm PST Review and selection/consideration process Weeks of Sept. 4 and 11 Interview Panel (if required) Week of Sept. 18 Selection of Proposal Week of Sept. 18 Review of Results by Internal Operations Committee of Board October 9, 2023 Board of Supervisors Review and Approval October 24, 2023 (Estimated) Contract Start Date December 1, 2023 (Estimated) E. Contract and Contract Period Any agreement awarded as a result of this RFP will include the County’s general terms and conditions, attached as Attachment B to this RFP. The initial term of any agreement awarded as a result of this RFP will be for five (5) years. As noted above, the Board of Supervisors must allocate funding for these services in each fiscal year, and there is no guarantee that funding will be allocated in any fiscal year. Nothing in this RFP, and nothing in an agreement awarded as a result of this RFP, commits the County to contract with the successful responder for any particular length of time. All other factors being substantially equal, preference will be given to respondents located within Contra Costa County. For purposes of this RFP, a respondent is located in Contra Attachment A Arts Council Services RFP No.: 2306-667 8 Costa County if its principal place of business has been located in Contra Costa County for at least six months immediately prior to the issuance of this RFP. F. Contract Monitoring and Evaluation On behalf of the County, the County Administrator’s Office (CAO) will actively monitor all services provided through the contract that results from this RFP process. This monitoring will determine if the Contractor is performing as intended or if good cause exists to terminate the contract prior to the end of the five-year contract term. At a minimum, contractors will be expected to: a. Perform all services without material deviation from an agreed-upon Service Plan; b. Complete progress report forms provided by County; c. Maintain adequate records of service provision to document compliance with Service Plan and complete any forms provided by the County; and d. Cooperate with the collection of other fiscal/administrative/service data as requested by the County. The CAO will: a. Negotiate a service contract that identifies specific performance outputs and/or outcomes to be achieved during the contract term; b. Review contract at least once per year to ensure compliance with output/outcome requirements, document any noncompliance, and establish a Corrective Action Plan as needed; c. Be part of the monitoring of subcontracts written by and entered into by the contractor that utilizes funds awarded under this solicitation; and d. Provide information to contractors concerning additional State or County data requirements not provided here or in the resulting contract. G. Questions All questions regarding the proposal will be accepted through the BidSync site only. The deadline for submitting questions for this RFP is on or before July 24, 2023, no later than 3:00 P.M. PST. All questions will be answered and disseminated to those registered on the BidSync website. Contact customer service if you need technical assistance with any part of the bid process; support@bidsync.com or call (800) 990-9339. Attachment A Arts Council Services RFP No.: 2306-667 9 Section II: Qualifications and Requirements The County seeks to contract with an eligible entity that has expertise in delivering the services that an Arts Council and State-Local Partner (SLP) would perform in their scope of work. The successful responder must possess and demonstrate the following minimum requirements. Experience Requirements: A. Regular and continuous engagement in the business of providing arts council-related or arts commission-related services or equivalent experience for at least five (5) years prior to the date of this RFP; B. Knowledge of and experience in providing current arts council practices; C. High level skill and demonstrated experience in arts and/or cultural organization management, program management, and/or project management; D. Extensive communications experience including public speaking, public relations, marketing, and social media; E. Extensive community outreach and engagement experience with diverse communities; F. Extensive public-private partnership experience working with the public sector including effectively working with elected officials and a broad range of agencies and organizations; G. Extensive experience with collaborative fundraising and coordinating grants. Qualifications: A. Expertise in arts and/or cultural organizational development; B. Dedication to the advancement of the arts and culture within communities in a way that promotes equity, communication, education, collaboration, and fosters broad appreciation for arts and culture; C. Proven track record for maintaining productive and respectful relationships with arts and cultural organizations, community-based organizations, artists, staff, and community members; D. Commitment to the Vision, Values, and Mission of a county arts council, as expressed in the “Arts & Culture Master Plan for Contra Costa County;” E. Experience working with Board members, executives, community partners, volunteers and the public; F. Knowledge of and experience implementing actions and services of Arts & Culture Master Plans or complex strategic plans related to arts and/or culture. Attachment A Arts Council Services RFP No.: 2306-667 10 Section III: Instructions to Proposers A. Proposal Submission • Response to this RFP MUST be submitted electronically through the Bid Sync web-site – NO EXCEPTION. • Late submittals WILL NOT be accepted – NO EXCEPTION. • Fax submittals WILL NOT be accepted – NO EXCEPTION. B. Format All proposals shall follow the same format. No exceptions to this format shall be accepted. To be accepted for evaluation, the proposal format shall address all required components in order. All proposals shall include the following components: a. Cover Letter – Signed by an authorized representative of the organization b. Executive Summary c. Proposal – within a maximum of 10 pages, no smaller than 12-point font, describe your agency’s primary services, principal place of business and location of office(s), specific capabilities, experience, qualifications, approaches, and proposed methodologies that demonstrate a clear understanding of and capacity to provide the work to be performed described in Section IV under Scope of Work. If the proposer is a nonprofit organization in formation for the express purpose of this contract, proposer must include an additional one-page summary of the plan for its nonprofit creation, action timetable, potential fiscal sponsor (if utilizing), and names and affiliations of proposed Board members, including whether committed or pending. If the proposer is an organiza�on u�lizing a fiscal sponsor, proposer must include a joint Leter of Agreement, jointly signed and dated by proposer and fiscal sponsor, outlining the rela�onship, terms, and expecta�ons of each party. The Leter of Agreement must indicate the RFP to which the applicant organiza�on is responding and must confirm the fiscal sponsor’s agreement to serve throughout the full term of the Contract Period, including any Board of Supervisors-approved extensions. Include in the Leter of Agreement: ● Legal name of fiscal sponsor ● Fiscal sponsor’s federal EIN ● Fiscal sponsor’s execu�ve leader’s name, phone number, and email ● Fiscal sponsor’s mailing address ● Number of years the fiscal sponsor has been engaged in arts programming and/or services ● A brief descrip�on of the history of the fiscal sponsor arts programming and/or services Attachment A Arts Council Services RFP No.: 2306-667 11 ● An IRS 990, 990-EZ or 990-PF form for the fiscal sponsor; no other types of 990 forms will be accepted. Only under special circumstances may an applicant organiza�on change their fiscal sponsor a�er the response submital; this change may not be made without an official writen request and prior approval from the County. If an applicant organiza�on using a fiscal sponsor is recommended for funding, the fiscal sponsor becomes the legal contractor for the contract . All contractual documents must be signed and approved by an authorized representa�ve of the fiscal sponsor. Contract payments are made payable to and mailed to the fiscal sponsor. The fiscal sponsor is responsible for distribu�ng funds to the applicant organiza�on. The fiscal sponsor is responsible for upda�ng contact informa�on. Termina�on of the fiscal sponsor rela�onship or viola�on of terms outlined in the Leter of Agreement between the fiscal sponsor and applicant organiza�on may be grounds for termina�ng a contract. d. Resumes of key persons who will comprise staff (or job descriptions if staff not hired) e. Staffing Plan and Board Member Composition f. Statement of Experience – See Exhibit A g. Budget Proposal– See Exhibit B h. References – See Exhibit C i. Anti-Collusion Statement – See Exhibit D j. Contra Costa County Business Opportunity Registration Form – See Exhibit E k. Addenda Acknowledgement – See Attachment A l. State and local permits and licenses m. Entity Status Letter from California Franchise Tax Board n. Certificate of Insurance C. Staffing Plan and Board Member Composition List the staff anticipated to perform the services including disciplines and degrees, as appropriate. Indicate the qualifications, training, and experience of each team member. List the officers of the Board of Directors, their occupation/affiliation, and Board position. D. Costs Each proposal must include a detailed explanation of the costs for services to be charged to the County, as described in Section VI. E. References Respondents shall provide a minimum of three (3) letters of references that speak to the experience and capabilities of respondent. Include the name of the entity or organization providing the reference, description of services that were provided, and the date of services on Exhibit C. Attachment A Arts Council Services RFP No.: 2306-667 12 F. Licenses and Permits Respondents shall possess all licenses, registrations and permits required by the State of California and the County of Contra Costa. Such licenses and permits are to be submitted to the County with the proposal or prior to the contract signing date. G. Proposal Expenses Respondents shall be fully responsible for all costs incurred in the development and submission of this RFP. H. Respondents Responsibility The respondent assumes sole responsibility for the complete effort required in submitting a bid proposal in response to this RFP. No special consideration will be given after bid proposals are opened because of a proposer’s failure to be knowledgeable as to all of the requirements of this RFP. I. Interpretation Should any discrepancies, omissions, or doubt as to their meaning be found in the RFP specifications or requirements, the Respondent shall notify the County in writing through the BidSync website. The County will send written instructions or addenda to all participants in the RFP process. The County shall not be responsible for oral interpretations. J. Reservations The County reserves the right to do the following at any time and for its own convenience, at its sole discretion: • To reject any and all proposals without indicating any reasons for such rejection; • Terminate this RFP and issue a new Request for Proposal anytime thereafter; • Extend any or all deadlines specified in the RFP, including deadlines for accepting proposals by issuing an Addendum at any time prior to the deadline for receipt of responses to the RFP; • Procure any services specified in the RFP by other means; • Disqualify any Respondent on the basis of any real or perceived conflict of interest or evidence of collusion that is disclosed by the proposal or other data available to the County. Such disqualification is at the sole discretion of the County; • Reject the proposal of any Respondent that is in breach of or in default under any other agreement with the County; • Reject any Respondent deemed by the County to be non-responsive, unreliable, unqualified, or non-responsible; • End contract negotiations with a Respondent and negotiate a contract with any other Respondent(s); and • To disqualify any Respondent, or terminate any contract awarded under this RFP, in the event the County determines the Respondent submitted materially false information in its response to the RFP. Attachment A Arts Council Services RFP No.: 2306-667 13 K. Sub-Contract and Assignment The agreement between the County and any successful respondent binds the heirs, successors, assigns and representatives of the contractor. Prior written consent of the County, subject to any required state or federal approval, will be required before a Contractor may enter into subcontracts for any work contemplated under the agreement, or before the Contractor may assign the agreement or monies due or to become due, by operation of law or otherwise. L. Addenda and Addenda Acknowledgement No one other than Purchasing Services, following direction from the CAO, is authorized to amend any of these documents in any respect by an oral statement or to make any representation or interpretation in conflict with their provisions. Any changes to these documents will be issued in writing via Addenda to be posted on the BidSync website. All addenda shall include an acknowledgement of receipt that must be returned. See Attachment A. Section IV: Scope of Work The following describes the services that are expected to be ultimately performed by the selected proposer: (Refer to “Contra Costa Arts Council Recommended Services” in the Arts & Culture Master Plan for Contra Costa County.) 1. Implementation of the Arts & Culture Master Plan for Contra Costa County 2. Development and maintenance of an arts & cultural inventory database 3. Development and maintenance of a comprehensive countywide arts web portal 4. Facilitate creation of an Arts Consumer database 5. Development and maintenance of roundtable convenings 6. Development of trainings, workshops, and informational webinars 7. Technical assistance 8. Production and dissemination of a regular E-Newsletter 9. Regular social media outreach and engagement 10. Marketing services 11. Advocacy for arts & equity 12. Grantmaking and resource development (both internal and external) 13. Ongoing community engagement, responsiveness and learning 14. Direct arts & cultural “Gap Programming” on a selective and limited basis 15. Research funding sources and trends and apprise County and partners of opportunities 16. Maintain communications with County staff and make recommendations based on needs of County arts and culture sector. Attachment A Arts Council Services RFP No.: 2306-667 14 Section V: Evaluation and Selection Process A. Selection Process All proposals received will be evaluated by an RFP Review Committee. The following criteria, not listed in the order of importance, will be used to determine which proposer best meets the needs of the County. Proposals will be evaluated based on the following criteria: 1. Program Description - clear understanding of the scope and services to be provided and sufficient staffing to provide services 2. Proposer’s Experience - history of successfully providing similar services and capability and experience of key personnel 3. Budget Proposal 4. Conformance to the terms and conditions to the RFP 5. Positive references and background checks 6. Strong and engaging presentation skills B. Additional Information If the County determines, at its sole discretion, that additional information is required or desirable beyond that provided in the proposal(s) of any of the applicant(s), County shall request such information. C. Inability to Negotiate a Contract After a proposer has been recommended by the Evaluation Committee and selected by the County Administrator, the County and such proposer will negotiate a contract for submission to the Board of Supervisors for consideration and possible approval. If a satisfactory contract cannot be negotiated, the County Administrator may, in its sole discretion begin contract negotiations with one or more of the remaining proposers, if the County determines, in its sole discretion that more than one contractor may be necessary to provide specified services. D. Proposals are Public Records California Government Code Section 6250, the Public Records Act, defines a public record as any writing containing information relating to the conduct of the public’s business prepared, owned, used or retained by any state or local agency regardless of physical form or characteristics. The Public Records Act provides that public records shall be disclosed upon request and that any citizen has a right to inspect any public record, unless the record is exempted from disclosure. In accordance with the Public Records Act and the County’s Better Government Ordinance, unless otherwise compelled by a court order, the County will not disclose any proposal while the County conducts its deliberative process in accordance with the procedures Attachment A Arts Council Services RFP No.: 2306-667 15 identified in this RFP. However, after the County either awards an agreement to a successful respondent, or rejects all proposals, each proposal, in its entirety, will be a disclosable public record subject to the public disclosure requirements of the California Public Records Act and the Better Government Ordinance. Each respondent is hereby informed that, upon submittal of its proposal to the County in accordance with this RFP, the proposal becomes the property of Contra Costa County. E. Protest Procedures An unsuccessful Respondent may raise any dispute concerning the County’s adherence to the procedures outlined in Section V of this RFP in writing directed to the County Administrator. The written dispute must be received by the County Administrator at the following address within five (5) days after being notified in writing that they were not selected to contract with the County for Arts Council services: Monica Nino, County Administrator Contra Costa County 1025 Escobar Street, 4th floor Martinez CA, 94553 The County Administrator’s determination of the dispute shall be final and will not be appealable to the Board of Supervisors. Section VI: Billing and Invoicing A. Payment Terms If the County enters into an agreement pursuant to this RFP, the agreement will require the Contractor to submit a correct and complete invoice(s) to the County a�er service delivery. Payment terms are Net 30 days a�er receipt acceptance of correct invoice. B. Proposal Pricing Respondents shall submit costs as described in Exhibit B. C. Pricing Rates offered by the Proposer will be firm fixed and not subject to increase during the term of any contractual agreement arising between the County and the successful Proposer as a result of this RFP, unless otherwise stated. Attachment A Arts Council Services RFP No.: 2306-667 16 Exhibit A: Statement of Experience SECTION A___________________________________________________________________ Organization/Agency Name: _______________________________ Phone #: ____________ Address: ____________________________________________________________________ City: ________________________________________________ State: ________ ZIP: ______ Federal Tax ID #: ____________________________ Business License #: _________________ Business Status: _____Non Profit Corporation _____Fiscally-sponsored Organization (Provide name of fiscal sponsor) _________________ _____Non-Profit in Formation Other: __________________________ Name and title of an Officer or owner authorized to sign this proposal and any contract with the County that may result. Name: ________________________________________________ Title: _________________ SECTION B___________________________________________________________________ Number of years in business under present business name: ___________________________ Other Business Name(s): _______________________________________________________ Number of years under prior name if any: _________________________________________ SECTION C___________________________________________________________________ Number of years of experience in providing required, equivalent, or related services: ______ Attachment A Arts Council Services RFP No.: 2306-667 17 SECTION D___________________________________________________________________ Similar services/projects completed during the last five years? Period Services $ Amount Paid Location Agency Name 1 - _________________________________________________________________________ 2 - _________________________________________________________________________ 3 - _________________________________________________________________________ 4 - _________________________________________________________________________ 5 - _________________________________________________________________________ SECTION E___________________________________________________________________ Have you, or your agency, failed or refused to complete a contract? _____ YES ____No If yes, explain: _______________________________________________________________ ___________________________________________________________________________ SECTION F___________________________________________________________________ Is your agency authorized to do business in the State of California? _____Yes ________No SECTION G___________________________________________________________________ Is your agency a State of California registered small business? ______Yes ______No SECTION H___________________________________________________________________ Is your agency a Contra Costa County-based Business? ______Yes ______No Attachment A Arts Council Services RFP No.: 2306-667 18 SECTION I___________________________________________________________________ Explain any litigation similar to the services requested by this proposal involving you, or your agency, or any principal officer(s) thereof: ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ SECTION J___________________________________________________________________ Has your organization filed any written declaration for bankruptcy protection, a potential merger or acquisition, office closure, pending lawsuits, financial loss that might affect your ability to perform under the contract? _________ Yes _________ No (if yes, please explain): ____________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ SECTION K_______________________________________________________________ License Provisions Has your entity changed names or license numbers in the past 10 years? If so, please state reason for change. Yes_____ No_____ Reason _________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ Attachment A Arts Council Services RFP No.: 2306-667 19 SECTION L_______________________________________________________________ List the names and titles of the key personnel who would be assigned to the contract. Name Classification ___________________________________ ____________________________________ ___________________________________ ____________________________________ ___________________________________ ____________________________________ ___________________________________ ____________________________________ SECTION M_______________________________________________________________ List all required business and professional licenses that pertain to these services: License Number Type Expiration Date ________________________________________________________________________ ________________________________________________________________________ SECTION N_______________________________________________________________ Do you and your agency agree to provide additional information as required by the County to make an informed determination of qualifications? ______ Yes _____ No By signing this Statement of Experience, you are certifying that all information provided on this form and contained within your proposal are true, and you acknowledge that if the proposal contains any false statements, the County may declare any contract or agreement made as a result of the proposal to be void. Signature: _____________________________________________Date: _____________ Authorized Name: _________________________________Title: ___________________ Attachment A Arts Council Services RFP No.: 2306-667 20 Exhibit B: Proposal Budget 1. The “Arts & Culture Master Plan for Contra Costa County” includes a Projected Budget for fiscal years FY 2023-24 through FY 2027-28. (p. 28). In a similar fashion, using the template provided here, provide your annual or fiscal-year cost structure (budget) including revenues and expenses for the term of this contract. 2. If you anticipate using subcontractors or partners, explain the proposed scope and costs anticipated for their services. I have read, understood, and agreed to the terms and conditions of all contents of this RFP. The undersigned agrees to furnish the service stipulated in the RFP as stated. SIGNATURE: __________________________________________ NAME: __________________________________________ COMPANY: __________________________________________ ADDRESS: __________________________________________ __________________________________________ TELEPHONE: __________________________________________ DATE: __________________________________________ EMAIL: __________________________________________ Attachment A Arts Council Services RFP No.: 2306-667 21 Exhibit C: References Entity Name: Contact Person: Address: Tel. Number: City, State, Zip: Email Address: Services Provided / Date(s) of Service: Entity Name: Contact Person: Address: Tel. Number: City, State, Zip: Email Address: Services Provided / Date(s) of Service: Entity Name: Contact Person: Address: Tel. Number: City, State, Zip: Email Address: Services Provided / Date(s) of Service: Attachment A Arts Council Services RFP No.: 2306-667 22 Exhibit D: Anti-Collusion Statement By signing this form, the Respondent agrees that this proposal is made without any other understanding, agreement, or connection with any person, organization, or firm submitting a proposal for the same purpose and that the proposal is in all respects fair and without collusion or fraud, IT IS AGREED BY THE UNDERSIGNED RESPONDENT, THAT THE SIGNING AND DELIVERY OF THE PROPOSAL REPRESENTS THE RESPONDENT’S ACCEPTANCE OF THE TERMS AND CONDITIONS OF THE FORGOING SPECIFICATIONS AND PROVISIONS, AND IF AWARDED, THIS CONTRACT WILL REPRESENT THE AGREEMENT BETWEEN THE RESPONDENT AND THE COUNTY. NAME OF FIRM: ______________________________________________________________ [Sign in ink in the space provided below] SIGNED BY: _________________________________________________________________ TITLE: ______________________________________________________________________ ADDRESS: __________________________________________________________________ CITY & STATE: _______________________________________________________________ TELEPHONE: ________________________________________________________________ Attachment A Revised 10/15/2020 RegistrationCertForm 10152020 23 Contra Costa County Business Opportunities REGISTRATION AND CERTIFICATION FORM If you are interested in receiving information regarding upcoming business opportunities with Contra Costa County, please fill out the form below. Your information will be included in the County’s SBE and Outreach Databases and used by County departments to: 1) notify you regarding upcoming contracting and bidding opportunities and/or 2) certify your firm as a Small Business Enterprise (if applicable). SECTION 1 – CONTACT INFORMATION Name of Firm (Print) Street Address (City, State) (Zip Code) Mailing Address (City, State) (Zip Code) Contact Numbers (Check preferred) Business Phone Number ( ) -- Cell Phone Number ( ) -- Fax Number ( ) -- E-mail Employer Identification # (if applicable) SECTION 2 – WORK CONDUCTED BY FIRM (Generally describe what your firm does) Vendor/Supplier Consultant/ Service Provider Construction Other (If none of the above categories apply) SECTION 3 –DESCRIPTION OF BUSINESS Description of Business Type (Check all that apply): Small Business Enterprise (SBE) – independently owned and operated; cannot be dominant in its field of operation; must have its principal office located in California; must have its owners (or officers in the case of a corporation) domiciled in California; AND together with affiliates, be either: a business with 100 or fewer employees, an an average annual gross receipts of $14 million or less over the previous three tax years, or a manufacturer with 100 or fewer employees. Minority Business Enterprise (MBE) - at least 51% owned and managed on a daily basis by one or more minorities who are citizens or lawful permanent residents of the United States and member(s) of a recognized ethnic or racial group AND its home office is located in the United States. Women Business Enterprise (WBE) - at least 51% owned and managed on a daily business by one or more women who are citizens or lawful permanent residents of the United States AND its home office is located in the United States. Disadvantaged Business Enterprise (DBE) - at least 51% owned and managed on a daily business by socially- and economically- disadvantaged individuals (pursuant to Section 3 of the Small Business Act). DBE certifications are used only for state- or federally-funded projects that have DBE goals or requirements. Disabled Veteran Business Enterprise (DVBE) - at least 51% owned and managed on a daily basis by one or more disabled veterans of the military, naval, or air service of the United States with a service-connected disability of at least 10 percent, and who is also a resident of California; AND a sole proprietorship corporation or partnership with its home office located in the United States that is not a subsidiary of a foreign firm. Local Business Enterprise (LBE) - principal place of business is located within the boundaries of Contra Costa County. None of the above Exhibit EAttachment A Revised 10/15/2020 RegistrationCertForm 10152020 Page 2 of 2 Contra Costa County Business Opportunities REGISTRATION AND CERTIFICATION FORM SECTION 4 – CERTIFICATION BY OTHER AGENCIES State-Certified SBE: Yes No State Certification #: If “Yes,” please attach documentation. Are you certified with any other agencies as a: Minority Business Enterprise (MBE), Woman Business Enterprise (WBE), Disabled Veteran Business Enterprise (DVBE), or Disadvantaged Business Enterprise (DBE): Yes No If “Yes,” please list agency AND attach documentation: SECTION 5 – ACKNOWLEDGEMENT OF COUNTY’S USE OF BUSINESS INFORMATION The undersigned acknowledges and agrees that the information provided in this form may be included in the SBE and Outreach databases maintained by or for the County, including the e-Outreach system described below. SECTION 6 – UPDATING CONTACT INFORMATION AND BUSINESS STATUS Firms interested in business opportunities with Contra Costa County are strongly encouraged to register on the e-Outreach system maintained for the County at: https://www.bidsync.com. Although the information contained in this form will be added to that system, firms are encouraged to register and update their information on the above website to 1) provide more detailed information regarding their area of work, and 2) ensure that they continually receive notices about business opportunities with Contra Costa County. Your firm’s registration with Contra Costa County will be valid for three years from the date this form is entered into the County’s database. After that three-year period, your firm will be required to either confirm or update the information contained herein. SECTION 7 – CERTIFICATION OF BUSINESS INFORMATION The undersigned certifies and swears under penalty of perjury that all information contained in this form is true and correct. Any material misrepresentation will be grounds for terminating any purchase orders or contracts which may be or have been awarded as well as deleting the business from the online SBE and Outreach databases maintained by the County and the County’s database contractor. By ________________________________________________ ___________________________________________________ Print Name Title ___________________________________________________ ___________________________________________________ Signature Date Return this Self-Certification Form to: Contra Costa County Public Works, Purchasing Division 40 Muir Road, 2nd Floor Martinez, CA 94553 Fax: 925-372-3643 For clarification or assistance with Contra Costa County this form, please contact: Purchasing Division Phone: 925-957-2499 Exhibit EAttachment A Arts Council Services RFP No.: 2306-667 25 Attachment A: Addenda Acknowledgement TO BE RETURNED WITH PROPOSAL RFP No.: _______________ Title: ________________________________________________ ADDENDA ACKNOWLEDGEMENT (Please initial for addendum received) Addendum #1: _________________ Addendum #3: _____________________ Addendum #2: _________________ Addendum #4: _____________________ Organization Name: ___________________________________________________________ Contact Name: _______________________________________________________________ Email Address: ______________________________________Phone No.: ________________ Address:____________________________________________________________________ ___________________________________________________________________________ Authorized Signature: _________________________________________________________ Date: _______________________________________________________________________ Attachment A Arts Council Services RFP No.: 2306-667 26 Attachment B: General Terms & Conditions 1. Compliance with Law. Contractor is subject to and must comply with all applicable federal, state, and local laws and regulations with respect to its performance under this Contract, including but not limited to, licensing, employment, and purchasing practices; and wages, hours, and conditions of employment, including nondiscrimination. 2. Inspection. Contractor's performance, place of business, and records pertaining to this Contract are subject to monitoring, inspection, review and audit by authorized representatives of the County, the State of California, and the United States Government. 3. Records. Contractor must keep and make available for inspection and copying by authorized representatives of the County, the State of California, and the United States Government, the Contractor's regular business records and such additional records pertaining to this Contract as may be required by the County. a. Retention of Records. Contractor must retain all documents pertaining to this Contract for five years from the date of submission of Contractor's final payment demand or final Cost Report; for any further period that is required by law; and until all federal/state audits are complete and exceptions resolved for this Contract's funding period. Upon request, Contractor must make these records available to authorized representatives of the County, the State of California, and the United States Government. b. Access to Books and Records of Contractor, Subcontractor. Pursuant to Section 1861(v)(1) of the Social Security Act, and any regulations promulgated thereunder, Contractor must, upon written request and until the expiration of five years after the furnishing of services pursuant to this Contract, make available to the County, the Secretary of Health and Human Services, or the Comptroller General, or any of their duly authorized representatives, this Contract and books, documents, and records of Contractor necessary to certify the nature and extent of all costs and charges hereunder. Further, if Contractor carries out any of the duties of this Contract through a subcontract with a value or cost of $10,000 or more over a twelve-month period, such subcontract must contain a clause to the effect that upon written request and until the expiration of five years after the furnishing of services pursuant to such subcontract, the subcontractor must make available to the County, the Secretary, the Comptroller General, or any of their duly authorized representatives, the subcontract and books, documents, and records of the subcontractor necessary to verify the nature and extent of all costs and charges thereunder. Attachment A Arts Council Services RFP No.: 2306-667 27 This provision is in addition to any and all other terms regarding the maintenance or retention of records under this Contract and is binding on the heirs, successors, assigns and representatives of Contractor. 4. Reporting Requirements. Pursuant to Government Code Section 7550, Contractor must include in all documents and written reports completed and submitted to County in accordance with this Contract, a separate section listing the numbers and dollar amounts of all contracts and subcontracts relating to the preparation of each such document or written report. This section applies only if the Payment Limit of this Contract exceeds $5,000. 5. Termination and Cancellation. a. Written Notice. This Contract may be terminated by either party, in its sole discretion, upon thirty-day advance written notice thereof to the other, and may be cancelled immediately by written mutual consent. b. Failure to Perform. County, upon written notice to Contractor, may immediately terminate this Contract should Contractor fail to perform properly any of its obligations hereunder. In the event of such termination, County may proceed with the work in any reasonable manner it chooses. The cost to County of completing Contractor's performance will be deducted from any sum due Contractor under this Contract, without prejudice to County's rights to recover damages. c. Cessation of Funding. Notwithstanding any contrary language in Paragraphs 5 and 11, in the event that federal, state, or other non-County funding for this Contract ceases, this Contract is terminated without notice. 6. Entire Agreement. This Contract contains all the terms and conditions agreed upon by the parties. Except as expressly provided herein, no other understanding, oral or otherwise, regarding the subject matter of this Contract will be deemed to exist or to bind any of the parties hereto. 7. Further Specifications for Operating Procedures. Detailed specifications of operating procedures and budgets required by this Contract, including but not limited to, monitoring, evaluating, auditing, billing, or regulatory changes, may be clarified in a written letter signed by Contractor and the department head, or designee, of the county department on whose behalf this Contract is made. No written clarification prepared pursuant to this Section will operate as an amendment to, or be considered to be a part of, this Contract. 8. Modifications and Amendments. a. General Amendments. In the event that the total Payment Limit of this Contract is less than $100,000 and this Contract was executed by the County’s Purchasing Agent, this Contract may be modified or amended by a written document executed by Contractor and the County’s Attachment A Arts Council Services RFP No.: 2306-667 28 Purchasing Agent or the Contra Costa County Board of Supervisors, subject to any required state or federal approval. In the event that the total Payment Limit of this Contract exceeds $100,000 or this Contract was initially approved by the Board of Supervisors, this Contract may be modified or amended only by a written document executed by Contractor and the Contra Costa County Board of Supervisors or, after Board approval, by its designee, subject to any required state or federal approval. b. Minor Amendments. The Payment Provisions and the Service Plan may be amended by a written administrative amendment executed by Contractor and the County Administrator (or designee), subject to any required state or federal approval, provided that such administrative amendment may not increase the Payment Limit of this Contract or reduce the services Contractor is obligated to provide pursuant to this Contract. 9. Disputes. Disagreements between County and Contractor concerning the meaning, requirements, or performance of this Contract shall be subject to final written determination by the head of the county department for which this Contract is made, or his designee, or in accordance with the applicable procedures (if any) required by the state or federal government. 10. Choice of Law and Personal Jurisdiction. a. This Contract is made in Contra Costa County and is governed by, and must be construed in accordance with, the laws of the State of California. b. Any action relating to this Contract must be instituted and prosecuted in the courts of Contra Costa County, State of California. 11. Conformance with Federal and State Regulations and Laws. Should federal or state regulations or laws touching upon the subject of this Contract be adopted or revised during the term hereof, this Contract will be deemed amended to assure conformance with such federal or state requirements. 12. No Waiver by County. Subject to Paragraph 9. (Disputes) of these General Conditions, inspections or approvals, or statements by any officer, agent or employee of County indicating Contractor's performance or any part thereof complies with the requirements of this Contract, or acceptance of the whole or any part of said performance, or payments therefor, or any combination of these acts, do not relieve Contractor's obligation to fulfill this Contract as prescribed; nor is the County thereby prevented from bringing any action for damages or enforcement arising from any failure to comply with any of the terms and conditions of this Contract. 13. Subcontract and Assignment. This Contract binds the heirs, successors, assigns and representatives of Contractor. Prior written consent of the County Administrator or his designee, subject to any required state or federal approval, is required before the Contractor may enter into Attachment A Arts Council Services RFP No.: 2306-667 29 subcontracts for any work contemplated under this Contract, or before the Contractor may assign this Contract or monies due or to become due, by operation of law or otherwise. 14. Independent Contractor Status. The parties intend that Contractor, in performing the services specified herein, is acting as an independent contractor and that Contractor will control the work and the manner in which it is performed. This Contract is not to be construed to create the relationship between the parties, or between County and any Contractor employee, of agent, servant, employee, partnership, joint venture, or association. Neither Contractor, nor any of its employees, is a County employee. This Contract does not give Contractor, or any of its employees, any right to participate in any pension plan, workers’ compensation plan, insurance, bonus, or similar benefits County provides to its employees. In the event that County exercises its right to terminate this Contract, Contractor expressly agrees that it will have no recourse or right of appeal under any rules, regulations, ordinances, or laws applicable to employees. 15. Conflicts of Interest. Contractor covenants that it presently has no interest and that it will not acquire any interest, direct or indirect, that represents a financial conflict of interest under state law or that would otherwise conflict in any manner or degree with the performance of its services hereunder. Contractor further covenants that in the performance of this Contract, no person having any such interests will be employed by Contractor. If requested to do so by County, Contractor will complete a “Statement of Economic Interest” form and file it with County and will require any other person doing work under this Contract to complete a “Statement of Economic Interest” form and file it with County. Contractor covenants that Contractor, its employees and officials, are not now employed by County and have not been so employed by County within twelve months immediately preceding this Contract; or, if so employed, did not then and do not now occupy a position that would create a conflict of interest under Government Code section 1090. In addition to any indemnity provided by Contractor in this Contract, Contractor will indemnify, defend, and hold the County harmless from any and all claims, investigations, liabilities, or damages resulting from or related to any and all alleged conflicts of interest. Contractor warrants that it has not provided, attempted to provide, or offered to provide any money, gift, gratuity, thing of value, or compensation of any kind to obtain this Contract. 16. Confidentiality. To the extent allowed under the California Public Records Act, Contractor agrees to comply and to require its officers, partners, associates, agents and employees to comply with all applicable state or federal statutes or regulations respecting confidentiality, including but not limited to, the identity of persons served under this Contract, their records, or services provided them, and assures that no person will publish or disclose or permit or cause to be published or disclosed, any list of persons receiving services, except as may be required in the administration of such service. Contractor agrees to inform all employees, agents and partners of the above provisions, and that any person knowingly and intentionally disclosing such information other than as authorized by law may be guilty of a misdemeanor. 17. Nondiscriminatory Services. Contractor agrees that all goods and services under this Contract will be available to all qualified persons regardless of age, gender, race, religion, color, national Attachment A Arts Council Services RFP No.: 2306-667 30 origin, ethnic background, disability, or sexual orientation, and that none will be used, in whole or in part, for religious worship. 18. Indemnification. Contractor will defend, indemnify, save, and hold harmless County and its officers and employees from any and all claims, demands, losses, costs, expenses, and liabilities for any damages, fines, sickness, death, or injury to person(s) or property, including any and all administrative fines, penalties or costs imposed as a result of an administrative or quasi-judicial proceeding, arising directly or indirectly from or connected with the services provided hereunder that are caused, or claimed or alleged to be caused, in whole or in part, by the negligence or willful misconduct of Contractor, its officers, employees, agents, contractors, subcontractors, or any persons under its direction or control. If requested by County, Contractor will defend any such suits at its sole cost and expense. If County elects to provide its own defense, Contractor will reimburse County for any expenditures, including reasonable attorney’s fees and costs. Contractor’s obligations under this section exist regardless of concurrent negligence or willful misconduct on the part of the County or any other person; provided, however, that Contractor is not required to indemnify County for the proportion of liability a court determines is attributable to the sole negligence or willful misconduct of the County, its officers and employees. This provision will survive the expiration or termination of this Contract. 19. Insurance. During the entire term of this Contract and any extension or modification thereof, Contractor shall keep in effect insurance policies meeting the following insurance requirements unless otherwise expressed in the Special Conditions: a. Commercial General Liability Insurance. For all contracts where the total payment limit of the contract is $500,000 or less, Contractor will provide commercial general liability insurance, including coverage for business losses and for owned and non-owned automobiles, with a minimum combined single limit coverage of $500,000 for all damages, including consequential damages, due to bodily injury, sickness or disease, or death to any person or damage to or destruction of property, including the loss of use thereof, arising from each occurrence. Such insurance must be endorsed to include County and its officers and employees as additional insureds as to all services performed by Contractor under this Contract. Said policies must constitute primary insurance as to County, the state and federal governments, and their officers, agents, and employees, so that other insurance policies held by them or their self-insurance program(s) will not be required to contribute to any loss covered under Contractor’s insurance policy or policies. Contractor must provide County with a copy of the endorsement making the County an additional insured on all commercial general liability policies as required herein no later than the effective date of this Contract. For all contracts where the total payment limit is greater than $500,000, the aforementioned insurance coverage to be provided by Contractor must have a minimum combined single limit coverage of $1,000,000. b. Workers' Compensation. Contractor must provide workers' compensation insurance coverage for its employees. Attachment A Arts Council Services RFP No.: 2306-667 31 c. Certificate of Insurance. The Contractor must provide County with (a) certificate(s) of insurance evidencing liability and worker's compensation insurance as required herein no later than the effective date of this Contract. If Contractor should renew the insurance policy(ies) or acquire either a new insurance policy(ies) or amend the coverage afforded through an endorsement to the policy at any time during the term of this Contract, then Contractor must provide (a) current certificate(s) of insurance. d. Additional Insurance Provisions. No later than five days after Contractor’s receipt of: (i) a notice of cancellation, a notice of an intention to cancel, or a notice of a lapse in any of Contractor’s insurance coverage required by this Contract; or (ii) a notice of a material change to Contractor’s insurance coverage required by this Contract, Contractor will provide Department a copy of such notice of cancellation, notice of intention to cancel, notice of lapse of coverage, or notice of material change. Contractor’s failure to provide Department the notice as required by the preceding sentence is a default under this Contract 20. Notices. All notices provided for by this Contract must be in writing and may be delivered by deposit in the United States mail, postage prepaid. Notices to County must be addressed to the head of the county department for which this Contract is made. Notices to Contractor must be addressed to the Contractor's address designated herein. The effective date of notice is the date of deposit in the mails or of other delivery, except that the effective date of notice to County is the date of receipt by the head of the county department for which this Contract is made. 21. Primacy of General Conditions. In the event of a conflict between the General Conditions and the Special Conditions, the General Conditions govern unless the Special Conditions or Service Plan expressly provide otherwise. 22. Nonrenewal. Contractor understands and agrees that there is no representation, implication, or understanding that the services provided by Contractor under this Contract will be purchased by County under a new contract following expiration or termination of this Contract, and Contractor waives all rights or claims to notice or hearing respecting any failure to continue purchasing all or any such services from Contractor. 23. Possessory Interest. If this Contract results in Contractor having possession of, claim or right to the possession of land or improvements, but does not vest ownership of the land or improvements in the same person, or if this Contract results in the placement of taxable improvements on tax exempt land (Revenue & Taxation Code Section 107), such interest or improvements may represent a possessory interest subject to property tax, and Contractor may be subject to the payment of property taxes levied on such interest. Contractor agrees that this provision complies with the notice requirements of Revenue & Taxation Code Section 107.6, and waives all rights to further notice or to damages under that or any comparable statute. 24. No Third-Party Beneficiaries. Nothing in this Contract may be construed to create, and the parties do not intend to create, any rights in third parties. Attachment A Arts Council Services RFP No.: 2306-667 32 25. Copyrights, Rights in Data, and Works Made for Hire. Contractor will not publish or transfer any materials produced or resulting from activities supported by this Contract without the express written consent of the County Administrator. All reports, original drawings, graphics, plans, studies and other data and documents, in whatever form or format, assembled or prepared by Contactor or Contractor’s subcontractors, consultants, and other agents in connection with this Contract are “works made for hire” (as defined in the Copyright Act, 17 U.S.C. Section 101 et seq., as amended) for County, and Contractor unconditionally and irrevocably transfers and assigns to Agency all right, title, and interest, including all copyrights and other intellectual property rights, in or to the works made for hire. Unless required by law, Contractor shall not publish, transfer, discuss, or disclose any of the above-described works made for hire or any information gathered, discovered, or generated in any way through this Agreement, without County’s prior express written consent. If any of the works made for hire is subject to copyright protection, County reserves the right to copyright such works and Contractor agrees not to copyright such works. If any works made for hire are copyrighted, County reserves a royalty- free, irrevocable license to reproduce, publish, and use the works made for hire, in whole or in part, without restriction or limitation, and to authorize others to do so. 26. Endorsements. In its capacity as a contractor with Contra Costa County, Contractor will not publicly endorse or oppose the use of any particular brand name or commercial product without the prior written approval of the Board of Supervisors. In its County-contractor capacity, Contractor will not publicly attribute qualities or lack of qualities to a particular brand name or commercial product in the absence of a well-established and widely accepted scientific basis for such claims or without the prior written approval of the Board of Supervisors. In its County- contractor capacity, Contractor will not participate or appear in any commercially produced advertisements designed to promote a particular brand name or commercial product, even if Contractor is not publicly endorsing a product, as long as the Contractor's presence in the advertisement can reasonably be interpreted as an endorsement of the product by or on behalf of Contra Costa County. Notwithstanding the foregoing, Contractor may express its views on products to other contractors, the Board of Supervisors, County officers, or others who may be authorized by the Board of Supervisors or by law to receive such views. 27. Required Audit. a. If Contractor expends $750,000 or more in federal grant funds in any fiscal year from any source, Contractor must provide to County, at Contractor's expense, an audit conforming to the requirements set forth in the most current version of Code of Federal Regulations, Title 2, Part 200, Subpart F. b. If Contractor expends less than $750,000 in federal grant funds in any fiscal year from any source, but the grant imposes specific audit requirements, Contractor must provide County with an audit conforming to those requirements. c. If Contractor expends less than $750,000 in federal grant funds in any fiscal year from any Attachment A Arts Council Services RFP No.: 2306-667 33 source, Contractor is exempt from federal audit requirements for that year except as required by Code of Federal Regulations, Title 2, Part 200, Subpart F. Contractor shall make its records available for, and an audit may be required by, appropriate officials of the federal awarding agency, the General Accounting Office , the pass-through entity and/or the County. If an audit is required, Contractor must provide County with the audit. d. With respect to the audits specified in sections (a), (b) and (c) above, Contractor is solely responsible for arranging for the conduct of the audit, and for its cost. County may withhold the estimated cost of the audit or 10 percent of the contract amount, whichever is greater, or the final payment, from Contractor until County receives the audit from Contractor. 28. Authorization. Contractor, or the representative(s) signing this Contract on behalf of Contractor, represents and warrants that it has full power and authority to enter into this Contract and to perform the obligations set forth herein. 29. No Implied Waiver. The waiver by County of any breach of any term or provision of this Contract will not be deemed to be a waiver of such term or provision or of any subsequent breach of the same or any other term or provision contained herein. Attachment A 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1136 Name: Status:Type:Consent Item Passed File created:In control:11/22/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the County Administrator, or designee, to execute a contract with Karpel Computer Systems, Inc., in an amount not to exceed $226,045 to provide hosting, maintenance, and support of the case management system for District Attorney prosecution services through December 31, 2024, with an automatic renewal at the end of each one-year term and subject to cost increases not to exceed five percent per annum. (100% General Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Monica Nino, County Administrator Report Title:Contract with Karpel Computer Systems, Inc., for Annual Maintenance, Support and Hosting of the Prosecutor by Karpel Application for the District Attorney’s Office ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the County Administrator, or designee, to execute a contract including modified indemnification language with Karpel Computer Systems, Inc., in an amount not to exceed $226,045 to provide hosting, maintenance, and support of the case management system for District Attorney prosecution services, with an automatic renewal at the end of the initial term through December 31, 2024 and subject to cost increases not to exceed five percent per annum. FISCAL IMPACT: 100% General Fund. The contract cost will be funded through appropriations from the District Attorney operating budget. The total contract cost comprises annual application hosting, maintenance, and support services. In addition to the contract cost, the case management system also incurs internal County costs for wide area network services provided by the Department of Information Technology, which are charged annually to the District Attorney operating budget. BACKGROUND: The County’s justice information systems are planned, coordinated and implemented by the Law & Justice Information Systems Division of the County Administrator’s Office, on behalf of the District Attorney, Probation and Public Defender Departments, as well as all local law enforcement agencies with respect to the CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1136,Version:1 justice information network and countywide automated warrant system. In September 2014, the Board of Supervisors authorized a contract with Karpel Computer Systems, Inc., in the amount of $1,223,205 to provide a modern, web-based case management system for the District Attorney's Office plus four years of system maintenance and support. The first phase of this system, the adult module, was rolled out in late 2015. In 2018, the contract was amended to provide additional user licenses, increase the payment limit to $2,142,122, and extend system maintenance through June 2023. A second amendment in 2020 increased the payment limit to $2,332,122 with no change to the contract term to provide for the development of up to ten interfaces for local law enforcement agencies to electronically file their criminal complaints with the District Attorney's Office instead of transmission by facsimile. A third amendment in February 2023 increased the payment limit to $2,347,122 for additional services to complete the conversion of legacy system juvenile data, which will be used in both the Probation and District Attorney case management systems. A fourth amendment extended the payment limit and term of the original contract through December 31, 2023 to accommodate the implementation of the second and final phase of the prosecution system, the juvenile module, which was rolled out in concert with the Probation Department’s new case management system in October this year. The proposed new contract with Karpel will provide ongoing hosting, maintenance, and support of the prosecution case management system to ensure that the system remains available without interruption. The terms of the contract provide for automatic renewal at the end of each one-year term at a maximum annual maintenance and support cost increase of 5%. The County may terminate the contract with notice prior to each annual renewal. The contract requires the County to defend and indemnify Karpel Solutions against any third party claims arising out of the County’s use of Karpel’s system that allegedly infringes on a third party's rights, or is based on violation of law, or violation of the contract. CONSEQUENCE OF NEGATIVE ACTION: Disapproval of the recommendation will place the District Attorney's Office and other justice partners in the predicament of having no system support services in the event of a malfunction. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1137 Name: Status:Type:Consent Item Passed File created:In control:11/27/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:ADOPT Ordinance No. 2023-21 to amend the County’s local bid preference program to give local vendors who submit a bid for supplies, materials and/or equipment that is within seven percent of the lowest responsive bid the option to submit a new bid that is less than or equal to the lowest responsive bid, as recommended by the County Administrator. (No fiscal impact) Attachments:1. Ordinance No. 2023-21 Local Bid Preference Program 7%, 2. Signed Ordinance 2023-21.pdf Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Monica Nino, County Administrator Report Title:ADOPTION OF ORDINANCE TO AMEND THE COUNTY’S LOCAL BID PREFERENCE PROGRAM ☒Recommendation of the County Administrator ☒ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Ordinance No. 2023-21, introduced on December 5, 2023, to amend the County’s local bid preference program to give local vendors who submit a bid for supplies, materials and/or equipment that is within seven percent of the lowest responsive bid the option to submit a new bid that is less than or equal to the lowest responsive bid. FISCAL IMPACT: No fiscal impact. BACKGROUND: On November 7, 2023, at the recommendation of the Advisory Council on Equal Employment Opportunity and the Board’s Internal Operations Committee, the Board directed the County Counsel to draft an ordinance to amend the County’s Local Bid Preference Program to give any responsive local vendor who submits a supplies, materials and/or equipment bid that is within 7% (the “trigger”) of the lowest responsive bid the option of submitting a new bid that is less than or equal to the lowest responsive bid. The program currently gives any responsive local vendor who submits a bid that is within 5% of the lowest responsive bid the option of submitting a new bid that is less than or equal to the lowest responsive bid. Raising the “trigger” to the 7% maximum authorized under the Public Contract Code is anticipated to increase the number of purchasing awards made to local businesses, a longstanding goal of the County’s purchasing policies. The Local Bid Preference Program has not been updated since its inception in 2005, when it was adopted and codified in Ordinance Code section 1108-2.407. Proposed Ordinance No. 2023-21 was introduced on CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1137,Version:1 December 5, 2023. CONSEQUENCE OF NEGATIVE ACTION: Should the Board decide not to introduce the ordinance, the Local Bid Preference Program will remain in its current form. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1138 Name: Status:Type:Consent Item Passed File created:In control:12/6/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the County Administrator, or designee, to execute a contract amendment with Nielsen Merksamer Parrinello Gross & Leoni LLP to increase the payment limit by $180,000 to a new payment limit of $900,000 and to extend the term from December 31, 2023 to December 31, 2024 to provide additional state legislative and regulatory advocacy services. Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Monica Nino, County Administrator Report Title:State Legislative Advocacy Contract Extension ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the County Administrator, or designee, to execute a contract amendment with Nielsen Merksamer Parrinello Gross & Leoni LLP to increase the payment limit by $180,000 to a new payment limit of $900,000 and to extend the term from December 31, 2023 to December 31, 2024 to provide additional state legislative and regulatory advocacy services. FISCAL IMPACT: The annual cost of the contract is $180,000. Funding for these services is appropriated in the County Administrator’s Office budget (0003), as approved by the Board of Supervisors. BACKGROUND: At its October 3, 2019 meeting, the Legislation Committee (Chair Burgis, Vice Chair Mitchoff) considered the matter of a state advocacy services contract and recommended that the Board of Supervisors authorize a contract with Nielsen Merksamer Parrinello Gross & Leoni LLP ("Nielsen Merksamer") for a three-year period, commencing January 1, 2020. At its December 10, 2019 meeting, the Board of Supervisors approved this recommendation and authorized the contract in item C. 64. The Request for Qualifications (RFQ) #1902-329 solicitation document for the identification of a contractor to provide these services included in section IV. “Terms and Conditions” that “By mutual agreement, any contract which may be awarded pursuant to this RFQ may be extended for two (2) additional one year terms at agreed prices with all other terms and conditions remaining the same.” CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1138,Version:1 There is mutual agreement between the County Administrator and Nielsen Merksamer to extend the contract for an additional year, January 1, 2024 through December 31, 2024, at an agreed price. CONSEQUENCE OF NEGATIVE ACTION: The County will not have effective state budget and state legislative advocacy in Sacramento for 2024 if this contract is not approved. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1139 Name: Status:Type:Consent Item Passed File created:In control:12/6/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the County Counsel, or designee, on behalf of the County, to execute a contract with Baker, Donelson, Bearman, Caldwell & Berkowitz for specialized legal services in connection with obtaining federal reimbursement of costs associated with the County’s response to the COVID-19 pandemic. (100% General Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Thomas Geiger, County Counsel Report Title:Contract for Specialized Legal Services ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the County Counsel, or designee, on behalf of the County, to execute a contract with Baker, Donelson, Bearman, Caldwell & Berkowitz, effective December 12, 2023, for specialized legal services in connection with obtaining federal reimbursement of costs associated with the County’s response to the COVID-19 pandemic. FISCAL IMPACT: Legal services under this contract are billed at the following rates: shareholders at $475-$550/hour; of counsel at $360-$475/hour; associate at $375/hour; disaster policy specialists at $255-$365/hour; disaster recovery specialist at $195/hour. The expenses for this contract will be billed to the general fund. BACKGROUND: The County requires specialized legal services in connection with obtaining federal reimbursement of costs associated with the County’s response to the COVID-19 pandemic. The firm of Baker, Donelson, Bearman, Caldwell & Berkowitz specializes in federal cost reimbursement, including under the Federal Emergency Management Agency’s Public Assistance and Hazard Mitigation Programs, and can provide services needed in these areas in an efficient and cost-effective manner. The County Administrator concurs with and supports this recommendation. CONSEQUENCE OF NEGATIVE ACTION: CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1139,Version:1 The County would not be able to obtain legal services from this firm. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1140 Name: Status:Type:Consent Item Passed File created:In control:11/13/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:District Attorney (0242): APPROVE Budget Amendment No. BDA-23-00307 authorizing revenue appropriations from the U.S. Department of Justice, Office of Justice Programs, Office of Juvenile Justice Delinquency Prevention, in the amount of $1,000,000 to the District Attorney's Office to fund the Transitional Aged Youth Diversion Program. (100% Federal) Attachments:1. BDA-23-00307.pdf Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Diana Becton, District Attorney Report Title:Budget Amendment to Appropriate New Revenue from Federal Grant ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE a Budget Amendment authorizing revenue appropriations from the U.S. Department of Justice, Office of Justice Programs, Office of Juvenile Justice Delinquency Prevention, in the amount of $1,000,000 to the District Attorney's Office to fund the Transitional Aged Youth Diversion Program. FISCAL IMPACT: 100% Federal funding, matching funds are not required. This action will increase Fiscal Year 2023-24 revenue appropriations by $1,000,000 and increase expenditure appropriations by $569,000 for professional specialized services and increase expenditure appropriations by $431,000 for employee salary and benefits. BACKGROUND: The District Attorney's Office received Board approval and authorization on March 21, 2023 to apply for and accept grant funding from the U.S. Department of Justice, Office of Justice Programs, Office of Juvenile Justice and Delinquency Prevention in an amount not to exceed $1,000,000 for a Transitional Aged Youth (TAY) Diversion Program. The purpose is to provide an alternative pathway for TAY who are arrested for specified felonies and serious misdemeanors in Contra Costa County. The project activities include establishing a TAY Diversion Program eligibility and participation guidelines; developing and implementing a restorative justice- based alternative to incarceration to achieve rehabilitation and accountability. Expected outcomes include the development of a pre-charge diversion program for young adults; provision of evidence-based services to acknowledge and repair past harm and refrain from causing future harm; reduction in recidivism in Contra Costa County; and regular program assessments. CONSEQUENCE OF NEGATIVE ACTION: CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1140,Version:1 The District Attorney's Office will not be able to appropriate revenues and expenditures consistent with acceptance of the grant as approved by the Board. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 11/13/2023 : BDA-23-00307 08:52 AM 11/16/2023 Page 1 of 2 Company Contra Costa County Budget Template Operating Budget : FY2023-24 Operating Budget Budget FY2023-24 Operating Budget Organizing Dimension Type Amendment ID BDA-23-00307 Amendment Date 11/13/2023 Description Appropriate new revenue from federal grant TAY diversion program Amendment Type Appropriation / Estimated Revenue Adjustment Balanced Amendment Yes Entry Type Mid-Year Adjustments Status In Progress Budget Amendment Entries Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 9551:FED AID CRIME CONTROL 2800 DISTRICT ATTORNEY ADMIN (Home Org) 2843 RESTORATIVE JUSTICE 100300 GENERAL $0.00 $1,000,000.00 Increase new revenue from federal grant Critical : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 1011:PERMANENT SALARIES 2800 DISTRICT ATTORNEY ADMIN (Home Org) 2843 RESTORATIVE JUSTICE 100300 GENERAL $431,000.00 $0.00 Appropriate portion of new revenue through personnel expenditure Critical : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 2310:NON CNTY PROF SPCLZD SVCS 2800 DISTRICT ATTORNEY ADMIN (Home Org) 2843 RESTORATIVE JUSTICE 100300 GENERAL $569,000.00 $0.00 Expend portion of new revenue through contracting Critical : - Home Org on Budget Line Not Equal Initiator's Home Org Process History Process Step Status Completed On Due Date Person (Up to 5)All Persons Comment Budget Amendment Event Budget Amendment Event Step Completed 11/13/2023 10:31:44 AM 11/14/2023 Siwen Carlisle 1 Budget Amendment Event Review Budget Amendment Not Required 11/14/2023 0 Budget Amendment Event Approval by Department Approver – Budget Amendment Approved 11/13/2023 01:34:57 PM Daniel Wallace (Department Approver – Budget Amendment) 1 View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 11/13/2023 : BDA-23-00307 08:52 AM 11/16/2023 Page 2 of 2 Process Step Status Completed On Due Date Person (Up to 5)All Persons Comment Budget Amendment Event Approval by Budget Specialist (Auditor Office) Awaiting Action Analiza Pinlac (Budget Specialist (Auditor Office)) 3 Xia Zhang (Budget Specialist (Auditor Office)) Yesenia Campos (Budget Specialist (Auditor Office)) 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 23-645 Name: Status:Type:Consent Resolution Passed File created:In control:10/3/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:ADOPT Resolution No. 23-645 to approve and authorize the Employment and Human Services Director, or designee, to execute an amendment with the California Department of Community Services and Development to accept additional funds in an amount not to exceed $16,586 for a new payment limit of $4,753,209 for the Low-Income Home Energy Assistance Program with no change to the term November 1, 2022 through June 30, 2024. (100% Federal) Attachments: Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS12/12/2023 1 Pass To: Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:2023-2024 California Department of Community Services and Development, Low Income Home Energy Assistance Program Amendment 2 ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT a resolution to approve and authorize the Employment and Human Services Director, or designee, to execute an amendment with the California Department of Community Services and Development to accept additional funds in the amount $16,586 with a new payment limit $4,753,209 for the Low-Income Home Energy Assistance Program and no change to the term November 1, 2022 through June 30, 2024. FISCAL IMPACT: 100% federally funded, all of which has been budgeted in FY 2023-2024. No County match requirement. CFDA/AL# 93.568 State Agreement Number: 23B-5005 Amend 2 County Contract number: 39-806-54 BACKGROUND: The Board of Supervisors approved the original revenue agreement to accept funds for the Program Year 2023- 2024 in the amount of $3,367,278 on December 6, 2022 (C.25). On June 13, 2023, (C.91) the Board approved a resolution to accept Amendment 1 increasing allocation in the amount of $1,369,345 to the total budget. This CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 4 powered by Legistar™ File #:RES 23-645,Version:1 staff report is to approve the final allocation of the 2023 LIHEAP Agreement that CSD is releasing to increase the payment limit by $16,586 to a new payment limit of $4,753,209. The additional funding is to provide services to more eligible residents for the Low-Income Home Energy Assistance Program, all of which has already been earmarked for specific applicants. The first priority for services is to households with the following vulnerable populations: young children (ages five years or under), disabled, and elderly persons (ages 60 years or older). Since the execution of the 2023 LIHEAP agreement, 2,268 residents have received energy bill assistance and 172 homes have received weatherization services. CHILDREN’S IMPACT STATEMENT: LIHEAP funding supports one of the community outcomes established in the Children's Report Card, #4 "Families that are Safe, Stable and Nurturing" by the provision of home energy assistance to keep households warm in winter and to increase household energy efficiency. CONSEQUENCE OF NEGATIVE ACTION: If not approved, the County may not provide services to eligible residents for LIHEAP in Contra Costa County to meet their energy needs. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 4 powered by Legistar™ File #:RES 23-645,Version:1 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board IN THE MATTER OF 2023-2024 California Department of Community Services and Development (CSD), Low Income Home Energy Assistance Program (LIHEAP) Amendment 2. WHEREAS, the Board of Supervisors approved the original revenue agreement to accept funds for the Program Year 2023-2024 in the amount of $3,367,278 on December 6, 2022 (C.25), and WHEREAS, on June 13, 2023, (C.91) the Board approved a resolution to accept Amendment 1 increasing allocation in the amount of $1,369,345 to the total budget, and WHEREAS, this Staff Report is to approve the increase of payment limit by $16,586 to a new payment limit of $4,753,209, and WHEREAS, additional funding is to provide services to additional residents that are eligible for the Low- Income Home Energy Assistance Program, and WHEREAS the County routinely receives funding from CSD wherein County provides energy bill assistance payments and/or Weatherization services to county residents who are income eligible through the Low-Income Home Energy Assistance Program (LIHEAP) and the Energy Crisis Intervention Program (ECIP), and WHEREAS, first priority for services is to those households with the following vulnerable populations: young children (ages five years or under), disabled, and elderly persons (ages 60 years or older), and WHEREAS, since the execution of the 2023 LIHEAP agreement, 2,268 residents have received energy bill assistance and 172 homes have received weatherization services. NOW, THEREFORE, BE IT RESOLVED that the Board of Supervisors ADOPT a resolution to approve and authorize the Employment and Human Services Director, or designee, to execute an amendment agreement with the California Department of Community Services and Development to accept additional funds an amount of $16,586 with a new payment limit of $4,753,209 for the Low-Income Home Energy Assistance Program with no change to contract term. CONTRA COSTA COUNTY Printed on 1/10/2024Page 3 of 4 powered by Legistar™ File #:RES 23-645,Version:1 CONTRA COSTA COUNTY Printed on 1/10/2024Page 4 of 4 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 23-644 Name: Status:Type:Consent Resolution Passed File created:In control:11/30/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:ADOPT Resolution No. 23-644 to approve and authorize the Employment and Human Services Director, or designee, to execute a revenue agreement with the State of California Department of Community Services and Development, in an amount not to exceed $3,626,977 for the Low Income Home Energy Assistance Program, for the period November 1, 2023 through June 30, 2025. (100% Federal) Attachments: Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS12/12/2023 1 Pass To: Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:2024-2025 State of California Department of Community Services and Development, Low Income Home Energy Assistance Program ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT a resolution to approve and authorize the Employment and Human Services Director, or designee, to execute a revenue agreement with the State of California Department of Community Services and Development, in an amount not to exceed $3,626,977 for the Low Income Home Energy Assistance Program, for the period November 1, 2023 through June 30, 2025. FISCAL IMPACT: EHSD will receive $3,626,977, which will be 100% Federally funded. There is no required County match requirement. BACKGROUND: The Employment and Human Services Department (EHSD) received notification from the State Department of Community Services and Development (CSD) on October 25, 2023, to execute the 2024 Low Income Home Energy Assistance Program (LIHEAP) Agreement 24B-5005. The County routinely receives funding from CSD wherein Contra Costa County provides energy bill assistance payments and/or Weatherization services to residents who are income eligible through LIHEAP and the Energy CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 3 powered by Legistar™ File #:RES 23-644,Version:1 Crisis Intervention Program (ECIP). The program offers energy saving measures to Contra Costa residents to assist with home energy efficiency. Residents may also qualify for the Utility Assistance Program, which provides credit on their energy bills. Priority for services is to those households with the lowest income and highest energy burden. LIHEAP priority is to service those households with the following vulnerable populations: young children (ages five years or under), disabled, and elderly persons (ages 60 years or older). CONSEQUENCE OF NEGATIVE ACTION: If not approved, the County may not provide services to eligible residents for LIHEAP in Contra Costa County to meet their energy needs. THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board IN THE MATTER OF 2024-2025 State of California Department of Community Services and Development, Low Income Home Energy Assistance Program. WHEREAS, the Employment and Human Services Department (EHSD) received notification from the State Department of Community Services and Development (CSD) on October 25, 2023, to execute the 2024 Low Income Home Energy Assistance Program (LIHEAP) agreement 24B-5005, and WHEREAS, the County routinely receives funding from CSD wherein Contra Costa County provides energy bill assistance payments and/or Weatherization services to residents who are income eligible through LIHEAP and the Energy Crisis Intervention Program (ECIP), and WHEREAS, the program offers energy saving measures to Contra Costa residents to assist with home energy efficiency, and WHEREAS, residents may also qualify for the Utility Assistance Program, which provides credit on their energy bills, and WHEREAS, first priority for services are to those households with the lowest income and highest energy burden, and WHEREAS, LIHEAP priority is to service those households with the following vulnerable populations: young children (ages five years or under), disabled, and elderly persons (ages 60 years or older). NOW, THEREFORE, BE IT RESOLVED that the Board of Supervisors ADOPT a resolution to approve and authorize the Employment and Human Services Director, or designee, to execute an agreement with the State of California Department of Community Services and Development, in an amount not to exceed $3,626,977 for the Low Income Home Energy Assistance Program, for the period of November 1, 2023 through June 30, 2025. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 3 powered by Legistar™ File #:RES 23-644,Version:1 CONTRA COSTA COUNTY Printed on 1/10/2024Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1143 Name: Status:Type:Consent Item Passed File created:In control:8/29/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the Purchasing Agent or designee, to execute on behalf of the Employment and Human Services Department, a purchase order with Absorb Software Inc., in an amount not to exceed $193,910 effective upon execution and for two years thereafter. (6% County, 35% State, 59% Federal) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:Purchase Order with Absorb Software Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent or designee, to execute on behalf of the Employment and Human Services Department, a purchase order with Absorb Software Inc., in the amount not to exceed $193,910 effective upon execution of the purchase order and for two years thereafter. FISCAL IMPACT: Approval of this action will result in expenditures of up to $193,910 over a 24-month period ($96,955 in budgeted expenditures for Fiscal Year (FY) 23/24 and the remaining funds to be budgeted in FY 24/25, in an amount not to exceed $96,955); and will be funded by County $11,634.60 (6%), State $67,868.50 (35%), Federal $114,406.90 (59%). BACKGROUND: Since 2013, the Employment and Human Services Department (EHSD) has used a Learning Management System (LMS) hosted by Cornerstone OnDemand, Inc. Through a competitive solicitation process per Administrative Bulletin 600.3, EHSD has selected Absorb Software as the next LMS vendor. Absorb Software provides a state-of-the-art LMS that is intuitive and thorough so EHSD can assure that all mandated training and certifications remain current. The Terms and Conditions of the purchase order include a CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1143,Version:1 Mutual Indemnification and a Limitation of Liability provision, approved by County Counsel. CONSEQUENCE OF NEGATIVE ACTION: EHSD’s purchase order for the current LMS system, Cornerstone OnDemand, expires on March 30, 2024. Without the purchase of Absorb software, EHSD will not have access to an online training platform. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1144 Name: Status:Type:Consent Item Passed File created:In control:9/25/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to accept funding in an amount not to exceed $4,283,850 from the California Department of Social Services and California Department of Education for one-time per child stipends for childcare providers caring for children receiving a state child subsidy. (100% Federal) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:ARPA Child Care Stabilization Funds - AB 110 ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to accept the funding in an amount not to exceed $4,283,850 from the California Department of Social Services and California Department of Education for a one-time per child stipends for childcare providers caring for children receiving a state child subsidy. FISCAL IMPACT: Additional federal revenue of $4,283,850 which is 100% federal funded by California Department of Social Services (CDSS) and California Department of Education (CDE). The additional revenue and expenditure will be reflected in future Appropriations and Revenue Adjustment. $141,812 is for CalWORKs Stage 2 (C2AP) $272,008 is for California Alternative Payment Program (CAPP) $3,798,310 is for California State Preschool (CSPP) $71,720 is for General Child Care and Development (CCTR) AL # 95.575 BACKGROUND: Employment and Human Services Department (EHSD) received stipend allocations from both California CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 3 powered by Legistar™ File #:23-1144,Version:1 Department of Social Services (CDSS) and California Department of Education (CDE) and a temporary rate increase from CDE. This Staff Report is to accept the funding from CDSS and CDE in the amount not to exceed $4,283,850. These stipends are being funded in part by American Rescue Plan Act (ARPA) of 2021 (Public Law 117-2) Child Care Stabilization funds in accordance with federal requirements for Child Care Stabilization Grants appropriated pursuant to ARPA. Pursuant to AB 110 (Chapter 4, Statutes of 2023), childcare and development contractors and providers serving children receiving specified state-subsidized childcare services will receive a flat-rate, reimbursement rate supplements to child care and development. Stipends will be dispersed to programs in the amount of $440 per child enrolled in California Department of Social Services (CDSS) for Stage Two Alternative Payment (C2AP), California Alternative Payment Program (CAPP), General Child Care and Development (CCTR), and in the amount of $1442 per child enrolled in California Department of Education (CDE) for California Preschool Program (CSPP). Eligibility on payments are based on April 2022 801A enrollment data and submission of an updated ARPA survey prior to August 15, 2023. CDSS has contracted the Foundation for California Community Colleges (FCCC) to issue and distribute the stipend funding to contractors. The Employment and Human Services Department (EHSD) received a payment of $413,820 in August 2023 from FCCC for CalWORKS Stage Two Alternative Payment (C2AP) and California Alternative Payment Program (CAPP), and $71,720 will be received for General Child Care and Development (CCTR). EHSD as a contractor responsible to distribute stipends to C2AP and CAPP providers should receive an additional allocation for administrative cost. CDE is to issue stipends in the amount of $3,798,310 which is to provide additional financial support to CSPP contractors. The CDE utilized April 2022 enrollment data submitted on the Child Development Management Information System (CDMIS) CDD-801A Report for a funding allocation of $1,054,102. Additionally, AB 110 (Chapter 4, Statutes 2023) authorizes CDE to issue temporary rate increases that exceeds existing rates pursuant to Education Code Section 8242(c)(1) and the reimbursement rate supplements described in AB 185 Section 51 (Chapter 571, statutes of 2022). These funds are to mitigate the 2022-2023 cost -of-living adjustment that was only distributed to contractors whose FY 2022-23 contract reimbursement rate was based on the rate as of December 31, 2021. Contra Costa County Employment and Human Services reimbursement rate increases from $74.97 to $84.06 for children enrolled in CSPP. The payment amount associated with this allocation is $2,744,208. EHSD intends to allocate the funding proportionally to EHSD Directly Operated Centers, Childcare Partner agencies, and based on their respective April 2022 enrollment data in CSPP programs. The stipends are financial relief meant to help with hardships caused by the COVID-19 pandemic. There were increased operational costs for the childcare providers to keep children and staff safe, but often with reduced revenue due to capacity limitations. Through these funds, EHSD will provide stipends to its existing contracted partner agencies including Young Men’s Christian Association of the East Bay, Little Angels, San Ramon Valley Unified School District, We Care, Tiny Toes, Richmond Elementary School Inc., KinderCare Learning Centers LLC. CHILDREN’S IMPACT STATEMENT: The Community Services Bureau of the Employment and Human Services Department’s Head Start program 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 CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 3 powered by Legistar™ File #:23-1144,Version:1 throughout Contra Costa County. CONSEQUENCE OF NEGATIVE ACTION: If not approved, funding to childcare providers in Contra Costa County will be forfeited . CONTRA COSTA COUNTY Printed on 1/10/2024Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1145 Name: Status:Type:Consent Item Passed File created:In control:11/30/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to apply for the Continued Funding Application from California Department of Education, and to accept a total payment limit not to exceed $22,380,205 for the California State Preschool Program services for the period July 1, 2024 through June 30, 2025. (100% State) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Report Title:Continued Funding Application from California Department of Education for the California State Preschool Program Services ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to apply for the Continued Funding Application from California Department of Education, and to accept a total payment limit not to exceed $22,380,205 for the California State Preschool Program services for the period July 1, 2024, through June 30, 2025. FISCAL IMPACT: If awarded, the Employment and Human Services Department will receive $22,380,205, which will be 100% funded by State of California Department of Education. There is no County match required. BACKGROUND: California State Preschool Program (CSPP) funded by the California Department of Education (CDE) is a state program that promotes the school readiness of children ages three (3) through five (5) years old from low- income families. CSPP provides a learning environment that supports children’s growth in the following domains: language and literacy; cognition and general knowledge; physical development and health; social and emotional development; and approaches to learning. Children and families can access these through various service models including directly operated centers or community partner school/centers that children attend part CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1145,Version:1 or full day. CSPP funds are blended with Head Start funds to create full-day slots. CHILDREN'S IMPACT STATEMENT: This staff report supports three of the community outcomes established in the Children’s Report Card: 1) “Children Ready for and Succeeding in School” 3) “Families that are Economically Self-sufficient”: and 4) Families that are Safe, Stable, and nurturing” by offering comprehensive services, including high quality early childhood education, nutrition, and health services to low-income children throughout Contra Costa County. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, the County will not receive funding to operate California State Preschool Programs. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1146 Name: Status:Type:Consent Item Passed File created:In control:12/5/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:ACCEPT the recommended changes to the Council on Homelessness bylaws, as recommended by the Family and Human Services Committee. Attachments:1. COH Bylaws-Redline Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Family & Human Services Committee Report Title:Changes to Council on Homelessness Bylaws ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT the recommended changes to the Council on Homelessness bylaws, as recommended by the Family and Human Services Committee. FISCAL IMPACT: There is no fiscal impact for this action. BACKGROUND: As an Advisory Board of the Board of Supervisors and to the Continuum of Care, the Council on Homelessness (COH) assists and provides guidance in the development and implementation of long-range planning and policy formulation of homeless issues in Contra Costa County. On November 27, 2023, the Family and Human Services Committee (FHS) received a presentation from the COH, accepted the changes to the COH bylaws, and directed staff to forward the revised Bylaws to the Board of Supervisors for their approval. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, the Bylaws will not be updated as approved by FHS. CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1146,Version:1 CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ Contra Costa Council on Homelessness Contra Costa Council on Homelessness Governance Charter & Bylaws – Draft Revisions as of 114/148/2328/10/23 Page 1 Contra Costa Council on Homelessness Governance Charter & Bylaws Approved and Adopted by the Contra Costa Council on Homelessness on 1/19/23 Approved and Adopted by the Contra Costa Board of Supervisors on 12/13/22 Proposed revisions adopted by the CoC Governance Committee on 5/25/23 Governance Charter ........................................................................................................................ 3 Article I. Purpose ......................................................................................................................... 3 Section 1. Overview ................................................................................................................ 3 Section 2. Background ............................................................................................................ 3 Article II. Structure ................................................................................................................................. 3 Section 1. Contra Costa County Continuum of Care ............................................................... 3 Section 2. Council on Homelessness ....................................................................................... 4 Section 3. Collaborative Applicant & Administrative Entity ...................................................... 4 Bylaws ............................................................................................................................................. 5 Article I. Name of the Continuum of Care and the Contra Costa Council on Homelessness ....... 5 Section 1. Contra Costa Continuum of Care ........................................................................... 5 Section 2. Contra Costa Council on Homelessness ................................................................. 5 Article II. Overview and Mission ................................................................................................. 5 Article III. Council on Homelessness Responsibilities ................................................................. 6 Section 1. Functions and Tasks ............................................................................................... 6 Section 2. Transparency and Equitable Practices ................................................................... 8 Article IV. Council Membership and Committees ...................................................................... 9 Section 1. Eligibility ................................................................................................................. 9 Section 2. Membership ........................................................................................................... 9 Contra Costa Council on Homelessness Contra Costa Council on Homelessness Governance Charter & Bylaws – Draft Revisions as of 114/148/2328/10/23 Page 2 Section 3. Selection Process ................................................................................................. 10 Section 4. Ongoing Support .................................................................................................. 11 Section 5. Officers ................................................................................................................. 10 Section 6. When A Seated Member No Longer Meets the Eligibility Criteria ...................... 11 Section 7. Meetings and Attendance ................................................................................... 11 Section 8. Voting Members................................................................................................... 12 Section 9. Amendment and Review ...................................................................................... 12 Section 10. Committee Structure and Operations ................................................................ 12 Section 11. Council Staffing and Recordkeeping ...................................................................... 13 Article V. Conduct & Conflict of Interest ................................................................................... 14 Section 1. Code of Conduct................................................................................................... 14 Section 2. Conflict of Interest ............................................................................................... 14 Appendix: Contra Costa County Continuum of Care Timeline ...................................................... 15 Contra Costa Council on Homelessness Contra Costa Council on Homelessness Governance Charter & Bylaws – Draft Revisions as of 114/148/2328/10/23 Page 3 Governance Charter Article I. Purpose Section 1. Overview This charter identifies the purpose, composition, responsibilities, and governance of the Contra Costa County Continuum of Care (hereinafter referred to as the CoC). For the history and evolution of the CoC, including naming conventions, relationships to other bodies, and strategic plans, please refer to the Timeline in the Appendix. Section 2. Background The U.S. Department of Housing and Urban Development (HUD) sets specific responsibilities for communities that receive funds through the Homeless Continuum of Care Program (“CoC Program”) under the Homeless Emergency Assistance and Rapid Transition to Housing Act (HEARTH Act). HUD’s 2012 HEARTH Interim Rule at 24 C.F.R. Part 578 (Interim Rule) states that the CoC Program is designed to address homelessness through a coordinated community -based process of identifying needs and building a system of housing and services to address those needs. This system must include, at minimum, outreach, engagement and assessment; shelter housing and supportive services; and homelessness prevention strategies. Under the Interim Rule, the CoC is established as the planning body responsible for meeting the CoC Program goals and ensuring the system includes the necessary resources for the community. The purpose of the CoC Program is to: • Promote communitywide commitment to the goal of ending homelessness; • Provide funding for efforts by nonprofit providers, States and local governments to quickly re-house individuals, including unaccompanied youth, and families experiencing homelessness, while minimizing the trauma and dislocation caused to those persons by homelessness; • Promote access to and the effective use of mainstream programs by individuals and families experiencing homelessness; and • Optimize self-sufficiency among individuals and families experiencing homelessness. Article II. Structure Section 1. Contra Costa County Continuum of Care A. Contra Costa County provides coordinated housing and services to the community through public-private partnerships and collaborations, which function as a Continuum of Care (CoC). The CoC includes community members, housing and services providers, a governing body (Council on Homelessness), and an administrative entity and staff (Contra Costa Health Services’ Health, Housing, and Homeless Services Division). The CoC in Contra Costa is formally known as the Contra Costa County Continuum of Care. B. The CoC has been established and operates in compliance with HUD regulations, including: Contra Costa Council on Homelessness Contra Costa Council on Homelessness Governance Charter & Bylaws – Draft Revisions as of 114/148/2328/10/23 Page 4 1. Published agendas and meeting minutes, and 2. Monitoring reports of recipients and subrecipients. Section 2. Council on Homelessness Each CoC must establish a board to act on its behalf. The board established by the Contra Costa CoC is the Council on Homelessness (“CoH” or “Council”). The Council: A. Is compliant with HUD’s conflict of interest requirements, including documentation of a conflict of interest policy signed by all Council members; B. Maintains bylaws governing the operation of the CoC; C. Maintains a board roster (including Council members’ affiliations/representation(s)); D. Establishes and guides administration of CoC and Emergency Solutions Grant (ESG) funding processes in compliance with state and federal requirements, including HUD requirements. Section 3. Collaborative Applicant & Administrative Entity Contra Costa Health, Housing, and Homeless Services, a division of the Contra Costa County Health Services Department (a county governmental entity), is the collaborative applicant for the Contra Costa Continuum of Care (CoC). The collaborative applicant’s role is to: A. Function as the Collaborative Applicant and Administrative Entity designated by the CoC to apply for and administer program funds for the CoC; B. Apply for HUD CoC planning funds on behalf of the CoC; C. Submit the consolidated application for HUD CoC funds; D. Develop a governance charter with the CoC; and E. Assist the Council and CoC comply with State and HUD CoC Program regulations, as designated by the Council. Contra Costa Council on Homelessness Contra Costa Council on Homelessness Governance Charter & Bylaws – Draft Revisions as of 114/148/2328/10/23 Page 5 Bylaws Article I. Name of the Continuum of Care and the Contra Costa Council on Homelessness Section 1. Contra Costa Continuum of Care The name of this Continuum of Care (CoC) shall be the Contra Costa Continuum of Care, herein referred to as the Continuum of Care or the CoC. The Contra Costa Continuum of Care includes the full general membership of all community members committed to our guiding principle. Section 2. Contra Costa Council on Homelessness The name of this Continuum of Care’s governing body shall be the Contra Costa Council on Homelessness, herein referred to as the Council on Homelessness, the Council, or the CoH. The Council is comprised of the members serving in the seats outlined in Article IV. Council Membership and Committees. Article II. Overview and Mission The Council is committed to the Housing First approach, and has established this Guiding Principle: “Homelessness is first a housing issue, and necessary supports and services are critical to help people remain housed. Our system must be nimble and flexible enough to respond through the shared responsibility, accountability, and transparency of the community.” The Contra Costa Council on Homelessness is appointed by the Board of Supervisors to provid e advice and input on the operations of homeless services, program operations, and program development efforts in Contra Costa County. Further, the Council on Homelessness establishes the local process for applying for, reviewing, and prioritizing project applications for funding in U.S. Department of Housing and Urban Development (HUD) Homeless Assistance Grant Competitions, including the Continuum of Care (CoC) Program and the Emergency Solutions Grant (ESG) Program. The Contra Costa Council on Homelessness is committed to centering the voices of people with lived experience of homelessness in matters of planning, policy development, strategy implementation, and communication to prevent and end homelessness. Article III. Council on Homelessness Responsibilities Section 1. Functions and Tasks The Contra Costa Council on Homelessness is the planning body that coordinates the community’s policies, strategies, and activities toward preventing and ending homelessness in Contra Costa County, California. It is a regional, year -round collective planning body of stakeholders ranging from people with lived experience of homelessness to non -profit service Contra Costa Council on Homelessness Contra Costa Council on Homelessness Governance Charter & Bylaws – Draft Revisions as of 114/148/2328/10/23 Page 6 providers to local governmental entities. The Council’s work includes gathering and analyzing information in order to determine the local needs of people experiencing homelessness, implementing strategic responses, educating the community on homelessness, providing advice and input on the operations of the homeless system of care, and measuring the performance of the homeless system of care as it relates to serving people experiencing homelessness in Contra Costa County. The responsibilities of the Council include the development and implementation of all procedures and policies needed to comply with the HEARTH Act and relevant HUD regulations and guidance (see 24 C.F.R §578.7). The Council must consult with recipients of CoC and ESG funds within Contra Costa County and other homeless service providers to coordinate care. Further, it is the role of the Council to provide oversight and take direct action in the following areas: A. COUNCIL ON HOMELESSNESS PLANNING 1. Policies and Procedures i. In consultation with the collaborative applicant and the HMIS Lead, develop, follow, and update annually the Contra Costa County Continuum of Care Governance Charter and Council on Homelessness Bylaws, subject to approval by the County Board of Supervisors. ii. Vote on any action items that arise at Council on Homelessness meetings that are on the agenda and within the Council’s jurisdiction. iii. Review, rank, and recommend CoC and ESG Program Applications for submission to the Board of Supervisors, the California Department of Housing and Community Development, and HUD. 2. Systems Development i. Implement a coordinated entry system focusing on quality assurance, access, interdependency between programs and interdependency between programs and clients, and addressing barriers. ii. Develop and implement written standards for providing CoC assistance, including written policies and procedures as required by HUD. 3. Data, Analysis, and Evaluation i. Point-in-Time Count Plan for and conduct, at least biennially, a point-in-time count of homeless persons within Contra Costa County that meets HUD requirements, including a housing inventory of shelters, transitional housing, and permanent housing reserved for individuals and families experiencing homelessness, in general, and chronically homeless persons and veterans, specifically, as HUD requires. ii. HMIS Design and operate the Contra Costa County Homeless Management Information System (Contra Costa HMIS) Project. Designate a single HMIS Contra Costa Council on Homelessness Contra Costa Council on Homelessness Governance Charter & Bylaws – Draft Revisions as of 114/148/2328/10/23 Page 7 lead agency. Ensure consistent participation in HMIS by recipients and subrecipients, and that the HMIS is administered pursuant to all HUD requirements. In compliance with Sub-part B of the HUD Interim Rule on the Continuum of Care Program (24 C.F.R. Part 578) and the HMIS requirements, the HMIS Governance Charter, Policies and Procedures, and the Data Security, Quality, and Client Data and Privacy Plans outline specific details as to the relationship between the Council on Homelessness and the collaborative applicant, namely the Contra Costa Health Services’ Division of Health, Housing and Homeless Services. These Bylaws fully incorporate those standards, policies, and plans. iii. Performance Measurement Develop performance measures that can be used to inform a variety of tasks, including CoC Program competition project scoring and reporting; determining how federal, state, and local funds should be utilized; and creating a responsive system that provides constructive support promoting efficiency by analyzing and responding to gaps in housing and service interventions offered in the system. Additionally, the Council will: 1. Set targets that focus on real change and are meaningful (relevant to the desired impact), measurable, realistic (adaptable and flexible), and regularly assessed. 2. Consult with recipients and subrecipients, evaluate their performance, and initiate corrective action with poor performers. iv. Conduct an initial comprehensive assessment in coordination with ESG Program, and then annually conduct a gaps analysis of the needs of people experiencing homelessness, as compared to available housing and services within Contra Costa County. v. Facilitate and support the reporting of outcomes of CoC and ESG programs to HUD in coordination with the Collaborative Applicant. B. FUNDING COORDINATION 1. Facilitate and support the development of funds and resources for services for individuals and families experiencing homelessness in Contra Costa County in partnership with local jurisdictions located in Contra Costa County. Specifically, the Council will: i. Provide information required to complete the Consolidated Plan(s) within Contra Costa County. ii. Consult with State and local government ESG recipients within Contra Costa County on the plan for allocating ESG funds and reporting on and evaluating the performance of ESG recipients and subrecipients. Further, in consultation with recipients of ESG funds within Contra Costa County, establish and consistently follow written standards for providing homeless services and housing assistance. Contra Costa Council on Homelessness Contra Costa Council on Homelessness Governance Charter & Bylaws – Draft Revisions as of 114/148/2328/10/23 Page 8 C. COMMUNITY ENGAGEMENT 1. Encourage and develop public understanding and education on homelessness and housing issues and effective approaches to prevent and end homelessness. 2. Advise the Board of Supervisors, the Health Services Director, and the Health, Housing, and Homeless Services Director, on the needs of people experiencing homelessness and matters of urgency regarding homelessness. Specifically, the Council will: i. Provide information and education about the causes of and solutions to homelessness to the Board of Supervisors and cities located in Contra Costa County. 3. Make recommendations about long-range planning and policy formulation to the Board of Supervisors and cities located in Contra Costa County. Section 2. Transparency and Equitable Practices The Council encourages all community members to apply for a seat on the Council, participate in community meetings, group discussions, committees and working groups, and make recommendations to the Council aimed at preventing and ending homelessness. The Council aims to ensure a diverse population of community members contributes to deliberations and decision-making— including people with lived experience of homelessness. It is the Council’s objective to include and engage as broad a representation as possible of people of various abilities, ages, sexual and gender identities, immigration statuses, involvement with the criminal legal system, and racial, ethnic, and cultural backgrounds, and geographical representation within the County. To align with this effort, the Council conducts an annual recruitment effort by advertising open positions. Further, all interested persons are encouraged to attend meetings, provide input, and voice concerns to the Council. The Council is committed to developing and maintaining a diverse membership that reflects , as closely as possible, the demographics of the people experiencing homelessness in the County. In particular, the Council will endeavor to have significant representation of people with lived experience of homelessness and Black, Indigenous, and People of Color (BIPOC). The Council will endeavor to have at least one (1) Council member with lived experience of homelessness serving on each committee and working group. The Council’s composition will be reviewed annually in furtherance of its goal to reflect the current demographics of people experiencing homelessness in Contra Costa County. CoC membership is open to any interested party, and is defined as participation in at least one CoC, Council, or committee meeting per year. Further, anyone interested i n membership on the Council may submit an application in compliance with the process established by the Contra Costa County Board of Supervisors (see Article IV, Section 2 on Membership below for details). The Council follows all provisions of the Brown Act and the Better Government Ordinance in its conduct as a public body. Article IV. Council Membership and Committees Contra Costa Council on Homelessness Contra Costa Council on Homelessness Governance Charter & Bylaws – Draft Revisions as of 114/148/2328/10/23 Page 9 Section 1. Eligibility To be eligible for Council membership: A. Candidates and Council members must reside in or be employed in Contra Costa County. B. Candidates and Council members must demonstrate a professional interest in, or personal commitment to addressing and alleviating the impact of homelessness on the people of Contra Costa County. C. Candidates and Council members must be willing to sign and abide by the Code of Conduct and Conflict of Interest policy upon being seated as a Council member and annually thereafter. D. Meet criteria for the designated seat Unless specific qualifications are noted, individuals are eligible to serve in a seat with the following areas of representation if they work or volunteer in a role that provides services in the designated category. Individuals may also be eligible to serve in each area of representation if they work or volunteer for an agency that provides services in the designated category. Eligible candidates that also have lived experience of homelessness will be given priority in the application selection process. Section 2. Membership Membership on the Council will consist of the seats listed below. The Council will make an annual invitation to the public for new members to apply for open seats. Each seat will have a term of two years expiring in alternating years, with the following areas of representation: 1. Affordable Housing Developer – Must work for an affordable housing developer. 2. Behavioral Health Representative – Must work in the behavioral health field in Contra Costa County (i.e., peer support, clinician, system-level behavioral health planner, etc.). 3. City Government Seat – Must be an employee of a city or town located in Contra Costa County. This seat is not open to representatives elected to positions in Contra Costa County. 4. CoC/ESG Program Grantee – Must work with an agency receiving Continuum of Care and/or Emergency Solutions Grant funding in Contra Costa. 5. Community Member Seat – Must live or work in Contra Costa County. 6. Lived Experience Advisor #1 – Must have current or past experience of homelessness in Contra Costa County. 7. Lived Experience Advisor #2 – Must have current or past experience of homelessness in Contra Costa County. 8. Education and Vocational Services Representative – Must work for an agency providing educational and/or vocational services to individuals experiencing homelessness in Contra Costa County. 9. Federal Homeless and Housing Funding Administrator Representative – Must work for an agency in Contra Costa County that administers federal funding for homelessness and/or housing programs. Commented [MM1]: Previously “ Emergency Solutions Grants Representative” Contra Costa Council on Homelessness Contra Costa Council on Homelessness Governance Charter & Bylaws – Draft Revisions as of 114/148/2328/10/23 Page 10 10.Employment and Human Services Department (EHSD) Representative – Must work for the Contra Costa Employment and Human Services Department. 11.Faith Community Representative – Must have substantial experience as an employee, volunteer, or congregant of the County faith community. 12.Health Care Representative – Must have substantial experience with the Contra Costa County health care system. 13.Homeless Service Provider – Must work for an agency providing housing and/or services to individuals experiencing homelessness in Contra Costa County. 14.Public Housing Authority – Must be an employee of a Housing Authority in Contra Costa County. 15.Public Safety Representative – Must have substantial experience in the public safety field in Contra Costa County. 16.Reentry Services Representative – Must have substantial experience in the reentry field in Contra Costa County (i.e., services provider and/or correctional staff supporting individuals reentering the community after involvement with the criminal legal system). 17.Veterans Services Representative – Must be an employee of the Veterans Administration. 18.Youth Representative – Must be between the ages of 17 and 24 and have lived experience of homelessness in Contra Costa County. 19.Workforce Development Representative – Must have substantial experience in the workforce development field in Contra Costa County. Contra Costa Council on Homelessness Governance Charter & Bylaws – Draft Revisions as of 114/148/2328/10/23 Page 11 1.Affordable Housing Developer 2.Behavioral Health Representative 3.City Government Seat 4.CoC/ESG Program Grantee 5.Community Member Seat 5. Lived Experience Advisor #1* 5. Lived Experience Advisor #2* 5.Education and Vocational Services Representative 5.Emergency Solutions Grants Representative 5.Employment and Human Services Department (EHSD) Representative 5.Faith Community Representative 5.Health Care Representative 5.Homeless Service Provider 5.Public Housing Authority 5.Public Safety Representative 5.Reentry Services Representative 5.Veterans Services Representative 5. Youth Representative** 5. Workforce Development Representative * Lived Experience of homelessness is required to serve in this capacity. ** Any youth or young adult between the age of 17 and 24 at the time they were appointed by the Board of Supervisors and with lived experience of homelessness may serve in this capacity. All members are appointed by the Board of Supervisors and may have their appointments rescinded by majority vote of the Board of Supervisors. In addition to the seats that have already been designated, outreach will be made to obtain participation in COH meetings and activities from groups including, but not limited to, the following: •Affordable housing developers •Agencies that serve survivors of human trafficking •Community Development Block Grant (CDBG) /Home Investments Partnerships Program (HOME) / Emergency Solutions Grant (ESG) entitlement jurisdictions •Disability advocates •Disability service organizations •Domestic violence advocates •EMS emergency medical services/crisis response teams •Hospitals •Individuals with current or past lived experience of homelessness •Law enforcement •LGBTQIA+ advocates* •LGBTQIA+ service organizations •Local government staff/officials •Local jails •Mental health service organizations •Mental health advocates •Other homeless subpopulation advocates Contra Costa Council on Homelessness Governance Charter & Bylaws – Draft Revisions as of 114/148/2328/10/23 Page 12 •Public housing authorities •School administrators/homeless liaisons •Street outreach teams •Substance use advocates •Substance use service organizations •Victim service providers •Youth advocates •Youth homeless organizations *LGBTQIA+ stands for lesbian, gay, bisexual, transgender, questioning/queer, intersex, and agender/asexual and is also meant to be generally inclusive of those who don’t identify as heterosexual and cisgender. In addition to the above requirements, both public- and private-sector seats should, as much as possible, include representation from people with lived experience of the following subpopulations or from organizations or agencies who serve these subpopulations: families with children, persons experiencing chronic homelessness; persons with chronic substance use issues; persons with HIV/AIDS; persons with mental health challenges; seniors; veterans; survivors of domestic violence, dating violence, sexual assault, trafficking, and stalkin g; and youth and young adults with a lived experience of homelessness. Upon expiration of the term of a Council seat, the seat will be vacated and filled through the annual selection process. Council members whose seats expire are eligible to reapply for the seat they previously filled. If a seated Council member is unable to complete the two -year term, the Council may invite a replacement member, through the selection process, who shall serve out the remainder of the two-year term for that seat. As vacancies occur, the Council will fill seats in a way that prioritizes retaining institutional knowledge and representation of lived experience of homelessness. During a scheduled vacancy (i.e., when a seat term expires), if there is a delay in seating a new member, the Council may decide by majority vote to extend an outgoing member’s term until a successor is seated, provided that the outgoing member is agreeable. *LGBTQIA+ stands for lesbian, gay, bisexual, transgender, questioning/queer, intersex, and agender/asexual and is also meant to be generally inclusive of those who don’t identify as heterosexual and cisgender. Section 3. Selection Process The Council will review all eligible applications for open seats annually. The Council will recommend new members through majority vote. This selection process must be reviewed, updated, and approved by the CoC at least once every five (5) years as per 24 C.F.R. §578.7 (a)(3). Section 45. Officers The Council shall elect one Chair and one Vice-Chair to provide for the operation and conduct of business. Terms for the Officers shall be one year. Officers may serve no more than four consecutive terms in the same Council seat. The Council must take action to replace an Officer within three months from the date of vacancy or expiration of term. During the time the Council is acting to replace an Officer in a Council seat that has expired, the Officer may continue to serve in that role until the Council finds a replacement. The Chair of the Council shall provide oversight for the operation of the Council. The Chair shall Contra Costa Council on Homelessness Governance Charter & Bylaws – Draft Revisions as of 114/148/2328/10/23 Page 13 preside over meetings of the Council. The Chair may call for special meetings of the Council or its committees. If the Chair is absent, or the office is vacant, the Vice-Chair shall assume responsibility for the operation of the Council. Section 56. When A Seated Member No Longer Meets the Eligibility Criteria If a seated Council member no longer meets the eligibility criteria for the seat to which they are appointed, the Council: A. May request the Council member to submit a statement of resignation to the Council within 30 days of the change. B. May recommend to the Board of Supervisors the removal of the member and the subsequent appointment of an eligible Candidate selected by the Council. C. May, where there is no apparent candidate to fill the seat, continue the seated member’s participation, with or without limitation, until an eligible candidate is found. D. May, with no less than 10 business days’ notice to the Council member at issue, review the Council member’s membership status on the Council and vote to limit the Council member from further participation, until the Council member resigns or the Board of Supervisors removes the member. Section 67. Meetings and Attendance The Council will set an annual meeting schedule. The Council will meet monthly and the full membership of the Continuum of Care will convene quarterly with published agendas. Two absences, excused or unexcused, from the regularly scheduled Council meeting in any 12 - month period will warrant inquiry from the Council as to ability and interest of the individual in continuing as a member. Three unexcused absences within any 12-month period from time of appointment will result in a recommendation to the Board of Supervisors that this member be removed from the Council. Any Council member unable to attend a meeting should notify th e Chair of the Council or its administrative designee to request an excused absence. The Chair of the Council or its administrative designee will maintain attendance records, and notify the Council when two absences are recorded. Section 78. Voting Members A quorum of a majority of the appointed Council members is required for the conduct of business. Decisions must be made by an affirmative vote of a majority of Council members present during a Council meeting. Section 89. Amendment and Review The Council will review the Governance Charter and Bylaws at least annually and update and approve as needed. Amendment of the Council on Homelessness Governance Charter and Bylaws requires an Contra Costa Council on Homelessness Governance Charter & Bylaws – Draft Revisions as of 114/148/2328/10/23 Page 14 affirmative vote of two-thirds majority of current sitting Council members, provided that public notice of the scheduled vote on the amendment was provided at least two weeks prior to that Council meeting. Amendments must be submitted to the Contra Costa County Board of Supervisors for approval, and take effect only upon approval by the Board of Supervisors. Section 910. Committee Structure and Operations Overview Committees and Working Groups As per 24 C.F.R. §578.7 (a)(4) , the CoC must appoint additional committees, subcommittees or workgroups. The Council will have Standing Committees, Ad-Hoc Committees and Working Groups. All Council members are expected to participate in at least one Committee or Working Group for the calendar year or the duration of the Committee or Working Group, if it is a time limited Committee or Working Group . Each Committee and Working Group will develop its own strategy and approach to meet goals in alignment with the annual Council Workplan. Each Committee and Working Group will decide whether to designate a chair (who must be a Council member). Contra Costa Health, Housing, and Homeless Services Division (H3) of Contra Costa Health Services and/or their designee will provide support and coordination to all Committees and Working Groups. All Committees and Working Groups will strive to make decisions through consensus. Committees and Working Groups can independently provide feedback to the Council on Homelessness on the topics they are tasked with focusing on and conduct planning processes (e.g., work planning, establishing goals for an evaluation). All other items (e.g., establishing prioritization, developing or updating policy) must be brought to the Council on Homelessness for a vote. Standing Committees Standing Committees meet on a regular, ongoing basis and meetings are open to the public. Only the Council on Homelessness has the authority to create a Standing Committee. The creation, suspension, or dissolution of a Standing Committee does not require a revision to these Bylaws. 1. Oversight Committee – The purpose of the Oversight Committee is to oversee the annual monitoring process and review and assess the development, implementation, and improvement of the CoC and Coordinated Entry System. 2. Funding Committee – The purpose of the Funding Committee is to direct the community input process for time-sensitive federal and state funding streams, including the CoC/ESG programs administered by HUD. 3. HMIS Policy Committee – The purpose of the HMIS Policy Committee is to develop and share updates on the Homeless Management Information System (HMIS), including HMIS policies and practices, compliance, and troubleshooting. 4. PATH (Plan for Accelerating Transformative Housing) Innovations Committee – The purpose of the Path Innovations Committee is to work towards the Regional Action Plan goal of reducing unsheltered homelessness in Contra Costa County by 75% by 2024. 5. System Performance Measures Committee – The purpose of the System Performance Measures Committee is to develop and track CoC performance outcomes at the system Contra Costa Council on Homelessness Governance Charter & Bylaws – Draft Revisions as of 114/148/2328/10/23 Page 15 level, in alignment with HUD and local strategic objectives. 6. Policy Committee – The purpose of the Policy Committee is to monitor and r eview local, state, and federal policies that impact housing and homelessness in Contra Costa County. Ad-Hoc Committees Ad-Hoc Committees meet on an as-needed basis for a time-limited period. Ad-Hoc Committee meetings are open to the public. Only the Council on Homelessness has the authority to create an Ad-Hoc Committee. The creation, suspension, or dissolution of an Ad-Hoc Committee does not require a revision to these Bylaws. 1. Governance Committee – The purpose of the Governance Committee is to review and revise the Governance Charter and Bylaws on an annual basis to increase Council efficiency and impact. 2. Homelessness Awareness Month Committee – The purpose of the Homelessness Awareness Month Committee is to plan annual Homelessness Awareness Month activities. 3. CoC/ESG (Continuum of Care/Emergency Solutions Grant) Committee – The purpose of the CoC/ESG Committee is to support the preparation and submission of applications for funds administered by HUD, including the CoC Program. 4. Point in Time (PIT) Count Committee – The purpose of the PIT Count Committee is to oversee the annual Point in Time count of people experiencing homelessness in Contra Costa County. Working Groups The Council or Committees may form time-limited Working Groups to focus on specific tasks or projects. Working Groups are comprised of Council members and meetings are open to the public. Working Groups report to the body that formed it – either the full Council or a Committee. The creation, suspension, or dissolution of a Workin g Group does not require a Bylaws revision. Section 101. Council Staffing and Recordkeeping The Council on Homelessness is supported by Contra Costa Health, Housing, and Homeless Services Division (H3) of Contra Costa Health Services as outlined in the Governance Charter. The responsibilities of Contra Costa Health, Housing, and Homeless Services staff to the Council include: A. Storage of all Council and committee records, including agendas and minutes for all meetings; B. Presentation of annual reports to the Board of Supervisors or reports as called for by the Family and Human Services Committee; C. Implementation, administration, and management of the Contra Costa County homelessness response system, including the Coordinate d Entry System and Homeless Management Information System; D. Serving as the Collaborative Applicant and Administrative Entity designated by the CoC to apply for and administer program funds for the CoC; Contra Costa Council on Homelessness Governance Charter & Bylaws – Draft Revisions as of 114/148/2328/10/23 Page 16 All duties identified throughout these Bylaws that m ay be delegated to an administrative designee. Article V. Conduct & Conflict of Interest Section 1. Code of Conduct Each Council member will uphold certain standards of performance and good conduct and avoid real or apparent conflicts of interest. In order to prevent a conflict of interest, a Council member, chairperson, employee, agent, or consultant of the Council may not: A. Influence decisions concerning the selection or award of a grant or other financial benefit to an organization that the Council member, employee, officer, or agent has a financial or other interest in or represents, except for the Council itself. B. Solicit and/or accept gifts or gratuities by anyone for their personal benefit in excess of minimal value as defined by the California Fair Political Practices Commission (FPPC). C. Engage in any behavior demonstrating an actual conflict of interest or giving the appearance of any such conflict. D. Engage in violations of the law or unethical business practices, which includes any payments for illegal acts, indirect contributions, rebates, and bribery. Section 2. Conflict of Interest All Council members must file an initial and annual Conflict of Interest statement with the Chair of the Council or its administrative designee. Failure to file such a statement may result in the removal of a member. Contra Costa Council on Homelessness Governance Charter & Bylaws – Draft Revisions as of 114/148/2328/10/23 Page 17 Appendix: Contra Costa County Continuum of Care Timeline 1986 1987 Concerned community members begin drafting, “A Plan for Dealing with Homelessness in Contra Costa County”. 1991 The Task Force on Homelessness reports to the Board of Supervisors on Homelessness in Contra Costa County and includes Recommendations for Action. A symposium is held to address homelessness in Contra Costa County. 1994 1997 Contra Costa County Board of Supervisors mandates that a comprehensive, integrated plan for homeless services must be developed for the County. In response, the Ad Hoc Homeless Task Force is created to coordinate a countywide planning process and write the county’s first official Homeless Plan. The Board of Supervisors officially establishes the Homeless Continuum of Care Advisory Board (CoCB) under Board Order C.87. 1999 The CoCB meets to oversee the planning process, to review the original plan, and to update the 2001- 2006 Contra Costa Continuum of Care Homeless Plan. 2000 Contra Costa County begins the process of developing a new five-year Homeless Continuum of Care Plan. The CoCB coordinates the planning process. 2001 The plan is adopted. The CoCB is the lead agency for the Continuum of Care Planning Process, setting new objectives in response to changing circumstances. 2004 2003 The CoCB adopts by-laws that include assuming all previous functions of the Contra Costa Homeless Advisory Committee and the new responsibilities under federal and state regulation of the Homeless Continuum of Care Boards. The Board of Supervisors approves Ending Homelessness in Ten Years: A County-wide Plan for the Communities of Contra Costa County. This plan embraces key concepts of the Five Year Plan but does not replace it. HIJIDWG, a newly formed group, is charged with the implementation of the Ten Year Plan provisions. This group begins meeting regularly. 2005 On parallel tracks the CoCB and HIJIDWG continue to work towards ending homelessness, with similar issues and membership. 2008 2014 The CoCB and HIJIDWG merge to become the Contra Costa Interjurisdictional Council on Homelessness (CCICH). 2015 Using the ten-year plan as a foundation, CCICH develops a strategic plan update, Forging Ahead, outlining the guiding principle that homelessness is first a housing issue, and necessary supports and services are critical to help people remain housed. CCICH rebrands as the Council on Homelessness, adopting new by-laws and governance charter to reflect the role of the CoC and the Council. 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1147 Name: Status:Type:Consent Item Passed File created:In control:11/27/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:Acting as the governing body of the Contra Costa County Fire Protection District, APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the Fire Chief, a purchase order with CDW Government Inc., in an amount not to exceed $275,000, for the purchase of computer equipment for the period December 1, 2023 through November 30, 2024. (100% CCCFPD General Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Lewis Broschard, Chief, Contra Costa County Fire Protection District Report Title:Blanket Purchase Order for CDW ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: Acting as the governing body of the Contra Costa County Fire Protection District, APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the Fire Chief, to execute a blanket purchase order with CDW Government Inc., in an amount not to exceed $275,000, for the purchase of computer equipment for the period December 1, 2023, through November 30, 2024. FISCAL IMPACT: This is a budgeted expense within the approved FY 23-24 budget. The expenditure will be 100% funded by the Contra Costa County Fire Protection District General Fund. BACKGROUND: Within the last two years, the District has experienced significant growth, due to the annexation of the former East Contra Costa Fire Protection District and the contract with the City of Pinole. These major organizational changes and the introduction of the County’s new finance system, Workday, have increased the need to procure computer equipment that will enhance operational efficiency and effectiveness within the District through an agreement with an Information Technology distributor. The Fire District utilizes computer equipment such as tablets, laptops, desktop computers and the accompanying accessories in all of its operations from fire stations to administration. The District uses iPads on every apparatus to track and improve response time efficiency. The Fire Prevention Bureau uses tablets to CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1147,Version:1 provide real time billing and permit information to customers while at inspection sites. With a growing organization, the District requires replacement products throughout the year. Due to the dollar limit and new Purchasing guidelines placed into effect on June 27, 2023, this requisition was required to go out to bid on September 25, 2023. The Fire District received four bids in total by October 25, 2023, with the blanket purchase order awarded to CDW Government Inc. due to their ability to provide products within 24 hours in most cases, lack of shipping charges, and their sales support for products that come configured with the appropriate software. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, the Fire District would not be able to procure the necessary equipment within the desired timeframe which would affect operational efficiency and could potentially disrupt the District’s operations. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1148 Name: Status:Type:Consent Item Passed File created:In control:11/30/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:Acting as the governing body of the Contra Costa County Fire Protection District, APPROVE and AUTHORIZE the Fire Chief, or his designee, to execute a new Master Lease Agreement with PNC Bank, National Association for various vehicle purchases. (No fiscal impact) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Lewis Broschard, Chief, Contra Costa County Fire Protection District Report Title:Ambulance Purchase and Associated Lease-Purchase ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: Acting as the governing body of the Contra Costa County Fire Protection District, APPROVE and AUTHORIZE the Fire Chief, or designee, to execute a new Master Lease Agreement with PNC Bank, National Association due to its recent legal name change. FISCAL IMPACT: No fiscal impact. BACKGROUND: On December 9, 2014, the Board approved and authorized the Fire Chief, or designee, to enter into a Master Lease Agreement with PNC Equipment Finance, LLC; and on December 23, 2014, the Contra Costa County Fire Protection District ("District") entered into the Master Lease Agreement (the "MLA"). The MLA has been used 11 times to finance the purchase of ambulances, fire engines and ladder trucks. Earlier this year, the legal name of PNC Equipment Finance, LLC was changed to PNC Bank, National Association. A new MLA is needed for future lease-purchases, due to the new legal name. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved,the District will not be able to acquire ambulances,fire engines,and ladder trucks CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1148,Version:1 If this action is not approved,the District will not be able to acquire ambulances,fire engines,and ladder trucks using a lease-purchase agreement with PNC Bank, National Association. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1149 Name: Status:Type:Consent Item Passed File created:In control:11/30/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:Acting as the governing body of the Contra Costa County Fire Protection District, APPROVE and AUTHORIZE the Fire Chief, or designee, to execute a contract with Golden State Fire Apparatus in an amount not to exceed $2,200,00 for the manufacture and purchase of one Tractor Drawn Arial ladder truck; to execute a new lease schedule under the Master Lease Agreement with PNC Bank, National Association for an amount not to exceed $2,950,000; and to execute a four-party agreement among Golden State Fire Apparatus; PNC Bank, National Association; Pierce Manufacturing, Inc.; and the Contra Costa County Fire Protection District. (100% CCCFPD General Operating Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Lewis Broschard, Chief, Contra Costa County Fire Protection District Report Title:Fire Apparatus (Tiller) Acquisition and Lease-Purchase Program ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: Acting as the governing board of the Contra Costa Fire Protection District, 1. APPROVE and AUTHORIZE the Fire Chief, or designee, to execute a purchase contract with Golden State Fire Apparatus for the manufacture and sale of one (1) Tractor Drawn Arial (TDA) ladder truck in an amount not to exceed $2,200,000 including indemnity by the Contra Costa County Fire Protection District. 2. APPROVE and AUTHORIZE the Fire Chief, or designee, to execute a new lease schedule under the Master Lease Agreement with PNC Bank, National Association for an amount not to exceed $2,950,000 excluding finance charges, with annual payments not to exceed $295,000 and a term not to exceed ten years for the lease- purchase of the Pierce TDA ladder truck. 3. APPROVE and AUTHORIZE the Fire Chief, or designee, to execute a four-party agreement among Golden State Fire Apparatus; PNC Bank, National Association; Pierce Manufacturing, Inc.; and the Contra Costa County Fire Protection District regarding manufacture, delivery of the TDA ladder truck, and initiation of the lease. FISCAL IMPACT: CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 3 powered by Legistar™ File #:23-1149,Version:1 The proposed order of one (1) Tractor Drawn Aerial (TDA) ladder truck is valued at approximately $2,200,000, including sales tax and associated charges. The total cost of financing, at an annual interest rate of 6.26%, will not exceed $900,000. This rate is higher than in previous lease-purchase schedules in the MLA due to current market conditions and the federal elimination of tax-exempt municipal financing. The purchase price for the ladder truck will be paid by PNC Bank, National Association under the Master Lease Agreement. The annual payment amount will be approximately $295,000. The first payment in the ten-year lease schedule will be due in August 2024. All costs will be fully funded by the Contra Costa County Fire Protection District Operating Fund and will be included in the District's FY 2024-2025 budget. BACKGROUND: On December 9, 2014, the Board approved and authorized the Fire Chief to enter into a Master Lease Agreement with PNC Equipment Finance, LLC (“PNC”), and on December 23, 2014, the Contra Costa County Fire Protection District ("District") entered into the Master Lease Agreement (the "MLA") with PNC Equipment Finance, LLC. The MLA has been used multiple times to finance the purchase of engines, ladder trucks, rescues, and ambulances. A consent item on the December 12, 2023 Board agenda will formally acknowledge the name change of PNC Equipment Finance LLC to PNC Bank, National Association. The District now desires to finance the purchase of additional apparatus from Pierce by executing a new lease schedule under the MLA. While the District has made significant capital purchases of fire apparatus in recent years, the need exists to continue replacement of front line engines and trucks. As the District has expanded service across the district and opened additional stations, the demand for ladder truck service has increased. The District now operates seven (7) front line ladder trucks. These apparatus range in age and mileage. In addition to front line, the District maintains a number of reserve trucks. The recent February 2023 Walnut Creek incident involving Truck 1 has added significant stress to our reserve fleet as the reserve trucks are intended for short term use during routine maintenance intervals. Placing a reserve truck in front line service for extended periods of time places high stress on an already aged and high mileage vehicle. The best way to improve reliability on the reserve fleet is to replace front line trucks in order to have highly reliable reserves. This purchase accomplishes that goal. The National Fire Protection Association (NFPA) Standard 1901 (Standard for Automotive Fire Apparatus) and 1911 (Standard for the Inspection, Maintenance, Testing, and Retirement of In-Service Automotive Fire Apparatus) both recommend front-line apparatus be retired into a reserve status after 15 years of service. This is primarily for safety reasons. Older apparatus do not afford firefighters the same level of safety as modern apparatus do due to cab designs, as well as inherent safety features incorporated into modern fire apparatus design such as airbags, modern braking systems, and other considerations. The standards further recommend that all reserve apparatus be removed from service after no more than 25 years of total service. The standards comment on high use, mileage, and other factors as additional determinants to retire front-line apparatus sooner than 15 years. In our District, the high use and mileage of our front-line apparatus suggest retirement sooner than 15 years. The acquisition of the apparatus in this order will accomplish several objectives. The new apparatus will have a direct and immediate impact on the District's ability to provide increased reliability for emergency response, as compared to the existing fleet, with reduced out-of-service time for maintenance and repairs. The new apparatus will also have a direct and immediate impact on reducing maintenance costs now, and into the future as a result of not only the age of the apparatus but also the quality of the apparatus being acquired. The new apparatus will enable the District to comply with the recommendations of NFPA 1901 and 1911, increasing firefighter safety and fleet reliability. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 3 powered by Legistar™ File #:23-1149,Version:1 This additional investment in capital, on an annual basis, over the next ten years will enable the District to take another significant step forward in meeting one of the recommendations of the Fitch study, which identified the need to invest at least 4% of our budget into facilities and equipment each year. The need for safe, reliable, and modern fire apparatus is paramount to fulfilling the mission of the District. If approved, this new TDA will arrive approximately 50 months and will be in service shortly after delivery. Older apparatus will rotate to reserve status. Under the purchase contract, the District shall indemnify GSFA for losses arising out of the District's use of the engines after delivery. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, the District will not be able to acquire this new apparatus. The current age and condition of the fleet will continue to deteriorate and negatively impact the District's ability to provide safe, reliable, and effective emergency response. Additionally, with increased maintenance costs there would be an adverse impact on the operational budget, and increases in out-of-service time for fire crews will increase as a result of mechanical breakdowns. CONTRA COSTA COUNTY Printed on 1/10/2024Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1150 Name: Status:Type:Consent Item Passed File created:In control:11/30/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:Acting as the governing body of the Contra Costa Fire Protection District, APPROVE and AUTHORIZE the Fire Chief, or designee, to execute a contract with Golden State Fire Apparatus in an amount not to exceed $6,000,000 for the manufacture and purchase of five Type 1 fire engines; to execute a new lease schedule under the Master Lease Agreement with PNC Bank, National Association for an amount not to exceed $8,600,000 for the lease-purchase of the Pierce fire engines; and to execute a four-party agreement among Golden State Fire Apparatus; PNC Bank, National Association; Pierce Manufacturing, Inc.; and the Contra Costa County Fire Protection District. (100% CCCFPD General Operating Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Lewis Broschard, Chief, Contra Costa County Fire Protection District Report Title:Fire Apparatus (Engine) Acquisition and Lease-Purchase Program ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: Acting as the governing board of the Contra Costa Fire Protection District, 1. APPROVE and AUTHORIZE the Fire Chief, or designee, to execute a purchase contract with Golden State Fire Apparatus for the manufacture and sale of five (5) Type 1 fire engines in an amount not to exceed $6,000,000 including indemnity by the Contra Costa County Fire Protection District. 2. APPROVE and AUTHORIZE the Fire Chief, or designee, to execute a new lease schedule under the Master Lease Agreement with PNC Bank, National Association for an amount not to exceed $8,600,000 excluding finance charges, with annual payments not to exceed $860,000 and a term not to exceed ten years for the lease- purchase of the Pierce fire engines. 3. APPROVE and AUTHORIZE the Fire Chief, or designee, to execute a four-party agreement among Golden State Fire Apparatus; PNC Bank, National Association; Pierce Manufacturing, Inc.; and the Contra Costa County Fire Protection District regarding manufacture, delivery of the engines, and initiation of the lease. FISCAL IMPACT: CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 3 powered by Legistar™ File #:23-1150,Version:1 The proposed order of five (5) fire apparatus is valued at approximately $6,000,000, including sales tax and associated charges. The total cost of financing, at an annual interest rate of 6.26%, will not exceed $2,400,000. This rate is higher than in previous lease-purchase schedules in the MLA due to current market conditions and the federal elimination of tax-exempt municipal financing. The purchase price for the apparatus will be paid by PNC Bank, National Association under the Master Lease Agreement. The annual payment amount will be approximately $860,000. The first payment in the ten-year lease schedule will be due in August 2024. All costs will be fully funded by the Contra Costa Fire Protection District Operating Fund and will be included in the District's FY 2024-25 budget. BACKGROUND: On December 9, 2014, the Board approved and authorized the Fire Chief to enter into a Master Lease Agreement with PNC Equipment Finance, LLC (“PNC”), and on December 23, 2014, the Contra Costa County Fire Protection District ("District") entered into the Master Lease Agreement (the "MLA") with PNC. The MLA has been used multiple times to finance the purchase of engines, ladder trucks, rescues, and ambulances. A consent item on the December 12, 2023, Board agenda will formally acknowledge the name change of PNC Equipment Finance LLC to PNC Bank, National Association. The District now desires to finance the purchase of additional apparatus from Pierce by executing a new lease schedule under the MLA. While the District has made significant capital purchases of fire apparatus in recent years, the need exists to continue replacement of front line engines and trucks. As the District has re-opened closed stations and projects to reopen additional stations, the demand for an expanded Type 1 engines fleet has increased. The District has a fleet of 47 Type 1 engines. Those engines are distributed as 33 frontline engines for primary response, one cross-staffed engine at fire stations staffed with aerial apparatus, reserve and training engines. The District spends a tremendous amount of resources in terms of time and dollars maintaining older, high mileage apparatus. The National Fire Protection Association (NFPA) Standard 1901 (Standard for Automotive Fire Apparatus) and 1911 (Standard for the Inspection, Maintenance, Testing, and Retirement of In-Service Automotive Fire Apparatus) both recommend front-line apparatus be retired into a reserve status after 15 years of service. This is primarily for safety reasons. Older apparatus do not afford firefighters the same level of safety as modern apparatus do due to cab designs, as well as inherent safety features incorporated into modern fire apparatus design such as airbags, modern braking systems, and other considerations. The standards further recommend that all reserve apparatus be removed from service after no more than 25 years of total service. The standards comment on high use, mileage, and other factors as additional determinants to retire front-line apparatus sooner than 15 years. In our District, the high use and mileage of our front-line apparatus suggest retirement sooner than 15 years. The acquisition of the apparatus in this order will accomplish several objectives. The new apparatus will have a direct and immediate impact on the District's ability to provide increased reliability for emergency response, as compared to the existing fleet, with reduced out-of-service time for maintenance and repairs. The new apparatus will also have a direct and immediate impact on reducing maintenance costs now, and into the future as a result of not only the age of the apparatus but also the quality of the apparatus being acquired. The new apparatus will enable the District to comply with the recommendations of NFPA 1901 and 1911, increasing firefighter safety and fleet reliability. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 3 powered by Legistar™ File #:23-1150,Version:1 This additional investment in capital, on an annual basis, over the next ten years will enable the District to take another significant step forward in meeting one of the recommendations of the Fitch study, which identified the need to invest at least 4% of our budget into facilities and equipment each year. The need for safe, reliable, and modern fire apparatus is paramount to fulfilling the mission of the District. If approved, new fire apparatus will arrive in approximately 50 months and will be in service shortly after delivery. Older apparatus rotate to reserve status and the oldest apparatus in the fleet will be removed from service and declared surplus. Under the purchase contract, the District shall indemnify GSFA for losses arising out of the District's use of the engines after delivery. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, the District will not be able to acquire the new apparatus. The current age and condition of the fleet will continue to deteriorate and negatively impact the District's ability to provide safe, reliable, and effective emergency response. Additionally, with increased maintenance costs there would be an adverse impact on the operational budget, and increases in out-of-service time for fire crews will increase as a result of mechanical breakdowns. CONTRA COSTA COUNTY Printed on 1/10/2024Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1151 Name: Status:Type:Consent Item Passed File created:In control:10/19/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:ADOPT Position Adjustment Resolution No. 26214 to add fifty (50) (represented) positions and cancel fifty-nine (59) (represented) positions for various programs in the Behavioral Health Division in the Contra Costa Health Department (59% Mental Health Services Act; 41% Measure X) Attachments:1. P300-26214, 2. P300-26214 Attachment A., 3. Signed P300 26214.pdf Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Add fifty (50) positions and cancel fifty-nine (59) positions for various programs in the Behavioral Health Division in the Contra Costa Health Department ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Position Adjustment Resolution No. 26214 to add the following fifty (50) full-time positions: -Eight (8) Mental Health Clinical Specialist (VQSB) positions at salary plan and grade TC2-1384 ($6,059 - $8,994) -Seven (7) Mental Health Specialist II (VQVA) positions at salary plan and grade TC2-1284 ($5,488 - $7,754) -Eleven (11) Mental Health Community Support Worker II (VQVB) positions at salary plan and grade TC5-0968 ($3,896 - $4,735) -Ten (10) Substance Abuse Counselor (VHVC) positions at salary plan and grade TC5-1436 ($6,192 - $7,526) -One (1) Licensed Vocational Nurse (VT7G) position at salary plan and grade TAX-1287 ($5,329 - $6,805) -One (1) Clerk-Senior Level (JWXC) position at salary plan and grade 3RX-1033 ($4,434 - $5,662) -Three (3) Mental Health Program Supervisor (VQHP) positions at salary plan and grade ZA5-1749 ($8,441 - $10,260) -One (1) Substance Abuse Program Supervisor (VHHB) position at salary plan and grade ZA5-1682 ($7,899 - $9,602) -Four (4) Registered Nurse (VWXG) positions at salary plan and grade L32-1880 ($12,004 - $14,991) -One (1) Clerk-Specialist Level (JWXD) position at salary plan and grade 3RX-1156 ($5,008 - $6,395) -Two (2) Nurse Practitioner (VWSB) positions at salary plan and grade L35-1873 ($13,792 - $17,224) -One (1) Mental Health Employment Placement Specialist (VQSG) position at salary plan and grade TC5-1261 ($5,207 - $6,329) And cancel the following fifty-nine (59) positions: CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 4 powered by Legistar™ File #:23-1151,Version:1 -One (1) Account Clerk-Advanced Level (JDTD) position #11162 -One (1) Intermediate Clerk-Project (99J3) position #13920 -Eighteen (18) Mental Health Clinical Specialist (VQSB) positions #17353, 17354, 17355, 18453, 18723, 18724, 18725, 13629, 9451, 15606, 17340, 18709, 17569, 10891, 8713, 14664, 17570, 17838 -Three (3) Mental Health Community Support Worker II (VQVB) positions #13072, 17365, 18454 -Three (3) Mental Health Community Support Worker I (VQWE) positions #17568, 17181, 17182 -Three (3) Mental Health Community Support Worker II-Project (VQV3) positions #14675, 14677, 16337 -One (1) Mental Health Community Support Worker I-Project (VQW7) position #14676 -One (1) Mental Health Specialist II (VQVA) position #9597 -One (1) Patient Financial Services Specialist (V9VB) position #14323 -One (1) Patient Financial Services Specialist-Project (V9V1) position #15860 -Three (2) Registered Nurse (VWXG) positions #15228, 9418, 15227 -One (1) Substance Abuse Counselor-Trainee (VHWE) position #11426 -Twenty-one (21) Mental Health Clinical Specialist (VQSB) (20/40) positions #17356, 17357, 17358, 18726, 18727, 18728, 18729, 18730, 18731, 18732, 18733, 18734, 18735, 18736, 18737, 18738, 18739, 18740, 18741, 18742, 18743 -One (1) Mental Health Community Support Worker I-Project (VQW7) (20/40) position #14719 for various programs in the Behavioral Health Division in the Contra Costa Health Department as specified in Attachment A. (Represented) Behavioral Health (0467): APPROVE Budget Amendment No. BDA-23-00316 authorizing FY 23-24 Other Interdepartmental Charges (2340) appropriations in the amount of $500,649.55 for salaries, benefits, and expenses in the Behavioral Health Division. FISCAL IMPACT: The Position Adjustment action has an annual salary and benefit cost of approximately $587,320.44. There is no Net County Cost as these positions will be fully funded through Mental Health Services Act (MHSA) and Measure X funding. The Budget Amendment will result in increasing the appropriations to Reimbursement Other Interdepartmental Charges code 2340 in the amount of $500,649.55: Permanent Salaries (1011) by $323,801.55, F.I.C.A (1042) $13,528.87, Retirement Expense (1044) by $66,158.83, Employee Group Insurance (1060) by $57,033.48, Retiree Health Insurance (1061) by $36,200.79, Unemployment Insurance (1063) by $353.70, and Workers Compensation Insurance (1070) by $3,572.33 in the Behavioral Health Division. BACKGROUND: The Contra Costa Health Department is requesting these actions to support operational needs in various units: 1.Assisted Outpatient Treatment (AOT), sometimes called Laura’s Law, is a civil court ordered treatment for people with serious and persistent mental illness who demonstrate resistance to participating in mental health services. The AOT program has been operating in conjunction with a contract provider, Turn Behavioral Health. Historically, the Behavioral Health Division’s Forensic Mental Health Services (FMHS) provided the court-related services and Turn Behavioral Health provided Assertive Community Treatment (ACT) model services in coordination with FMHS. That contract will end on November 30, 2023, and the program will be entirely operated by the County. The positions being requested are needed to continue the AOT Program under the FMHS umbrella to provide comprehensive mental health services, nursing services, care management, employment CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 4 powered by Legistar™ File #:23-1151,Version:1 and housing services, family support and education and substance abuse services. 2.A3 (Anyone, Anywhere, Anytime) provides timely and appropriate mental and behavioral health crisis services to anyone, anywhere, at any time in the county. When someone experiences a crisis, such as a fire, crime, or medical emergency, they call 911 with the expectation of getting immediate emergency services. When that emergency is a behavioral health crisis, first responders may not have the appropriate training and experience to provide assistance. A3 addresses this need in the emergency response system by providing a timely, culturally sensitive, and clinically appropriate response. A3 will partner with County-wide first responders to route all mental health crisis calls, which will be predominately responded to by the program instead of other first responder entities. The positions being requested are needed to provide additional staff for the A3 Mobile Crisis Response Program under Behavioral Health, which is expanding operations to provide County-wide responsive mental health services 24 hours per day, seven days a week, 365 days a year. With enough staff providing around the clock coverage, the mobile crisis response team aims to assist anyone in need of immediate behavioral health support anywhere in the county in under an hour. 3.Contra Costa Behavioral Health Services both operates and contracts with behavioral health service providers to enter into collaborative relationships with clients, called Full-Service Partnerships (FSPs). Personal service coordinators develop an individualized services and support plan (or treatment plan) with each client to provide a full spectrum of services in the community necessary to achieve agreed-upon goals. These services and supports include, but are not limited to, crisis intervention/stabilization services, mental health and substance use disorder treatment, including alternative and culturally specific treatments, peer and family support services, access to wellness and recovery centers, and assistance in accessing needed medical, housing, educational, social, vocational rehabilitation and other community services. The FSP Program is a crucial component that assists in the recovery and wellness for individuals with a serious mental illness or serious emotional disturbance. The program provides support to children (0 to 18 years old) diagnosed with a serious emotional disturbance, transition age youth (16 to 25 years old) diagnosed with a serious emotional disturbance or serious mental illness, and adults and older adults diagnosed with a serious mental illness. The FSP Program has been operating in conjunction with a contract provider, Turn Behavioral Health. That contract will end on November 30, 2023, and the program will be entirely operated by Contra Costa County. The positions being requested are needed to continue the FSP program without interruption of services to eligible clientele. 4.On August 1, 2023, the Board of Supervisors approved the Mental Health Services Act Three Year Plan Update. As part of this board approval, funds were allocated to support the expansion of the Behavioral Health Division’s Transition Team. The team intends to support a Street Psychiatry Initiative and a new Mental Health Library Initiative. For the Street Psychiatry initiative, the Transition Team offers field-based nursing and mental health services to community members who are unhoused or facing other challenges that prevent them from coming into one of the clinics. For the Mental Health Library Initiative, the Transition Team will collaborate with county libraries that have been identified has having a high number of unhoused patrons living with untreated mental health and substance abuse disorders. The team will provide outreach and engagement, linkage to community support and services, and support to library staff. The positions being requested are needed to support the expansion of the Division’s Transition Team to maintain and launch these initiatives. 5.The Behavioral Health Division has identified fifty-nine (59) positions that are not critical to CONTRA COSTA COUNTY Printed on 1/10/2024Page 3 of 4 powered by Legistar™ File #:23-1151,Version:1 cancel to offset the addition of the fifty (50) new full-time positions being requested. These positions are made up of thirty-seven (37) full-time positions and twenty-two (22) half-time positions. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, the Assisted Outpatient Treatment Program, A3 Mobile Crisis Response Program, Full-Service Partnership Program, and the Behavioral Health Transition Team will continue to have insufficient staff to maintain operations, resulting in countless individuals with serious and persistent mental illness being untreated and deprived of mental health services. The County’s mental health services would not be provided under court order, in response to emergency behavioral health crises, through collaborative relationships with the client, or in the field to unhoused individuals or to those who are unable to come to the clinics. CONTRA COSTA COUNTY Printed on 1/10/2024Page 4 of 4 powered by Legistar™ P-300 26214 Add and cancel various classifications for the Behavioral Health Division in the Health Services Department (see Attachment A) ATTACHMENT A Add sixteen (16) positions in department 0467, org 5713 (Assisted Outpatient Treatment Program) (Funding is 100% available through Mental Health Services Act dollars) o Four (4) Mental Health Clinical Specialists (VQSB) o Two (2) Mental Health Specialists II (VQVA) o Four (4) Mental Health Community Support Workers II (VQVB) o Four (4) Substance Abuse Counselors (VHVC) o One (1) Licensed Vocational Nurse (VT7G) o One (1) Clerk-Senior Level (JWXC) Add eighteen (18) positions in department 0467, org 5912 (Anyone, Anywhere, Anytime Mobile Crisis Response Program) (Funding is 100% available through Measure X dollars) o Three (3) Mental Health Program Supervisors (VQHP) o One (1) Substance Ause Program Supervisor (VHHB) o Three (3) Registered Nurses (VWXG) o Five (5) Mental Health Specialists II (VQVA) o Five (5) Substance Abuse Counselors (VHVC) o One (1) Clerk-Specialist Level (JWXD) Add ten (10) positions in department 0467, org 5713 (Full-Service Partnership Program) (Funding is 100% available through Mental Health Services Act dollars) o Two (2) Mental Health Clinical Specialists (VQSB) o Five (5) Mental Health Community Support Workers II (VQVB) o One (1) Nurse Practitioner (VWSB) o One (1) Registered Nurse (VWXG) o One (1) Mental Health Employment Placement Specialist (VQSG) Add six (6) positions in department 0467, org 5764 (Transition Team) (Funding is 100% available through Mental Health Services Act dollars) o One (1) Nurse Practitioner (VWSB) o Two (2) Mental Health Clinical Specialists (VQSB) o Two (2) Mental Health Community Support Workers II (VQVB) o One (1) Substance Abuse Counselor (VHVC) Cancel thirty-seven (37) full-time positions in department 0467 o One (1) Account Clerk-Advanced Level (JDTD) o One (1) Intermediate Clerk-Project (99J3) o Eighteen (18) Mental Health Clinical Specialist (VQSB) o Three (3) Mental Health Community Support Worker II (VQVB) o Three (3) Mental Health Community Support Worker I (VQWE) o Three (3) Mental Health Community Support Worker II-Project (VQV3) o One (1) Mental Health Community Support Worker I-Project (VQW7) o One (1) Mental Health Specialist II (VQVA) o One (1) Patient Financial Services Specialist (V9VB) o One (1) Patient Financial Services Specialist-Project (V9V1) o Three (3) Registered Nurse (VWXG) o One (1) Substance Abuse Counselor-Trainee (VHWE) Cancel twenty-two (22) half-time positions o Twenty-one (21) Mental Health Clinical Specialist (VQSB) (20/40) o One (1) Mental Health Community Support Worker I-Project (VQW7) (20/40) Cancellation positions: Position Job Code Job Code Title Stnd Hrs/Wk 00011162 JDTD Account Clerk-Advanced Level 40.00 00013920 99J3 Intermediate Clerk-Prj 40.00 00009451 VQSB MH Clinical Specialist 40.00 00010891 VQSB MH Clinical Specialist 40.00 00013629 VQSB MH Clinical Specialist 40.00 00014664 VQSB MH Clinical Specialist 40.00 00015606 VQSB MH Clinical Specialist 40.00 00017340 VQSB MH Clinical Specialist 40.00 00017353 VQSB MH Clinical Specialist 40.00 00017354 VQSB MH Clinical Specialist 40.00 00017355 VQSB MH Clinical Specialist 40.00 00017356 VQSB MH Clinical Specialist 20.00 00017357 VQSB MH Clinical Specialist 20.00 00017358 VQSB MH Clinical Specialist 20.00 00017569 VQSB MH Clinical Specialist 40.00 00017570 VQSB MH Clinical Specialist 40.00 00017838 VQSB MH Clinical Specialist 40.00 00018453 VQSB MH Clinical Specialist 40.00 00018723 VQSB MH Clinical Specialist 40.00 00018724 VQSB MH Clinical Specialist 40.00 00018725 VQSB MH Clinical Specialist 40.00 00018726 VQSB MH Clinical Specialist 20.00 00018727 VQSB MH Clinical Specialist 20.00 00018728 VQSB MH Clinical Specialist 20.00 00018729 VQSB MH Clinical Specialist 20.00 00018730 VQSB MH Clinical Specialist 20.00 00018731 VQSB MH Clinical Specialist 20.00 00018732 VQSB MH Clinical Specialist 20.00 00018733 VQSB MH Clinical Specialist 20.00 00018734 VQSB MH Clinical Specialist 20.00 00018735 VQSB MH Clinical Specialist 20.00 00018736 VQSB MH Clinical Specialist 20.00 00018737 VQSB MH Clinical Specialist 20.00 00018738 VQSB MH Clinical Specialist 20.00 00018739 VQSB MH Clinical Specialist 20.00 00018740 VQSB MH Clinical Specialist 20.00 00018741 VQSB MH Clinical Specialist 20.00 00018742 VQSB MH Clinical Specialist 20.00 00018743 VQSB MH Clinical Specialist 20.00 00008713 VQSB MH Clinical Specialist 40.00 00018709 VQSB MH Clinical Specialist 40.00 00014675 VQV3 MH Community Supp Wkr II -Proj 40.00 00014677 VQV3 MH Community Supp Wkr II -Proj 40.00 00016337 VQV3 MH Community Supp Wkr II -Proj 40.00 00017568 VQWE MH Community Support Wkr I 40.00 00013072 VQVB MH Community Support Wkr II 40.00 00017181 VQVB MH Community Support Wkr II 40.00 00017182 VQVB MH Community Support Wkr II 40.00 00017365 VQVB MH Community Support Wkr II 40.00 00018454 VQVB MH Community Support Wkr II 40.00 00014676 VQW7 MH Community Suprt Wkr I-Proj 40.00 00014719 VQW7 MH Community Suprt Wkr I-Proj 20.00 00009597 VQVA MH Specialist II 40.00 00014323 V9VB Patient Financial Svcs Spec 40.00 00015860 V9V1 Patient Financial Svcs Spec-Pr 40.00 00009418 VWXG Registered Nurse 40.00 00015227 VWXG Registered Nurse 40.00 00015228 VWXG Registered Nurse 40.00 00011426 VHWE Substance Abuse Counselor Trn 40.00 Total Position Hours 1920.00 Total FTE 48 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1152 Name: Status:Type:Consent Item Passed File created:In control:10/24/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:ADOPT Position Adjustment Resolution No. 26254 to add one (1) Information Systems Project Manager, two (2) Systems Software Analyst II, one (1) Assistant Director of Safety & Performance Improvement, and two (2) Network Analyst II positions in the Contra Costa Health Department. (100% Hospital Enterprise Fund I) Attachments:1. P300-26254, 2. Signed P300 26254.pdf Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To: Board of Supervisors From: Anna Roth, Health Services Director Report Title:Add one (1) Information Systems Project Manager, Add two (2) Systems Software Analyst II, Add two (2) Network Analyst II, Add one (1) Assistant Director of Safety & Performance Improvement in the Contra Costa Health Department. (Represented) RECOMMENDATIONS: ADOPT Position Adjustment Resolution No. 26254 to: -Add one (1) Information Systems Project Manager (LPNA) position at salary plan and grade ZA5-1884 ($9,648.44-$12,929.84) -Add two (2) Systems Software Analyst II (LWVA) positions at salary plan and grade ZB5-1884 ($9,648.44-$12,929.84) -Add two (2) Network Analyst II (LBTA) positions at salary plan and grade ZA5-1767 ($8,764.88- $10,653.77) -Add one (1) Assistant Director of Safety & Performance Improvement (VWGB) position at salary plan and grade ZZX-1011 ($15,402.72-$18,722.11) All additions are in the Contra Costa Health Department. (Represented) FISCAL IMPACT: The six (6) position additions will result in a total cost: $1,590,535 with $221,911 in pension costs included. -Add one (1) Information Systems Project Manager (LPNA) o Funding Source: Annual increase of $249,183.88, including $36,403.19 in pension cost. Funded 100% by Enterprise Fund I. CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 3 powered by Legistar™ File #:23-1152,Version:1 -Add two (2) Systems Software Analyst II (LWVA) o Funding Source: Annual increase of $498,367.76, including $72,806.38 in pension. Funded 100% by Enterprise Fund I. -Add two (2) Network Analyst II (LBTA) o Funding Source: Annual increase of $410,638.92, including $59,990.10 in pension. Funded 100% by Enterprise Fund I. -Add one (1) Assistant Director of Safety & Performance Improvement (VWGB) o Funding Source: Annual increase of $360,812.50, including $52,710.98 in pension. Funded 100% by Enterprise Fund I. BACKGROUND: The additions requested are necessary to accomplish a wide range of Health Services Information Technology related tasks and projects that impact divisions throughout the Contra Costa Health Department. The position additions are best aligned to achieve desired results. -The one (1) Information Systems Project Manager position is needed to execute cross-functional projects to fulfill stakeholder requested and committee approved projects such as new provider credential software and policy management system. -The two (2) Systems Software Analyst II positions are needed to recruit the specialized skillset capable of public cloud infrastructure design and engineering necessary for health services to begin migrating physical on prem systems into cloud platforms such as Azure and AWS. -The two (2) Network Analyst II positions are needed to support the complexities of our software defined data center and develop an infrastructure as code pipeline to streamline deployment of network and cloud services. -The one (1) Assistant Director of Safety & Performance Improvement position is needed to add knowledge of improvement science, NCQA accreditation, CalAIM, quality metrics, value sets, data source and data visualization to help improve metric scores overseeing the work of other IT staff and collaborating with their peers in CCHP and CCRMC. Over $100M in QIP funding is tied to pay for performance quality data metrics. In addition, CCHP accreditation and quality performance are both regulatory requirements and decide number of members assigned to CCHP by the State. Performance improvement requires both operational improvement and better data collection, tracking, reporting and data driven decision making. The department intends to prepare a revenue adjustment for the next following Board meeting for these additional positions. CONSEQUENCE OF NEGATIVE ACTION: The lack of the requested positions will lead to delayed and canceled Health Services Information Technology projects that will negatively impact numerous divisions across the Contra Costa Health Department. ☐Recommendation of the County Administrator ☐ Recommendation of Board Committee I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: Monica Nino, County Administrator and Clerk of the Board of Supervisors By: CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 3 powered by Legistar™ File #:23-1152,Version:1I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: Monica Nino, County Administrator and Clerk of the Board of Supervisors By: CONTRA COSTA COUNTY Printed on 1/10/2024Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1153 Name: Status:Type:Consent Item Passed File created:In control:11/29/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:ADOPT Position Adjustment Resolution No. 26252 to add one (1) Certified Nursing Assistant position and reduce the hours of four (4) positions in various classifications in the Contra Costa Health Department. (Cost Savings - 100% Hospital Enterprise Fund I) Attachments:1. P300-26252, 2. Signed P300 26252.pdf Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Add One Position and Reduce the Hours of Four Positions in Various Classifications in the Contra Costa Health Department. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Position Adjustment Resolution No. 26252 to add one (1) Certified Nursing Assistant (VTWA) 32/40 position at salary plan and grade TA5-0906 ($3,664 - $4,453) (Org. 6381 - Psychiatric Emergency Services), and reduce the hours of the following: ·One (1) Certified Nursing Assistant (VTWA) position #15705 and its incumbent EE#93807 from 32/40 to 24/40 at salary plan and grade TA5-0906 ($3,664 - $4,453) (Org. 6313 - Inpatient Psychiatry) ·One (1) vacant Clerk-Experienced Level (JWXB) position #19626 from 40/40 to 24/40 at salary plan and grade 3RH-0750 ($4,013 - $4,979) (Org 6383 - Emergency Department) ·One (1) Clerk - Experience Level (JWXB) position #10071 and its incumbent EE#93356 from 32/40 to 28/40 at salary plan and grade 3RH-0750 ($4,013 - $4,979) (Org 6540 - Appointment Scheduling) ·One (1) Licensed Vocational Nurse (VT7G) position #7408 and its incumbent EE#93902 from 40/40 to 32/40 at salary plan and grade TAX-1287 ($5,329 - $6,805) (Org. 6384 - West County Health Center) FISCAL IMPACT: Upon approval, this action will result in an annual cost savings of approximately $5,545. (100% Hospital Enterprise Fund I) BACKGROUND: In early 2023, numerous positions in the Contra Costa Health Department were eliminated effective July 1, CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1153,Version:1 2023 due to budget administration/reconciliation efforts. Due to administrative oversight, information regarding which positions would be eliminated was not communicated throughout the department, and many managers continued to interview candidates to fill their respective positions. Once managers were made aware of which positions were eliminated, it was discovered that some had already been offered to candidates, who were actively in the process of being hired. Personnel began researching all remaining vacancies throughout the department and identified positions that could replace the eliminated positions whose candidates were actively onboarding, to prevent the loss of qualified candidates who were successful in the interview and selection processes. While most of the replacement positions matched exactly in terms of the classification, assigned cost center and the number of hours, there were four eliminated part-time positions for which we had no equivalent vacancies to replace them. Out of necessity, they were replaced with vacancies that had higher hours - for example, a 32- hour Certified Nursing Assistant vacancy was used in place of a position that was originally a 24-hour Certified Nursing Assistant. Three of the units had vacancies in the same cost center which did not require moving or borrowing positions from other units, however, one Certified Nursing Assistant position was “borrowed” from the Psychiatric Emergency Services unit and placed in the Inpatient Psychiatric Services unit to cover one of the eliminated positions. Contra Costa Health personnel is requesting to reduce the hours of the four replacement positions (#15507, #19262, #10071 and #7408) that were utilized for the eliminated part-time positions, so that they accurately reflect the hours of the initial positions they replaced. In addition, Health Services personnel is requesting to add one new 32-hour Certified Nursing Assistant position in the Psychiatric Emergency Services unit to restore the position that was “borrowed” by Inpatient Psychiatric Services. CONSEQUENCE OF NEGATIVE ACTION: The employees who were hired into the four replacement positions have been working the number hours of the original (eliminated) positions that they were hired for, requiring a specialized way of processing their timesheets to account for the unworked “additional” hours of their replacement positions. If this action is not approved, these positions will continue to have additional “unworked” hours attached to them, requiring specialized payroll processing which may potentially affect employee pay and accruals in the long-term. In addition, the Psychiatric Emergency Services unit will remain without the position they “loaned” to Inpatient Psychiatric Services, which may affect services provided in the unit due to understaffing. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1154 Name: Status:Type:Consent Item Passed File created:In control:11/22/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:ACCEPT the 2023 Annual Report submitted by the Council on Homelessness, as recommended by the Health Services Director. (No fiscal impact) Attachments:1. Council on Homelessness 2023 Annual Report Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:2023 Council on Homelessness Advisory Body Report ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT the Annual Report from the Council on Homelessness Advisory Board itemizing the advisory body’s activities and accomplishments for 2023. FISCAL IMPACT: There is no fiscal impact for this action. BACKGROUND: On January 7, 2020, the Board of Supervisors adopted Resolution No. 2020/1, which requires that each advisory board, commission, or committee (body) to report annually to the Board on its activities, accomplishments, membership attendance, required training/certification, and proposed work plan or objectives for the following year. The attached report fulfills this requirement. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, the Board of Supervisors will not receive the information included in the 2023 Annual Report and the Council on Homelessness will not meet its annual reporting requirement to the Board of Supervisors. CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 1 powered by Legistar™ Advisory Body Name: Advisory Body Meeting Time/Location: Chair (during the reporting period): Staff Person (during the reporting period): Reporting Period: I. Activities (estimated response length: 1/2 page) Describe the activities for the past year including areas of study, work, special events, collaborations, etc. ADVISORY BODY ANNUAL REPORT II. Accomplishments (estimated response length: 1/2 page) Describe the accomplishments for the past year, particularly in reference to your work plan and objectives. III.Attendance/Representation (estimated response length: 1/4 page) Describe your membership in terms of seat vacancies, diversity, level of participation, and frequency of achieving a quorum at meetings. Describe the advisory body's workplan, including specific objectives to be achieved in the upcoming year. V. Proposed Work Plan/Objectives for Next Year IV. Training/Certification (estimated response length: 1/4 page) Describe any training that was provided or conducted, and any certifications received, either as a requirement or done on an elective basis by members. NOTE: Please forward copies of any training certifications to the Clerk of the Board. (estimated response length: 1/2 page) 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1155 Name: Status:Type:Consent Item Passed File created:In control:11/30/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:ACCEPT the Los Medanos Health Advisory Committee (LMHAC) 2023-25 Grant Program Plan; and APPROVE and AUTHORIZE the Health Services Director, or designee, to execute 19 service contracts, totaling an amount not to exceed $1,400,000 to identified Community Based Organizations (CBOs) that the LMHAC have determined to be eligible for awards during fiscal years 2023/24 and 2024/25 due to funding available through property tax revenue designated to provide health related programs to residents of the Los Medanos Health Area. (100% Los Medanos Community Health Area Tax funds) Attachments:1. LMHAC Grant Program Report, 2. LMHAC Grant Program RFP Process Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Los Medanos Health Advisory Committee 2023-2025 Grant Program ☐Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: 1.ACCEPT the Los Medanos Health Advisory Committee (LMHAC) recommendations for the Los Medanos Health Area Grants for 2023-2025; and 2.APPROVE and AUTHORIZE the Health Services Director, or designee, to execute 19 service contracts, totalling an amount not to exceed $1,400,000 to identified Community Based Organizations (CBOs) that the LMHAC have determined to be eligible for awards during fiscal years 2023/24 and 2024/25 due to funding available through property tax revenue designated to provide health related programs to residents of the Los Medanos Health Area. FISCAL IMPACT: Approval of these actions would allocate up to $1,400,000 of the Los Medanos Health Area property tax revenues to community programs within the health area boundaries. There is no fiscal impact to the County General Fund. (100% Los Medanos Community Health Area Tax Funding). BACKGROUND: On July 10, 2018, the Board of Supervisors adopted Resolution No. 2018/436 establishing the Los Medanos Health Advisory Committee to develop and implement the Los Medanos Area Health Plan Grant Program. The LMHAC is tasked with: 1.Developing an area health plan that identifies the major health disparities that impact residents of the CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 3 powered by Legistar™ File #:23-1155,Version:1 former LMCHD service area and identifies priorities for improving health outcomes. The plan will be presented to the Board of Supervisors for review and will not be final unless adopted by the Board of Supervisors. The LMHAC may engage an outside consultant to assist in developing the plan. The LMHAC shall submit an updated plan for approval by the Board of Supervisors no less than every five years. 2.Soliciting proposals from service providers that are interested in participating in the Los Medanos Area Health Plan Grant Program (the "Grant Program") and are capable of addressing the priorities outlined in the adopted plan. Funding for grants will be provided from (i) a special fund established by the Auditor-Controller, at the direction of the Board of Supervisors, that is used to segregate the property tax revenue received by the County as a result of the dissolution of the District, and (ii) any other funds made available to the grant program (e.g. through restricted donations, grants, etc.). 3.The advisory committee will recommend a list of proposed grantees to the Board of Supervisors for approval. 4.Monitor the efficacy of the programs funded by the grant program. 5.Report to the Board of Supervisors no less than once per year on the execution of the adopted plan, the allocated funds provided in the form of service contracts under the grant program, the results achieved through the adopted plan and through the program, and other matters that relate to the LMHAC's purpose and duties. The Los Medanos Health Advisory Committee has developed five priority areas for the Los Medanos Health Area. On October 2, 2023, staff reported to the Los Medanos Healthcare Operations Committee on the health priorities and the Grant RFP process. The LMHAC’s Grant Program will support activities that meet one of the program goals listed below. 1)Improve the availability of and/or access to affordable healthcare services (e.g., elder care, health related clinics, and linkage to care). 2)Provide mental health awareness, education, and prevention programs (e.g., depression, anxiety, stress, and suicide prevention). 3)Provide awareness, education, and prevention programs targeted at chronic disease (e.g., cardiovascular disease, diabetes, asthma, food insecurity). 4)Provide service or access programs for the unhoused, prioritizing families and children. 5)Provide substance use awareness, education, and prevention programs (alcohol, drugs and tobacco). The following are the terms of the Grant Program, as approved by the LMHAC: Eligibility is limited to not-for-profit (501c3) community-based organizations, hospitals, local government, or public health agency service providers. To be eligible for funding, applicants must: ·Provide all funded services within the boundaries of the Los Medanos Health Area; and ·Demonstrate sufficient capacity to provide services to meet the programmatic objectives; ·Funds may not be spent on building/facilities improvements or to make payments for recipients of services; and ·Demonstrate fiscal stability (An agency with outstanding federal/state tax obligations is not eligible to apply for funding). CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 3 powered by Legistar™ File #:23-1155,Version:1 The grant program includes a public solicitation and request for proposals (RFP) process. On November 29th, 2023 at a public meeting of the Los Medanos Health Advisory Committtee, 19 community- based organizations of the 28 proposals received were recommended for program support. Additional considerations may be made at future meetings, and will prompt staff to bring any recommendations to the Board for consideration. Below are the individual contractors recommended under this action: Contractor Contract Payment Limit Term Length Term Dates 18 Reasons $100,000.00 2 Years 7/1/23-6/30/25 Aspire Youth Engagement Programs, Inc.$50,000.00 1 Year 7/1/23-6/30/24 Bay Church $100,000.00 2 Years 7/1/23-6/30/25 Cancer Support Community San Francisco Bay Area $20,000.00 1 Year 7/1/23-6/30/24 City of Pittsburg Recreation Department $49,782.00 1 Year 7/1/23-6/30/24 Darius Jones Foundation $99,880.00 2 Years 7/1/23-6/30/25 Dentists On Wheels $50,000.00 1 Year 7/1/23-6/30/24 Full Stride Track Club $43,000.00 1 Year 7/1/23-6/30/24 Healthy Hearts Institute $100,000.00 2 Years 7/1/23-6/30/25 Hope Solutions $100,000.00 2 Years 7/1/23-6/30/25 Loaves and Fishes of Contra Costa $50,000.00 1 Year 7/1/23-6/30/24 Meals on Wheels Diablo Region $100,000.00 2 Years 7/1/23-6/30/25 Nunley's Karate Do $50,000.00 1 Year 7/1/23-6/30/24 Nunley's Karate-Do $45,870.00 1 Year 7/1/23-6/30/24 Opportunity Junction $100,000.00 2 Years 7/1/23-6/30/25 Pittsburg Fifty Plus Club Corporation $98,450.00 2 Years 7/1/23-6/30/25 St. Vincent de Paul of Contra Costa County $20,000.00 1 Year 7/1/23-6/30/24 St. Vincent de Paul of Contra Costa County - Rotocare $120,000.00 2 Years 7/1/23-6/30/25 White Pony Express (WPE)$100,000.00 2 Years 7/1/23-6/30/25 Total $1,396,982.00 CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, the LMHAC will not be able to make funding recommendations for LMCHD grant programs for 2023 - 2025. CONTRA COSTA COUNTY Printed on 1/10/2024Page 3 of 3 powered by Legistar™ Subject: Report on the Los Medanos Health Area Grant recommendations Contact: Ernesto De La Torre, 925-839-0150 Report: The Los Medanos Health Advisory Committee met on November 29, 2023 to review proposals for the 2023-2025 Los Medanos Health Area Grant Program. There were twenty-eight (28) organizations that submitted proposals through the Request for Proposal (RFP) process. After nearly 4 hours of discussion the Advisory Committee approved proposals from nineteen (19) organizations. Of the 19 proposals approved 10 were submitted for 2-year terms. The Advisory Committee was not able to complete the review of all program proposals. The committee voted 6-0-0 to split the presentations to the board into 2 phases. Phase 1 for the first 19 recommended proposals will request $1,396,982 in funding. The Committee will meet again on December 12, 2023 to finish reviewing 6 additional proposals. The Committee will present a final report on the Grant Program and all recommended programs to the Board of Supervisors at a January meeting. The amount of funding for phase 2 grants will be determined at the December 12, 2023 Advisory Committee meeting. Upon approval by the Board of Supervisors, County staff will work with each organization to establish deliverables, and metrics for individual service contracts. Name of Agency/Fiscal Agent Program/Project Proposal Approved Grant Cycle Lenth 18 Reasons Food Program $ 100,000.00 2 Years Aspire Youth Engagement Programs, Inc. Fit Kids $ 50,000.00 1 Year Bay Church Clean Start/Food Program $ 100,000.00 2 Years Cancer Support Community San Francisco Bay Area Cancer Support Program $ 20,000.00 1 Year City of Pittsburg Recreation Department Senior Center $ 49,782.00 1 Year Darius Jones Foundation Save a Heart $ 99,880.00 2 Years Dentists On Wheels Dental Clinic $ 50,000.00 1 Year Full Stride Track Club Running Program $ 43,000.00 1 Year Healthy Hearts Institute Community Garden $ 100,000.00 2 Years Hope Solutions Housing Programs $ 100,000.00 2 Years Loaves and Fishes of Contra Costa Food Program $ 50,000.00 1 Year Meals on Wheels Diablo Region Food Program $ 100,000.00 2 Years Nunley's Karate Do Her Story is Mine $ 50,000.00 1 Year Nunley's Karate-Do Karate Program $ 45,870.00 1 Year Opportunity Junction Health Career Pathways $ 100,000.00 2 Years Pittsburg Fifty Plus Club Corporation Senior Programs $ 98,450.00 2 Years St. Vincent de Paul of Contra Costa County Bay Point & Pittsburg Free Food Pantries $ 20,000.00 1 Year St. Vincent de Paul of Contra Costa County - Rotocare Free Medical Clinic $ 120,000.00 2 Years White Pony Express (WPE) Food Program $ 100,000.00 2 Years Total $ 1,396,982.00 Subject: The Los Medanos Health Area Grant Request for Proposals Process Contact: Ernesto De La Torre, 925-839-0150 Memo: The Los Medanos Health Advisory Committee established a subcommittee to develop a Request for Proposals (RFP) process for the Los Medanos Health Area Grant Program. Staff worked with the committee to develop an RFP that was in line with other Health Department RFP processes. At the regular committee meeting on August 8, 2023 the committee finalized a proposal rubric to systematically evaluate program proposals. The rubric covered eight factors with a maximum of 150 points. Factors evaluated were Project Design and Methodology, Impact and Benefits, Alignment with Committee Objectives and Priorities, Feasibility and Sustainability, Budget and Resource Management, Innovation and Creativity, Collaboration and Partnerships, and Clarity & Quality of Proposal. The regular committee meeting on October 10, 2023 the committee reviewed and approved the final RFP process (5-0-0). The RFP included 5 program priorities and an RFP timeline for the Los Medanos Health Area Grant Program. These priorities were developed across the last year based on new health data collected specifically from the Los Medanos Health Area. The Health Department made several presentations to the Advisory Committee to assist in developing these priorities. Los Medanos Health Area Health Priorities The Grant Program will support activities that meet one or more of the program priorities listed below. 1) Improve the availability of and/or access to affordable healthcare services (e.g., elder care, health related clinics, and linkage to care). 2) Provide mental health awareness, education, and prevention programs (e.g., depression, anxiety, stress, and suicide prevention). 3) Provide awareness, education, and prevention programs targeted at chronic disease (e.g., cardiovascular disease, diabetes, asthma, food insecurity). 4) Provide service or access programs for the unhoused, prioritizing families and children. 5) Provide substance use awareness, education, and prevention programs (alcohol, drugs and tobacco) Approved Los Medanos Health Area Grant RFP Timeline Proposal Window Open: Monday, October 16, 2023 o Recruitment began. Emails sent to more than 90 previous LMCHD grantees and newly identified agencies operating in the Los Medanos Health Area. Bidder’s Conference: Tuesday, October 24, 2023 at 5:00 pm o Hybrid meeting, in-person at Pittsburg Health Center and Zoom. This non-mandatory meeting was attended by more than 20 agencies. The RFP package was reviewed in detail with attendees. Proposal Deadline: Friday, November 17, 2023 at 4:00 pm o This resulted in a 5-week open period. o 28 proposals were received from the community by the posted deadline. Special Advisory Committee Meeting to recommend and vote on grant proposals: Tuesday, November 28, 2023, 5:00 pm. o The committee was able to review and approve 19 organizations. There are still organizations that need to be reviewed by the committee. o The committee voted 6-0-0 to send 19 proposals to the Board of Supervisors as a consent item on the December 12, 2023 meeting. This would be phase 1 of this grant process. o The committee will complete their review of the remaining programs at their regular December 12, 2023 meeting at 5:00pm. Board of Supervisors meeting: Tuesday, December 12, 2023. Present advisory measure on grant program and recommend the Board support 19 programs as phase 1 of the process. Regular Advisory Committee meeting: Tuesday, December 12, 2023 at 5:00pm o The committee will complete the review of remaining proposals. Board of Supervisors meeting: January 2024. The committee will make a presentation to the Board of Supervisors at a meeting for the final group of organization proposals and answer questions about the whole process and all the proposals recommended for funding approval from the Board. This will be the second and final phase of this grant process. 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1156 Name: Status:Type:Consent Item Passed File created:In control:11/29/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:ACCEPT the Contra Costa County Integrated Pest Management (IPM) Advisory Committee 2023 Annual Report and 2024 Work Plan, as recommended by the Health Services Director. (No fiscal impact) Attachments:1. 2023 Annual Report & 2024 Work Plan Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Contra Costa County Integrated Pest Management Advisory Committee 2023 Annual Report and 2024 Work Plan ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT the Contra Costa County Integrated Pest Management (IPM) Advisory Committee 2023 Annual Report and 2024 Work Plan. FISCAL IMPACT: There is no fiscal impact for this action. BACKGROUND: On January 7, 2020, the Board of Supervisors adopted Resolution No. 2020/1, which requires that each advisory board, commission, or committee report annually to the Board on its activities, accomplishments, membership attendance, required training/certification, and proposed work plan or objectives for the following year. The attached report fulfills this requirement. An update of the IPM Program will also be presented to the Transportation, Water, and Infrastructure Committee (TWIC) on December 18, 2023. CONSEQUENCE OF NEGATIVE ACTION: If the report is not accepted, the IPM Advisory Committee would not be in compliance with Resolution No. 2020/1. CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 1 powered by Legistar™ Advisory Body Name: Advisory Body Meeting Time/Location: Chair (during the reporting period): Staff Person (during the reporting period): Reporting Period: I. Activities (estimated response length: 1/2 page) Describe the activities for the past year including areas of study, work, special events, collaborations, etc. ADVISORY BODY ANNUAL REPORT II. Accomplishments (estimated response length: 1/2 page) Describe the accomplishments for the past year, particularly in reference to your work plan and objectives. III.Attendance/Representation (estimated response length: 1/4 page) Describe your membership in terms of seat vacancies, diversity, level of participation, and frequency of achieving a quorum at meetings. Describe the advisory body's workplan, including specific objectives to be achieved in the upcoming year. V. Proposed Work Plan/Objectives for Next Year IV. Training/Certification (estimated response length: 1/4 page) Describe any training that was provided or conducted, and any certifications received, either as a requirement or done on an elective basis by members. NOTE: Please forward copies of any training certifications to the Clerk of the Board. (estimated response length: 1/2 page) 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1157 Name: Status:Type:Consent Item Passed File created:In control:11/29/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:ACCEPT the 2023 Annual Report for the Alcohol and Other Drugs Advisory Board, as recommended by the Health Services Director. (No fiscal impact) Attachments:1. 2023 AODAB Annual Report Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:2023 Alcohol and Other Drugs Advisory Board Annual Report ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT the 2023 Alcohol and Other Drugs Advisory Board (AODAB) Annual Report. FISCAL IMPACT: There is no fiscal impact for this action. BACKGROUND: On January 7, 2020, the Board of Supervisors adopted Resolution No. 2020/1, which requires that each advisory board, commission, or committee report annually to the Board on its activities, accomplishments, membership attendance, required training/certification, and proposed work plan or objectives for the following year. The attached report fulfills this requirement for the Alcohol and Other Drugs Advisory Board. CONSEQUENCE OF NEGATIVE ACTION: If this report is not accepted, the Alcohol and Other Drugs Advisory Board will be out of compliance with Board of Supervisors Resolution No. 2020/1. CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 1 powered by Legistar™ Advisory Body Name: Advisory Body Meeting Time/Location: Chair (during the reporting period): Staff Person (during the reporting period): Reporting Period: ADVISORY BODY ANNUAL REPORT Alcohol and Other Drugs Advisory Board ( AODAB) Monthly Meetings held on the fourth Wednesday of the Month- Hybird Logan Campbell Fatima Mata Sol January 1 through December 31,2023 I. Activities (estimated response length: 1/2 page) Describe the activities for the past year including areas of study, work, special events, collaborations, etc. During 2023, the Alcohol and Other Drugs Advisory Board (AODAB) focused on two goals carried from the previous year. (1) Support the reduction of substance use access and (2) Promote and support more interaction between the Board and its constituents to better identify and address needs/opportunities. In addition, the Board continued its effort in the following priority areas: 1. Increase Board members capacity to address substance use issues in the community 2. Prepare recommendations for the Board of Supervisors (BOS) legislative platform; and 3. Increase awareness about alcohol, cannabis/vaping as well as opioid and fentanyl trends in the County. In keeping with the goals and objectives of the AODAB, Board members were actively involved in local events and activities at the community level. Furthermore, the AODAB hosted several presentations as followed: The Behavioral Health Continuum Infrastructure Program (BHCIP) by The Indigo Project. In February 2023, Dr. Rhiannon Shires gave an important presentation about Fentanyl. Dr. Shire’s presentation was followed by the Perinatal Team of Alcohol and Other Drugs (AODS) to increase the Board’s understanding about the impact of substance use disorders (SUD) on Women. The presentation included data gathered by AODS over the last three years to monitor referrals and treatment admissions. Lastly, in October 2023 the Indigo Project returned to the AODAB to share information about the Behavioral Health Bridge Housing (BHBH) and the Care Court. II. Accomplishments (estimated response length: 1/2 page) Describe the accomplishments for the past year, particularly in reference to your work plan and objectives. In January, Talia Moore the AODAB Chair along with other members attended the Community Mental Health Forum that was held in West County at the Richmond Memorial Auditorium, Civic Center Plaza. The title of the conference was Real Talk! Real Voice! Real Solutions. The forum presented a community perspective about mental health in the community and offered recommendations for how to respond. The opening remarks of the event were provided by Supervisor John Gioia, and it included several guest speakers such as: Dr. Suzanne Tavano, Director of Contra Costa Behavioral Health Services, as well as other important local community leaders. The event was supported by various local community-based providers who offered a wealth of information and resources to participants. One of the AODAB goals for 2023 was to increase presence at community events. In February 2023, the Vice Chair tabled the 3rd Annual Restoring Hope & Community Resource Fair in Pittsburg along with county AODS staff. On April 28, 2023, the AODAB partnered with the West County Re-entry Center by providing information and resources at the West County Re-entry Clean Slate Event alongside AODS staff. The Community Awareness Committee has worked diligently by hearing from the community and advocating. The Community Awareness Committee was able to establish preliminary collaboration with the Superintendent of Contra Costa County Office of Education (CCCOE) to discuss Alcohol and Other Drugs (AOD) related educational efforts,resources, and services in our schools. The AODAB recognizes the need to acknowledge community members for their outstanding leadership & services to address substance use disorders (SUD) throughout Contra Costa. In June 2023, the AODAB Community Awareness Committee selected the 2023 “People Who Make A Difference" Awards. The 10 selected recipients were presented their awards at the Board of Supervisors (BOS) meeting followed by a brief reception. In September 2023, the AODAB acknowledged National Recovery Month by recognizing 4 individuals, and 3 organizations with the Recovery Champion Proclamation awards during the AODAB October 2023 monthly meeting. Moreover, the AODA Board received support from the BOS to proclaim April as Alcohol Awareness Month and Red Ribbon Week in October in partnership with two youth groups. The AODAB also provided advise with regards to alcohol license applications through the County Department of Conservation and Development. There was a total of 3 alcohol licenses between February and June 2023. The Board worked in conjunction with local community coalitions and Municipal Advisory Councils (MAC) to research and understand the potential benefits and impact of the licenses. III. Attendance/Representation (estimated response length: 1/4 page) Describe your membership in terms of seat vacancies, diversity, level of participation, and frequency of achieving a quorum at meetings. Describe the advisory body's workplan, including specific objectives to be achieved in the upcoming year. V. Proposed Work Plan/Objectives for Next Year IV. Training/Certification (estimated response length: 1/4 page) Describe any training that was provided or conducted, and any certifications received, either as a requirement or done on an elective basis by members. NOTE: Please forward copies of any training certifications to the Clerk of the Board. (estimated response length: 1/2 page) The Board is composed of 14 members: 1 from each supervisorial district plus 6 at large alternates. All seats are appointed by the Board of Supervisors (BOS). The Executive Committee interviews and recommends At -Large members who are then appointed by one of the Committees of the BOS. The AODAB Board only met 9 out of 12 months due to lack quorum this year. There was a significant number of Board members who resigned after actively serving five years. The AODAB Chair resigned in May 2023. Accordingly, the Vice Chair assumed the Chair role and a new Vice Chair was selected to complete the term. Likewise, the AODAB initiated recruitment efforts through a press release. Both the Board and Committees, experienced difficulties with regards to quorum making it hard to accomplish any goals and objectives they anticipated to achieved. Furthermore, the switch to in-person meetings after the Covid 19 restrictions ended, greatly contributed to resignations. Because of the provisions from the Brown Act about open meeting rules requiring to adhere to “Just Cause” or ‘Emergency” criteria for virtual participation, many Board members were unable to attend in person meetings, especially as they resumed their normal jobs. Presently, Board meetings are being held hybrid. All new members received an orientation on internal governance, the Ralph M. Brown Act and County’s Better Government Ordinance, as well as other trainings on confidentiality standards, AODS structures and others. Implicit Bias was the new training added as a requirement in 2023. Staff is currently in the process of collecting certification of all Board members with regards to completion of the required trainings. The annual Strategic Planning Retreat will be held in January 2024, which will allow for identifying the AODAB priority areas as well as for developing the 2024 Action Plan. All committees will continue to support the goals and objectives of the AODAB. The members of AODAB are honored to be of service to the Board of Supervisors, communities, and community members of Contra Costa County. 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1158 Name: Status:Type:Consent Item Passed File created:In control:11/27/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE the list of providers recommended by Contra Costa Health Plan's Peer Review Credentialing Committee and the Health Services Director on November 21, 2023, as required by the State Departments of Health Care Services and Managed Health Care, and the Centers for Medicare and Medicaid Services. (No fiscal impact) Attachments:1. 11/21/23 - Provider List Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Approve New and Recredentialing Providers and Organizational Providers in Contra Costa Health Plan’s Community Provider Network ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE the list of providers recommended by Contra Costa Health Plan's Peer Review Credentialing Committee and the Health Services Director on November 21, 2023, as required by the State Departments of Health Care Services and Managed Health Care, and the Centers for Medicare and Medicaid Services. FISCAL IMPACT: There is no fiscal impact for this action. BACKGROUND: The National Committee on Quality Assurance (NCQA) requires that evidence of Board of Supervisor approval must be contained within each Contra Costa Health Plan (CCHP) provider’s credentials file. Approval of this list of providers as recommended by the CCHP Medical Director will enable 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. CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 1 powered by Legistar™ Contra Costa Health Plan Providers Approved by PRCC November 21, 2023 CREDENTIALING PROVIDERS NOVEMBER 2023 Name Specialty Adams-Roselle, Annie, LCSW Mental Health Services Araga, Edward, BCBA Qualified Autism Provider Fletcher, Tyisha, NP Mid-level Psychiatry Freitag, Eric, Psy.D Neuropsychology Gibson, Susanna, NP Mid-Level Family Planning Hannigan, Valerie, SLP Speech Pathology Mellor-Crummey, Lauren, MD HIV/Aids Mogul, Heather, BCBA Qualified Autism Provider Nguyen, Debbie, NP Mid-Level Family Planning Razi, Toufan, MD Pain Medicine Schaaf, Karen, NP Mental Health Services Small, Rebecca, NP Mid-Level Family Planning Sontag, Kaitlin, PA Mid-Level Family Planning Starks, Jennifer, MFT Mental Health Services Sudeta, Gloria, NP Mid-level Ps ychiatry RECREDENTIALING PROVIDERS NOVEMBER 2023 Name Specialty Bry, John, MD Surgery-Vascular Chen, Sophia, MD Ophthalmology Citron, Rebecca, MD Family Medicine Dudoroff, Kathryn, PA Mid-Level Surgery - General Edmunds, Magdalen, MD Family Medicine Eloe, Natalie, BCBA Qualified Autism Provider Jumig, Elmer, MD Pediatrics Kane, Amy, MD OBGYN Kirman, Christian, MD Surgery-Plastic & Reconstructive Liu, Rock, MD Surgery – General Longton, William, MD Pain Management Mattingly, Kristin, DC Chiropractor McGraw, Jason, HAD Hearing Aid Dispenser Milne, Lawrence, MD Surgery-General Contra Costa Health Plan Providers Approved by PRCC November 21, 2023 RECREDENTIALING PROVIDERS NOVEMBER 2023 Name Specialty Morgan-Thompson, Joyce, NP Internal Medicine Ngo, Carol, DC Chiropractor Nicole, Kathryn, LCSW Clinical Social Work Pair, Michelle, MFT Mental Health Services Patterson, Anna-Mary, NP Mid-Level Family Planning Penny, Jennifer, Psy.D Psychology Rivera, Veronica, BCBA Qualified Autism Provider Rodriguez, Yolanda, RD Dietician Schwarzman, Megan, MD Family Planning Shah, Saurin, MD Surgery - Thoracic Shinaman, Richard, MD Pain Management Sohn, Grace, MD Dermatology Sung, Michael, MD Surgery - General Toy, Garrett, DPT Physical Therapy Wei, David, MD Wound Care Williams, Sean, MD Pediatrics Zaman, Warda, DO Nephrology Ziaee, Saba, MD Rheumatology RECREDENTIALING ORGANIZATIONAL PROVIDERS NOVEMBER 2023 Provider Name Provide the Following Services Location Davita Alvarado Park Private Duty Nursing San Pablo Aveanna Healthcare Skilled Nursing Facility San Jose San Miguel Villa Skilled Nursing Facility Concord Windsor Rosewood Care Center Skilled Nursing Facility Pleasant Hill Windsor Rosewood Care Center Subacute Care Pleasant Hill bopl-November 21, 2023 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1159 Name: Status:Type:Consent Item Passed File created:In control:10/2/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Epic Care, in an amount not to exceed $30,000,000, to provide hematology, oncology, otolaryngology, primary care physician, gastric bypass surgery, diagnostic imaging and laboratory services to Contra Costa Health Plan members for the period December 1, 2023 through November 30, 2025. (100% Contra Costa Health Plan Enterprise Fund II) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Contract #27-689-10 with Epic Care ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County Contract #27-689-10 with Epic Care,a corporation,in an amount not to exceed $30,000,000,to provide hematology,oncology,otolaryngology,primary care physician,gastric bypass surgery,diagnostic imaging and laboratory services for Contra Costa Health Plan (CCHP)members for the period December 1,2023 through November 30, 2025. FISCAL IMPACT: Approval of this contract will allow contractual service expenditures over a two-year period and is funded 100% by CCHP Enterprise Fund II. (No rate increase) BACKGROUND: CCHP has an obligation to provide certain specialized hematology,oncology,otolaryngology,primary care physician,bypass surgery,diagnostic imaging and laboratory services for CCHP Members.Provider has been a CCHP Network Provider providing these services and fostering a deep understanding of the CCHP organizations mission,values,and long-term objectives since April 1,2007.This contract is entered into under and subject to the following legal authorities:California Government Code §§26227 and 31000;Health and Safety Code §1451.Health Services Personnel approved this contract to ensure no conflicts with labor relations.This contractor currently cooperates with and participates in CCHP’s Quality Management Program which consists of quality improvement activities to improve the quality of care and services and member experience.Cooperation includes collection and evaluation of performance measurement data and participation in the organization’s clinical and service measure Quality Improvement Programs. The nature of the diagnostic imaging services needed is complex and requires seamless coordination,CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1159,Version:1 The nature of the diagnostic imaging services needed is complex and requires seamless coordination, integration and collaboration with existing programs and systems.There are a total of 18 providers in CCHP’s service area.CCHP is currently contracted with 7.This contract renewal will maintain comprehensive area coverage for the entire CCHP membership and meet the Knox-Keene Act,time and distance mandate required by the State of California Department of Managed Health Care (DMHC)services.This contractor has been approved by the Public Works Department’s Purchasing Division on October 24, 2023. On December 8,2020,the Board of Supervisors approved Contract #27-689-9 in the amount of $25,200,000 with Epic Care to provide hematology,oncology,otolaryngology,primary care physician,bypass surgery, diagnostic imaging and laboratory services for CCHP members,for the period December 1,2020 through November 30, 2023. Approval of Contract #27-689-10 will allow contractor to continue providing hematology, oncology, otolaryngology, primary care physician, bypass surgery, diagnostic imaging and laboratory services for CCHP members, through November 30, 2025. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved,certain specialized health care services will not be provided,and may increase wait time for CCHP members to receive services. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1160 Name: Status:Type:Consent Item Passed File created:In control:11/20/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health Services Director, a purchase order with Teledyne Flir Commercial Systems, Inc. in an amount not to exceed $165,492 and a related agreement for the purchase of infrared camera devices for the hazardous materials emergency response team to respond effectively and safely to a variety of emergencies within Contra Costa County. (100% Urban Areas Security Initiative Grant) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Purchase Order with Teledyne Flir Commercial Systems, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health Services Director, a purchase order with Teledyne Flir Commercial Systems, Inc. in an amount not to exceed $165,492 and a related agreement for the purchase of infrared camera devices for the HAZMAT emergency response team to respond effectively and safely to a variety of emergencies within Contra Costa County. FISCAL IMPACT: Approval of this action will result in a one-time expenditure of up to $165,492 and will be funded by Urban Areas Security Initiative (UASI) 22 Grant. BACKGROUND: The HAZMAT team utilizes specific thermal imaging techniques to mitigate hazardous emergencies that occur within the county. Teledyne Flir Commercial Systems, Inc. responded to the County HAZMAT and emergency response team’s bid to purchase thermal imaging cameras and provided a quote that met both the financial and technological specifications needed. Teledyne was the only respondent to the bid and can provide the exact equipment needed. The Teledyne Flir Commercial Systems, Inc. terms and conditions of sale includes agreeing to mutual indemnification against all liabilities. Approval of this request will allow Teledyne Flir Commercial Systems, Inc. to provide cameras for safer and more effective responses to hazardous emergency situations occurring within Contra Costa County. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, the HAZMAT emergency response team will not be able to purchase the infrared CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1160,Version:1 cameras needed to carry out emergency response duties safely and effectively within the County. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1161 Name: Status:Type:Consent Item Passed File created:In control:11/21/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health Services Director, a purchase order with Securitas Healthcare LLC, in an amount not to exceed $206,642, and a Master Services Agreement for a staff and patient protection system, related hardware, software, and maintenance services for Contra Costa Regional Medical Center for the period from December 18, 2023 through December 31, 2025. (100% Hospital Enterprise Fund I) Attachments:1. Master Agreement Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Purchase Order with Securitas Healthcare LLC ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health Services Director, (1) a purchase order with Securitas Healthcare LLC, in an amount not to exceed $206,642, and (2) a Master Services Agreement for a staff and patient protection system, related hardware, software, and maintenance services for Contra Costa Regional Medical Center (CCRMC) for the period from December 12, 2023 through December 31, 2025. FISCAL IMPACT: Approval of this action will result in expenditures of up to $206,642 and will be funded by Hospital Enterprise Fund I revenues. BACKGROUND: In 2022, CCRMC implemented a duress security system on specific floors to enhance staff safety. This system enables staff to activate alarms discreetly via wearable devices, ensuring swift assistance without causing disruption. The 24/7 security system promptly receives alerts, identifies the caller, and provides real-time location updates. Following a comprehensive solicitation, Securitas Healthcare was selected for its competitive cost, reliability, and ease of implementation. Simultaneously, CCRMC needs to upgrade the current infant protection system in the perinatal unit, as the existing system approaches its end-of-life in November 2024. This system, designed to prevent unauthorized infant removal, has been in use for over 10 years. After a thorough assessment, Securitas was chosen for its competitive cost, comprehensive support services, and ease of implementation, surpassing other systems. Approval of a purchase order and the agreement enables Securitas to continue supporting the current system CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1161,Version:1 and provide related hardware, software, and maintenance services for the new system. In connection with this purchase order, the parties will execute a Master Service Agreement and Quote for the purchase and use of Contractor’s products. Securitas Healthcare’s total liability under the agreement is limited to the amount actually paid or payable by the County in the twelve (12) month period preceding the event giving rise to a claim. On November 21, 2023 the Purchasing Agent approved the use of Securitas Healthcare LLC through the end of the requested purchase order term at which point the department must work with Purchasing Services to prepare and post a solicitation. CONSEQUENCE OF NEGATIVE ACTION: Failure to approve this action will limit access to the staff protection system to a reduced number of staff and result in the loss of support for the current infant protection system. This limitation compromises the overall safety and well-being of unattended staff members and patients who would be unable to utilize the security system, potentially leaving them vulnerable in distress situations. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ Execution Version THIS ACUTE CARE MASTER AGREEMENT (this “Master Agreement”), effective as of December 12, 2023 (the “Effective Date”), is made and entered into between (a) Securitas Healthcare LLC, with offices at 4600 Vine Street, Lincoln, NE 68503 (“Seller”), and (b) Contra Costa County, a political subdivision of the State of California (“Client”) and sets for the terms and conditions upon which Client may purchase certain products and software licenses (collectively, “Products”) and associated services (“Services”) from Seller. The exhibits attached hereto and all documents referenced herein are incorporated by reference, and are made a part of, this Agreement. Client Name: Contra Costa County on behalf of its Regional Medical Center Client Address: 2500 Alhambra Avenue, Martinez, CA 94553 GPO Name (if any): N/A GPO Agreement Number (if any): N/A For good and valuable consideration, the receipt and sufficiency of which is hereby acknowledged and agreed, the parties agree as follows: 1. Agreement; Prevailing Terms. This Master Agreement incorporates (a) Seller’s Standard Terms and Conditions (the “STCs”) attached hereto as Appendix 3; (b) if Seller provides Client with any Software, the End User License Agreement attached hereto as Appendix 4 (the “EULA”); and, if applicable the Product-specific terms described in Section 2 below (the “Product/Service-Specific Terms” and together with the STCs and EULA, the “Agreement”). Capitalized terms not defined in this Master Agreement have the same definition set forth in the STCs, or, if applicable, the EULA or applicable Product/Service-Specific Terms. 2. Products and Product/Service-Specific Terms. The following Products and Services have Product/Service-Specific Terms which, are incorporated by reference and made a part of this Agreement. Installation services for Products being purchased under this Agreement will be performed pursuant to a separately executed services contract between Se ller and Client. Seller’s performance of its obligations under this Agreement will be performed remotely and not at Client premises. Support and Maintenance attached here to as Appendix 1. 3. MobileView Software Enterprise Solution. Pursuant to this Agreement, Client is purchasing a MobileView Software Enterprise Solution to be used within Contra Costa Regional Medical Center. Seller agrees to sell and Client agrees to purchase and promises to pay for the Products and Services itemized on the Quotes attached hereto as Exhibit A. 4. Purchase Mechanism. If Client desires to purchase Products or Services subsequent to the MobileView Software Enterprise Solution purchase pursuant to this Agreement, Client shall request a quote for such Products or Services from Seller. To purchase the quoted Products or Services, Client shall issue Seller a purchase order specifying the Products and Services it desires to purchase and the associated quantities, prices from Seller’s Quote, and any other pertinent information, including but not limited to, place(s) for delivery of the Products, and any additional information that the circumstances may require. The terms of this Agreement shall apply to all purchases hereunder, regardless of whether any Seller Quote of Client purchase order references this Agreement. SH v01.01 (0223) Securitas Healthcare Confidential 1 SH v01.01 (0223) Securitas Healthcare 2 Execution Version 5. Term. The term of this Agreement (the period of time during which Client may purchase Products and Services from Seller pursuant to this Agreement) shall commence on the Effective Date and continue for a period of three (3) years (the “Initial Term”), and shall automatically renew thereafter for successive one (1) year renewal terms (each, a “Renewal Term” and together with the Initial Term, the “Term”), except that either party may elect not to renew this Agreement as of the end of the Initial Term or any Renewal Term by giving the other party written notice of non - renewal at least ninety (30) days prior to the end of such term. 6. Pricing/Initial Purchase. a. Initial Purchase. Client agrees to purchase and promises to pay for the Products and Services set forth on the Quotes attached hereto as Exhibit A. The prices for the Products and Services for the initial purchase are as set forth on the attached Quote, and the prices for Products and Services for any subsequent purchases will be set forth on a Quote that is subject to the terms of this Agreement. b. Payment. Client shall pay all invoiced amounts to Seller within thirty (30) calendar days of the invoice date. c. Late Payments. Client shall reimburse Seller for all costs and expenses (including attorneys’ fees) in collecting any overdue amounts. All payments shall be made in U.S. Dollars. All amounts payable to Seller under the Agreement shall be paid by Client in full without any setoff, recoupment, counterclaim, deduction, debit, or withholding for any reason or any deduction or withholding of tax as may be required by applicable law. 7. Governing Law and Venue. This Agreement shall be governed by the laws of the State of California without reference to or use of any conflicts of laws provisions therein. For the purpose of resolving conflicts related to or arising out of this Agreement, the Parties expressly agree that venue shall be in the State of California only, and, in addition the parties hereby consent to the exclusive jurisdiction of the federal and state courts located within the State of California. 8. Entire Agreement; Order of Precedence. This Agreement, including all Exhibits, the STCs, the EULA (if applicable), any applicable Product/Service-Specific Terms contains the entire, final agreement and understanding of the parties concerning the subject matter of this Agreement. Any new or different term introduced in any other document (e.g., a purchase order) shall have no effect. This Agreement may be amended only in writing and signed by each party. In the event of any conflict or inconsistency of any term or provision set forth in this Master Agreement, the STCs, the EULA (if applicable) and any applicable Product/Service-Specific Terms, such conflict or inconsistency shall be resolved by giving precedence in the following order: (1) this Master Agreement; (2) any applicable Product/Service-Specific Terms; (3) the STCs; and (4) the EULA (if applicable). 9. Survival. Any provision of this Agreement which, by its terms, requires performance after the termination of this Agreement, or has application to events that may occur after such termination, shall survive the termination of this Agreement. IN WITNESS WHEREOF, the duly authorized signatories of the parties have executed this Agreement as of the Effective Date. SH v01.01 (0223) Securitas Healthcare 3 Execution Version Securitas Healthcare LLC By: Name: Title: Contra Costa County By: Name: Title: [The remainder of this page is intentionally blank] securitashealthcare.com 6 Execution Version Exhibit A - Initial Purchase Quote Client: Contra Costa Regional Medical Center Account Number: 1430980 Partner: Direct Deal Date: November 9, 2023 Quote Valid Until: 1/29/2024 Quote Number: Q-263848 Contact Information Contra Costa Regional Medical Center Contact Securitas Healthcare Contact Stephanie Paustian Client Executive stephanie.paustian@securitashealthcare.com Client Information Contra Costa Regional Medical Center Billing Address 2500 Alhambra Ave Martinez California 94553 The products and services being purchased through these Quotes are governed by the Acute Care Master Agreement, dated December 5, 2023, between Securitas Healthcare LLC and Contra Costa County. Software SKU Product Name and Description Client Price QTY Total Price MVMC-1000-L200 MobileView Staff Protection and Visibility (200 -399 License) - MobileView Staff Protection and Visibility Software License per staff member for 200-399 staff (includes Staff Visibility application license for staff tracking and management, test station access, Duress Events and staff reports) $177.65 130 $23,094.50 Total $23,094.50 Hardware SKU Product Name and Description Client Price QTY Total Price TAC-281 T2s Tag Badge Mounting Cradle, 20 Pack - T2s tag cradle that integrates seamlessly with a personal identification badge and/or a retractable reel. This SKU doesn't include the retractable reel (TAC-143) and it comprises of two clip options: one for a collared and one for collarless (scrubs) shirts. $47.30 7 $331.10 TAG-2330-CU-G2 T2s Wi-Fi Ultrasound Tag with Call Button, Ultrasound Gen2/EX4300 - Small form factor T2s Tag for wearing on people's wrists or mounting on assets. Includes ultrasound receiver and call button. Supports both Ultrasound Gen2 and EX4300 Series Ultrasound Solution. $101.52 130 $13,197.60 TAC-143 Retractable Badge Reel, 20 Pack - A retractable reel badge holders that can attach to the T14 and T2s Tag Staff Cradle (TAC-281) $34.61 7 $242.27 Total $13,770.97 Maintenance SKU Product Name and Description Client Price QTY Total MSA-01- STANDARD Standard Maintenance (1 year from Go-Live Date) $4,618.90 1 $4,618.90 Quote Total $41,484.37 Quote currency is USD All pre-negotiated and contracted product, services and maintenance discounts either under standard contract or MSA were applied, at minimum, to the pricing included in this Product Quote. securitashealthcare.com 6 Execution Version Client: Contra Costa Regional Medical Center Account Number: 1430980 Partner: Direct Deal Date: September 28, 2023 Quote Valid Until: 12/28/2023 Quote Number: Q-266396 Contact Information Contra Costa Regional Medical Center Contact Securitas Healthcare Contact Contra Costa Regional Medical Center PRIMARY Stephanie Paustian Client Executive stephanie.paustian@securitashealthcare.com Client Information Contra Costa Regional Medical Center Billing Address 2500 Alhambra Ave Martinez California 94553 The products and services being purchased through this Quote is governed by the Acute Master Agreement, dated December 5, 2023, between Securitas Healthcare LLC and Contra Costa County. Software SKU Product Name and Description Client Price QTY Total Price MVKSS-1000 MobileView Kisses Mother/Infant Matching Application License - Kisses for Hugs Wi-Fi Mother/Infant Matching Application License. $5,191.20 1 $5,191.20 MVINFS-1000-L50 MobileView Hugs Enterprise Infant Protection Software License (26 - 50 Infants) - Hugs Enterprise Infant Protection software license per simultaneously monitored infant (26 - 50 infants). Includes 50 user Instant Notifier License $1,123.61 45 $50,562.45 Total $55,753.65 Hardware SKU Product Name and Description Client Price QTY Total Price EX-5200 EX5200 Exciter - Long range LF Exciter (up to 6.5m/21 ft). Includes 48VDC input, Ethernet, and PoE interface. Does not include the power supply. $1,038.24 5 $5,191.20 EX-5500 EX5500 Controller - Controller unit with embedded Low Frequency Exciter, Wi-Fi receiver and onboard I/O module for door and elevator control. $6,343.65 9 $57,092.85 TAG-KSS-2000 180 days Kisses Tag for Wi-Fi - Kisses mother matching tag, one time light activation with 180-day life after initial activation for use with Hugs Wi-Fi infant protection tag. $80.75 125 $10,093.75 ANT-4210 ANT4210 External LF Antenna - External LF Antenna Unit for EX4200, EX2000B andEX5200 Exciters, and for the EX5500 and EX5700 Controllers. The New External antenna has an up to date look and feel and variety of mounting options. In addition the attached cable is hidden when mounted on the ceiling $112.88 4 $451.52 TAG-HGS-1000-I Hugs Wi-Fi Tag with 2-Year Warranty for IBSS Mode - Wi-Fi infant protection tag with rechargeable battery - 2 year warranty for use within a Wi-Fi infrastructure requiring IBSS Mode. $259.56 45 $11,680.20 CGS-HGS-1000-U Hugs Wi-Fi Tag Charger - US and Japan - Charger for Hugs Wi-Fi infant protection tag with capacity for up to 24 tags. 110/220V AC (autoselect) - U.S. and Japan outlet. $2,018.80 2 $4,037.60 EXAC-STD-1000 Standard Exciter Mounting Kit - Multi-ceiling On-grid Exciter Mounting Kit for Exciters and off-grid mounting option for External Antennas/Speakers $13.84 16 $221.44 securitashealthcare.com 6 Execution Version Software SKU Product Name and Description Client Price QTY Total Price Supports recessed ceiling tiles and 3 types of ceiling grids: - 1" Ceiling Grid - 1/2" Ceiling Grid - Slot Grid Fits the following Exciter Models: EX3210, EX4100, EX4110, EX4200, EX5000, EX5200, EX5500, External Speaker/Antenna. Off-grid mounting option is recommended for External Exciters/Speakers and EX3210 Exciters only Each kit can be used for a single Exciter or for two External Units. EXAC-HDUTY-1000 Heavy Duty, Off-Grid, Exciter Mounting Kit - Mounting Kit for mounting in the center of a floating ceiling tile when mounting on the ceiling grid is not possible or when heavy duty mounting is needed. Fits the following Exciter Models: EX3210, EX4100, EX4110, EX4200, EX5000, EX5200, EX5500, External Speaker/Antenna. Each kit can be used for a single Exciter or External Unit. $23.07 18 $415.26 806A1421 Hugs - Patient Protection Short Band, 7", 100 Pack - Hugs - Patient Protection Short Band, 7", 100 Pack $318.00 5 $1,590.00 816A7101 Kisses Band (Pkg of 500) - Wrist band for use with Compact Kisses Tag. Package of 500. $228.48 2 $456.96 816A8901 Kisses Tag for Wi-Fi Storage Rack - Storage Rack for Kisses Tag for Wi-Fi - holds up to 24 Kisses Tags. $156.80 3 $470.40 EXAC-143 Wall Mount Bracket for EX5500 and EX5200 Exciters - Wall mounting bracket for installing EX5500 and EX5200 Exciters, including screws and anchors $40.38 8 $323.04 Total $92,024.22 Maintenance SKU Product Name and Description Client Price QTY Total Price MSA-01- STANDARD Annual Maintenance Renewal - Standard - Annual Maintenance Renewal - Standard Support. *Tied to SW* Includes software upgrades and maintenance, phone support, web support, remote monitoring, and proactive issue resolution associated with software and system $11,150.73 1 $11,150.73 MSA-01- STANDARD Annual Maintenance Renewal - Standard - Annual Maintenance Renewal - Standard Support. *Tied to HW* Includes software upgrades and maintenance, phone support, web support, remote monitoring, and proactive issue resolution associated with hardware $6,228.41 1 $6,228.41 Total $17,379.14 Quote Total $165,157.01 Quote currency is USD All pre-negotiated and contracted product, services and maintenance discounts either under standard contract or MSA were applied, at minimum, to the pricing included in this Product Quote. securitashealthcare.com 6 Execution Version Appendix 1 – Support and Maintenance The following terms and conditions apply to Support and Maintenance Services for Covered Products to be delivered by Seller: 1. Defined Terms. Capitalized terms used in this Appendix 1 have the meanings set out below. Other capitalized terms are defined in context or have the meanings set out in the Master Agreement, STC, or EULA. 1.1. "Application Programming Interfaces" or "APIs" means a set of routines, data structures, object classes, communicati on protocols, or other elements that enable the interoperability or exchange of information between Software components. 1.2. "Business Days" means Monday through Friday, excluding Federal holidays. 1.3. "Business Hours" means 8:00 AM to 5:00 PM (Central Standard Time) during Business Days. 1.4. "Covered Products" means those Products for which Customer is eligible to receive Support Services during the Support Term. 1.5. “Customer” means Client (as that terms is defined in the Master Agreement). 1.6. "Customer Production Environment" is the Customer setting where the Software and other Products are actually put into operation for their intended uses by the Customer. The Customer’s Production Environment shall be considered the real-time setting where Software runs and Hardware setups are installed and relied on for the Customer’s commercial daily operations. 1.7. "Customer Test Environment" is the functional computer and/or systems platform where the Customer creates a test - environment to execute test scenarios and user assessment ensuring the stability of Software prior to transitioning full deployment to the Production Environment. 1.8. "Customizations" means any Software, code, or other materials that Seller develops specifically for Customer pursuant to a Statement of Work. Unless otherwise set out in a Statement of Work, Seller shall own all right, title, and interest to Customizations and any Intellectual Property Rights embodied therein. 1.9. "Error" means a failure of an unmodified version of a Covered Product to materi ally conform to the related Documentation. Errors are categorized and prioritized pursuant to Section 2.7.2. 1.10. "Error Correction" means a modification or addition that, when made or added to the Covered Products either: (i) removes the Error; (ii) otherwise establishes material conformity of the Covered Product with the related Documentation; or (iii) constitutes a procedure or routine that, when observed in the normal course of operation of the Covered Product, eliminates the adverse effect of the Error without material loss of performance. 1.11. "Knowledgebase" means the online portal through which Seller provides the following to eligible customers: (i) software downloads; (ii) Documentation; and (iii) other related resources. 1.12. "Products" has the meaning set out in the STC. 1.13. "Release" means a subsequent revision of a Covered Product consisting of Software (including Software included in any Hardware product), denoted by a change to the left (a “Major Release”) or right (a “Minor Release”) of the revision number decimal point (x.y). 1.14. "Statement of Work" means a document specifying work to be provided that is signed by the parties and references this Appendix 1. 1.15. "Support Fees" means the fee for support and maintenance services as set forth in the applicable line item of the Customer Quote attached to the Master Agreement as Exhibit A. 1.16. “Support Ticket” means a request by Customer for support to address an Error. 1.17. “System” means multiple Products installed at a Customer Facility to provide a complete business solution. securitashealthcare.com 6 Execution Version 1.18. “Two (2) Step Upgrade Process” means when a Customer initially upgrades its Customer Test Environment or sandbox and then develops a plan to complete full upgrade execution in its Customer Production Environment. 1.19. "Update" means additions, enhancements, security patches, Releases, and other updates that Seller develops in connection with Product. The term "Update" expressly excludes Customizations and any additions, enhancements, Releases, or other updates to Product for which Seller charges a separate fee in order to access or use such addition, enhancement, Release, or other update. 1.20. "Workaround" means a temporary bypass, procedure, or routine that eliminates or materially reduces the effect of the Error. The term "Workaround" expressly excludes Error Corrections. 2. Description of Support Services. Subject to Customer's payment of the Support Fees, Seller shall, during the Support Term, provide the following support services for Covered Products (collectively, the "Support Services"): 2.1. Scope of Support Services. The Products eligible for Support Services are set out in the Customer Quote. Customer shall issue a Purchase Order to purchase Support Services for Covered Products. During the Support Term, Seller shall provide Support Services for all Covered Products. 2.2. Support Service Access. Except as otherwise set out herein, Seller will provide Support Services to Customer, and Customer shall be entitled to seek Support Services, via telephone and/or through Seller's online support website (http://www.stanleyhealthcare.com/connect/support). Customer will also be provided with user credentials that will allow it to access an online portal through which Customer can: (i) report Errors by creating Support Tickets; (ii) track the status o f applicable Support Tickets; (iii) download available Updates, Error Corrections, and support information; and (iv) access other resources that Seller may make available from time-to-time and in its sole discretion (e.g., Knowledgebase, FAQs, support papers, and application notes). 2.3. Customer Right to Updates. 2.3.1. Right to Receive Updates. With respect to Covered Product, Customer is entitled to all Updates that Seller makes generally available to its customer base in connection with the Support Services. Customer agrees that (i) Customer's right to receive Updates (if any) does not include the right to receive any third -party hardware, software, or other materials necessary to utilize the available Update, and (ii) nothing herein shall be interpreted as obligating Seller to develop or otherwise create Updates. 2.3.2. No API Integration. Certain Products may allow Customer to develop its own custom integrations using APIs (each, a "Customer Integration"). Although Seller may attempt to minimize changes to APIs in connection with Updates (including Releases), in no event shall Seller be obligated to assist Customer in updating or otherwise correcting Customer Integrations that are impacted by changes (including API changes) provided via an Update. Seller may provide support services (including, training, consulting, or development services) relating to API changes pursuant to a Statement of Work. 2.4. Production Environment Upgrades; Limitations. 2.4.1. Production Environment Upgrades. Seller’s Product allows clients to upgrade their infrastructure; however, before any Update on the System or any system that integrates with the System, the Customer must consult with Seller to verify that Seller’s Product is compatible with the requested change. In case of System outage because the Customer did not follow the recommendation above, Customer will have to purchase additional services to fix Customer’s System. Seller shall provide support for Customer upgrades of its Customer Production Environment pursuant to the following process: (i) Customer contacts the Seller support team and requests an upgrade; (ii) the Seller support team works with the Customer to plan the upgrade and to develop a schedule for providing the upgrade; (iii) the Seller support team shall implement the upgrade; and (iv) the Seller support team shall handle any issues that arise during or after the upgrade that relate to Seller's provision of the upgrade. 2.4.2. Two Step Upgrade Process. If Customer maintains a Customer Test Environment, then Seller's support for Customer upgrades of its Customer Production Environment shall be provided pursuant to the following process: (i) Customer must replicate the then-current Customer Production Environment in the Customer Test Environment; (ii) Customer downloads Software from the Knowledgebase; (iii) Seller makes itself available to clarify upgrade instructions provided via the Documentation; and (iv) Customer follows the upgrade instructions and executes the upgrade. The Seller support team is available to plan and perform the upgrade procedures for the Customer Test Environment, which shall be subject to an additional fee at Seller's then-current standard hourly rate. Seller shall provide additional support to Customer if an attempted upgrade of the Customer Production Environment pursuant to this Section 2.4.2 (Two Step Upgrade securitashealthcare.com Execution Version Process) either (a) fails despite Customer's strict compliance with the available upgrade procedures set out in the Documentation, or (b) material issues are discovered while testing the upgrade in the Customer Test Environment; provided, however, that Seller shall have no obligation if it determines that the Customer Test Environment is not an exact replica of the Customer Production Environment. 2.4.3. Exclusions for Customer Maintenance. Seller's provisions of Support Services pursuant to this Section 2.4 (Production Environment Upgrades; Limitations) does not include support services necessary to address Errors attributable to a change in the Customer Production Environment (or Customer Test Environment) that is not performed by Seller. Seller encourages Customer to contact Seller before Customer makes any change to the Customer Production Environment that could impact the Covered Products. 2.5. eLearning. If Customer registers through the Seller's online portal, then it shall have access during the Support Term to the online Seller university, through which Customer can access resources and information about the Covered Product. 2.6. Named Contacts. Customer shall designate two (2) full-time employees as contacts: (i) one primary contact, and (ii) one backup contact (each, a "Named Contact"). The Named Contacts shall serve as the sole points of contact between Customer and Seller with respect to Support Services. Each Named Contact must successfully complete Seller's then-specified "Required Training for Named Contacts" that Seller makes available to such Named Contacts. Seller shall have the right to designate replacement Named Contacts during the Support Term; provided, however, that no transfer shall occur unless the other individual has completed the required training. Customer may add up to three (3) additional Named Contacts for an additional fee. By way of clarification, and not limitation, in no event shall Seller have any obligation to respond to any requests for Support Services unless such request is made by a Named Contact. 2.7. Support Tickets. 2.7.1. Support Ticket Creation. Seller shall confirm its receipt of a support request from a Named Contact pursuant to Section 2.2 (Support Service Access) by logging and tracking such report using an incident tracking system (each, a "Support Ticket"). 2.7.2. Prioritization. Seller shall assign each Support Ticket to a Seller technical support engineer (each, a "TSE"). The TSE shall classify each Support Ticket, based on her or his review of the Support Ticket and feedback from the Named Contact, as follows: Error Priority Error Conditions Priority 1 – Critical Covered Product is completely non-functional or inoperative, and essential business functions of the Covered Product is completely unavailable. Priority 2 – High Essential business functions of the Covered Product are significantly disrupted, though the Covered Product is not completely unusable. Priority 3 – Medium Non-essential business functions of the Covered Product are disrupted, or the Covered Product (including essential business functions) is functioning in a degraded state that does not materially and regularly disrupt business operations. Priority 4 – Low The Covered Product is suffering from cosmetic Errors or reported Errors have an insignificant effect on the Covered Product (either functioning on an as-is basis or through a Workaround). Priority 4 is also used for general user inquiries. Notwithstanding anything to the contrary, Seller shall have the right to reclassify the Error priority levels (and associated Response Goals) set out in a Support Ticket to the extent that Workarounds are provided that cause the Error severity to decrease. 2.7.3. Response Goals. The TSE shall use good faith efforts to respond to Support Tickets in accordance with the following timeframes (each a "Response Goal"): 7 Execution Version Error Priority Response Goal Priority 1 – Critical Two (2) hours. Priority 2 – High Four (4) Business Hours. Priority 3 – Medium One (1) Business Day. Priority 4 – Low Five (5) Business Days. Each Response Goal measures the difference in time between (i) when the Named Contact created a Support Ticket, and (ii) when a TSE commences her or his attempt to resolve the reported Error. Customer agrees that (a) Seller's ability to meet a Response Goal is contingent upon Customer's compliance with its obligations set out in Section 3 (Support Conditions), and (b) the Response Goals measure a TSE's commencement of her or his attempt to resolve a reported Error and are not a timeframe for the Seller's provision of an Error Correction. 2.7.4. Customer Cooperation. Seller's obligation to provide Support Services is conditioned upon: (i) Customer's reasonable effort to resolve the Error after communication with the TSE; (ii) Customer's prompt provision of all other documentation, information, and assistance that the TSE reasonably requests; (iii) Customer's provision to the TSE of sufficient detailed information and resources to correct the Error, including the provision of Remote Access; (iv) Customer's prompt installation of all provided Error Corrections or Workarounds; and (v) Customer's procurement and installation and maintenance of all hardware necessary to operate the Covered Products. 2.8. TSE Response; Escalation. 2.8.1. TSE Response; Error Correction. Upon receipt of a Support Ticket, the assigned TSE shall review the identified Error and obtain from the Named Contact any additional information necessary to address the Error. The TSE shall then work in good faith to provide an Error Correction or other information addressing the Error. Error Correction may, in the TSE's reasonable discretion, take the form of a written or telephonic response to Error, the provision of an Error Correction either directly (or as part of a subsequent Release or Update) or a Workaround, supplementary documentation, logging into the Customer Production Environment to troubleshoot an issue, a Workaround, or other correctional aids. By way of clarification, and not limitation, Customer acknowledges that it may not receive an Error Correction to an Error until Seller develops a general Release that addresses the specific Error. 2.8.2. Proactive Escalation. If the initial TSE is unable to resolve an Error reported in a Support Ticket, then the initial TSE shall escalate such Support Ticket to a senior TSE (each, a "Tier 2 TSE"). If the Tier 2 TSE cannot resolve the reported Error, then the Tier 2 TSE shall escalate the Support Ticket to the Seller's Engineering and/or Product Marketing groups. In this event, the assigned TSE will retain responsibility for all communication with the Customer regarding the Support Ticket. 2.8.3. Customer Escalation. For Support Tickets involving Errors with a Priority 1 or Priority 2 rating, if Customer reasonably determines that there is a performance issue in connection with the response provided by Seller's initial TSEs, then Customer may request escalation of such Support Ticket to a Tier 2 TSE. If such Error is still not resolved, then Customer may escalate the Support Ticket for such Error to Seller's Technical Support Manager. If such escalation does not resolve the Error, then Seller may then escalate the Error to its Vice President of Professional Services. Customer shall not have the right to escalate Errors with a Priority 3 or Priority 4 rating. 2.9. Defective Hardware Exchange. 2.9.1. Support for Hardware under Warranty. 2.9.1.1. Exchange Process for Hardware. Support Services for Covered Products consisting of Hardware that is under warranty includes the following: (i) for defective Hardware located within North America, exchange within ten (10) Business Days of Seller's receipt of such de fective Hardware, and (ii) for defective Hardware located outside of North America, exchange to the port of entry of the country that the Hardware is located within ten (10) Business Days of Seller's receipt of such defective Hardware. securitashealthcare.com 8 11 securitashealthcare.com Execution Version 2.9.1.2. Expedited Exchange for Certain Hardware. For Hardware Errors with a Priority 1 rating, Seller will use its good faith efforts to ship an advanced replacement piece of Hardware within twenty-four (24) hours of Seller's receipt of an applicable Support Ticket; provided, however, that Customer ships the defective Hardware immediately upon the later of (i) the discovery of the Error, and (ii) Customer's receipt of replacement Hardware. If Customer does not timely return the Hardware, or if upon inspection by Seller the Hardware is not defective, or the damage/defect is not from a warranted cause, then Customer shall pay Seller for the replacement Hardware and all associated shipping costs for the advanced replacement. 2.9.1.3. Fees for Shipping Hardware. Customer shall be responsible for costs to ship defective Hardware from its facilities to Seller's headquarters, and Seller shall be responsible for the return shipment of replaced Hardware to the facility from which the defective Hardware was shipped. Customer shall be responsible for any import fees, duties, and taxes, associated with the Support Services provided pursuant to this Section 2.9 (Defective Hardware Exchange), including all amounts associated with sh ipping Hardware. 2.9.2. Support for Hardware not under Warranty. Seller may provide support services for defective Hardware that is not under warranty. If Customer wishes to receive support services for defective Hardware that is not under warranty, then Customer shall ship (at its sole costs) such defective Hardware to Seller. Upon receipt of such defective Hardware, Seller shall diagnose the defective Hardware to determine the cause of the Error and the corrective action. Customer will be contacted for Customer's approval before proceeding to correct any identified defects. Replacement parts and products will be either new or like-new. 2.9.3. Replacement Hardware. Replacement Hardware provided pursuant to this Section 2.9 (Defective Hardware Exchange) shall be, in Seller's sole discretion, replaced with new or like-new Hardware. 3. Support Conditions. 3.1. Supported Releases. Seller shall only provide Support Services for the then -current version of the Covered Product and its immediately preceding Release. Notwithstanding the preceding sentence, Seller shall provide Support Services for any Release of a Covered Product for a minimum period of twelve (12) months from the date on which the Release was made generally available. 3.2. Supported Configurations. Seller shall include with each Release a list of supported configurations for such Release (the "Configuration List"). The Configuration List shall identify hardware platforms, operating systems, database versions, and other third-party software products required for the use of such Release. Seller shall have no obligation to provide Support Services for any Covered Product that is not being used in compliance with the Configuration List. A current list of supported configurations can be obtained by contacting the Seller Support Center. 3.3. Reproducible Errors. Support Services are limited to reproducible Errors that Customer can demonstrate to Seller in the latest Release of such Covered Product. Such reproducible Errors must be reproduced in an unaltered Covered Product that is using the proper hardware configuration and otherwise in full compliance with its applicable Documentation. Subject to Customer's compliance with Section 3.4 (Remote Access), Seller shall use commercially reasonable efforts to reproduce Errors in connection with its resolution of a Support Ticket. 3.4. Remote Access. Seller's provision of Support Services is conditioned upon Customer's provision (at its sole cost) of VPN remote access or similar level internet-based access to Customer's computer systems and network (the "Remote Access"). Seller will comply with Customer's reasonable written Remote Access guidelines that are provided to Seller prior to its provision of Support Services. Customer agrees that its failure to provide Remote Access (i) may significantly increase time and fees necessary to resolve an Error and additional fees, and (ii) certain Support Services may not be available to Customer if Customer does not provide Remote Access. 3.5. Support Issues Not Attributable to Seller. Seller shall not provide Support Services for Errors (1) related to: (i) improper installation of Products by non-Seller personnel; (ii) use of Products in a manner deviating from the associated Documentation; 12 securitashealthcare.com Execution Version and (iii) Errors caused by Customer's: (a) negligence; (b) hardware malfunction; or (c) third -party software; or (2) arising any time during which Customer has not paid the applicable Support Fees when due. If Seller provides Support Services despite the presence of any exceptions set out in the preceding sentence, then Customer shall reimburse Seller for such Support Services at Seller's then-current time and materials rate. 3.6. Support Service Exclusions. Notwithstanding anything to the contrary, Support Services shall not include: 3.6.1. In-Depth Training. Seller shall not provide Support Services that consist of training. By way of clarification, and not limitation, if the resolution of an Error included in a Support Ticket would consist of an extensive discussion or explanation of basic system usage and/or topics covered in Seller's training classes, then Seller shall have no obligation to provide such discussion. 3.6.2. Customization Assistance. Certain Products may enable customization using the unique customization tools provided within such Products or using another Product. Customer shall not customize or otherwise modify any Covered Product except to the extent that such customization or modification is explicitly permitted and intended by the Product's functionality (each, a "Permitted Modification"). If Customer modifies or customizes a Product other than as a Permitted Modification, then Seller shall have the right, in its sole discretion to terminate: (i) any remaining warranty applicable to the Covered Product; and (ii) some or all of Seller's obligations under this Appendix 1. Support Services do not include assistance in developing, debugging, testing, or any other application customization for modifications made by Customer, even if such modification or customization constitutes a Permitted Modification (the "Modification Services"). Modification Services may be available to Customer at an additional fee pursuant to a Statement of Work. 3.6.3. Assistance on Third Party Products. Seller shall have no obligation to provide Support Services relating to Errors that are attributable to third party products, or the installation, administration, and use of enabling technologies such as databases, computer networks, and communications systems that are not provided by Seller (the "Third Party Product Services"). Third Party Product Services may be available to Customer at an additional fee pursuant to a Statement of Work. 3.6.4. Customer's Environment Issues. Seller shall have no obligation to provide Support Services relating to Errors that are attributable to the Customer Production Environment (the "Environment Services"), and Seller's sole obligation shall be to notify Customer if an Error is attributable to the Customer Production Environment. Environment Services may be available to Customer at an additional fee pursuant to a Statement of Work. 3.6.5. Customer Production Environment. Seller shall have no obligation to provide Support Services for Errors that arise outside of the Customer Production Environment. By way of clarification, and not limitation, in no event shall Seller be obligated to provide Support Services for Errors relating to the use of Covered Products in a Customer Test Environment. 3.6.6. Onsite Technical Support. Seller's provision of onsite support services is not part of the Support Services. If Customer requires onsite technical support, Customer is responsible for contracting for such support services with Seller’s certified Authorized Service Provider. 4. Support Term and Renewal. 4.1. Support Services Term. The Customer Quote sets out the initial term of this Appendix 1 for each Covered Product (the "Initial Support Term"). In the absence of an Initial Support Term referenced in the Quote, the Initial Support Term shall be for a period of one (1) year commencing upon (a) for new System installations, the completion of installation of the System and acceptance thereof in writing by Client (the “Go-Live Date”), and (b) in all other cases, the order date. Upon conclusion of the Initial Support Term or then-current Support Term (as the case may be), Seller will provide Customer with a Customer Quote for additional Support Terms, which may be accepted by Customer when it provides Seller with a Purchase Order for such additional Support Terms (each, a "Renewal Support Term"), and if Customer does not issue a purchase order for the Quote for additions Support Terms, the Initial Support Term shall not renew. The Initial Support Term and any Renewal Support Term(s) are collectively referred to herein as the "Support Term". 4.2. Support Services Reinstatement. Customer shall not be entitled to Support Services if (a) Customer fails to pay the Support Fees in full when due and owing, or (b) Customer elects not to renew this Appendix 1 pursuant to Section 4.1 (Support Services Term) (each, a "Support Suspension"). Subject to Seller confirming that it still supports the application, Customer may reinstate Support Services following the occurrence of a Support Suspension if Customer first pays to Seller: (i) a reinstatement fee equal to twenty percent (20%) of the then-current Support Fee; (ii) the amount of unpaid or refunded Support Fees for the period during which Customer was not receiving Support Services; and (iii) yearly Support Fees for the new period of Support Services, which 13 securitashealthcare.com Execution Version shall commence as of the date of reinstatement (collectively, the "Reinstatement Fee"). The Reinstatement Fee will provide the Customer with a right to all applicable Product Updates released since the Support Services lapsed. Notwithstanding anything to the contrary, Customer agrees that it shall not be entitled to Support Services if Seller elects not to renew this Appendix 1 pursuant to Section 4.1 (Support Services Term). 5. Product End of Life. Seller is committed to providing products and solutions for its Customers. As requirements evolve and application demands grow, Seller may phase out existing Products and develop new products to meet emerging needs in accordance with Seller's overall business considerations. As a result, over time Products may reach the end-of-life phase of the product lifecycle, at which point Seller shall discontinue and stop supporting such Product, and potentially replace such Product with an altern ative Product. This Section 5 (Product End of Life) sets out Seller's process for assisting Customer with managing its transition from a Covered Product due to a Seller end-of-life determination. Customer acknowledges that none of Seller's obligations set out in this Section 5 (Product End of Life) apply to Products that Seller did not manufacture or develop. 5.1. End of Life Announcement. The term "End of Life Date" means the date on which Seller will discontinue sales of the applicable Product and begin discontinuing support for such Product. Seller shall use good faith efforts to notify Customers of the End of Life Date for an applicable Product at least sixty (60) days prior to the designated End of Life Date (each, an "EOL Announcement"). Customers shall have the right to purchase the applicable Product until the End of Life Date, at which point such Product shall be unavailable. The term "EOL Product" means Product that is subject to an EOL Announcement. 5.2. Support Services for EOL Software Products. Seller shall continue to provide Support Services for Covered Software that constitute EOL Products as follows: 5.2.1. EOL Software Product Support Term. Seller shall continue to provide Support Services for EOL Products that constitute Software for a period of time equal to the lesser of (i) Customer's then-current Support Term for the Covered Product that constitutes an EOL Product; and (ii) twelve (12) months from the EOL Announcement date (the "EOL Software Product Term"). 5.2.2. EOL Software Product Support Limitations. During the EOL Software Product Term, if Seller determines, in its reasonable discretion, that an Error has been resolved with a new Product that is intended to replace the applicable EOL Product, then Seller's sole responsibility shall be to not ify the Named Contact of the same, and Customer shall have the right to license the new Product (subject to any applicable fees). Customer shall have the right to continue to use the EOL Software Product in lieu of the new Product; provided, however, that Seller has no obligation to provide any Error Corrections for the reported Error. 5.2.3. EOL Hardware Products. Seller shall use good faith efforts to continue to provide spare parts and replacements for EOL Products that constitute Hardware for the greater of: (a) one (1) year; and (b) at least the period of time of Customer's then-current Support Term for the Covered Product that constitutes an EOL Product. Notwithstanding the preceding sentence, Seller's continued provision of Support Services pursuant to this Section 5.2.3 (EOL Hardware Products) is contingent upon Seller's ability to obtain and utilize the parts, technology, and processes used to provide such Support Services (collectively, the "Necessary Resources"). Seller shall have no obligation to continue to provide Support Services pursuant to this Section 5.2.3 (EOL Hardware Products) should the Necessary Resources become discontinued, obsolete, or no longer reasonably available. 5.3. No Obligation to Provide EOL Product Support. Notwithstanding anything to the contrary herein, Seller expressly reserves the right, in its sole discretion, to modify (including discontinuing in its entirety) any Support Service obligations set ou t in this Section 5 (Product End of Life). securitashealthcare.com Execution Version Appendix 2 - [Intentionally omitted.] 14 SH v01.01 (0223) Securitas Healthcare Execution Version Appendix 3 Standard Terms and Conditions 1. Fees. The prices for the Hardware and the service fees for the Services (collectively, the “Fees”) purchased by Client shall be as stated in the applicable Ordering Document or statement of work (“SOW”). After expiration of an Initial Purchase Quote, the prices for Products and Services for future purchases shall be Seller’s then-current prices. Any Fees quoted by Seller shall be valid for thirty(30) days unless (a) a longer period is stated on the applicable quote, or (b) such quote is cancelled or revoked earlier by Seller. The Fees do not include, and Client will pay or reimburse Seller for any and all taxes (except Seller’s income taxes) and other governmental fees, assessments, duties, and charges that are payable as a result of this transaction. To avoid the imposition of sales and/or use taxes, Client must supply Seller with a “Tax Exemption Certificate” or appropriate other exemption certificate prior to shipment, otherwise Client shall remain responsible for such tax. 2. Hardware. a. Shipping Terms; Inspection. All physical Hardware shall be shipped (a) in the United States, FOB Origin Seller’s facility, and (b) outside the United States, FCA Seller’s facility (Incoterms 2020). Delivery shall occur and title (except for licensed software) and risk of loss shall pass to Client upon placement of the Hardware with the carrier for shipment to Client. All delivery times stated in the Agreement are estimates only. Seller shall not be responsible for or incur any liability for damages, costs, or expenses (whether general, consequential, liquidated, penalty, or otherwise) due to any delay in delivery. Seller may ship Client’s order for Hardware in multiple lots, and each such lot will be paid for separately. No nonconformity or defect in any lot will constitute a breach of Client’s entire order, and any lots whose conformity and condition Client does not dispute will be paid for in accordance with these terms and conditions, regardless of any dispute concerning other shipments or undelivered Hardware. b. Protection. Until all sums due to Seller are fully paid, Client shall keep the Hardware free from all liens, taxes, and encumbrances; shall not permit the Hardware to be removed from the premises without Seller’s written permission; shall not make any material change in the Hardware without Seller’s consent; and shall maintain the Hardware in good condition and repair, reasonable wear and tear thereof excepted. Client assumes all risk of damage to or loss of the Hardware, regardless of whether insured. c. Software. All software licensed by Client are governed by the EULA, which is incorporated herein by reference. 3. Installation Services. Installation services for Products being purchased under this Agreement will be performed pursuant to a separately executed services contract between Seller and Client . Seller’s performance of its obligations under this Agreement will be performed remotely and not at Client premises. 4. [Intentionally omitted] 5. Client’s Hardware-Related Obligations. Client is responsible to provide, among other items as may be specified in the Agreement or Documentation: a. Permanent and dedicated electrical power for the proper operation of the Hardware through Client’s own electrical power system; b. Uninterrupted access to the site during normal business hours or whenever Seller may reasonably require it for installation, maintenance, repair, training, or other similar services contemplated SH v01.01 (0223) Securitas Healthcare Execution Version under this Agreement; c. All necessary licenses, permits, or other authorizations required by state or Federal administrative agencies for the installation, use and operation of Hardware on the Client’s premises; d. Proper mounting foundations for the Hardware; e. Satisfactory environmental conditions for the Hardware (e.g. temperature and humidity control) as may be specified by Seller; and f. Labor and equipment necessary to establish and maintain connection of the Hardware to Client’s telephone, computer, Internet or WIFI networks, as may be applicable. 6. Client’s Control and Responsibility. Client has and will retain sole responsibility for: (a) Client data, including its content and use; (b) all information, instructions and materials provided by or on behalf of Client or any user in connection with the Agreement; (c) Client’s information technology infrastructure, including hardware, software and networks, whether operated directly by Client or through the use of third-party services; and (d) the security and use of Client’s and its users’ access credentials (if applicable). 7. Invoicing; Payment; Late Payments. a. Invoicing. Seller shall invoice Client for Hardware upon shipment. Seller shall invoice Client for Services upon execution of this Agreement, unless otherwise set forth in the applicable statement of work. b. Payment. Except as otherwise stated in the Ordering Document, Client shall pay Seller within sixty (60) calendar days of following the date of invoice. c. Late Payments. Client shall reimburse Seller for all costs and expenses (including attorneys’ fees) in collecting any overdue amounts. All payments shall be made in U.S. Dollars unless specifically noted on the Ordering Document. All amounts payable to Seller under the Agreement shall be paid by Client in full without any setoff, recoupment, counterclaim, deduction, debit, or withholding for any reason or any deduction or withholding of tax as may be required by applicable law. 8. Cancellations and Returns. Any order by Client may be cancelled or changed only with the consent of Seller. Seller’s prior consent is required before a return will be accepted. Any permitted returns will require a Return Material Authorization Number. Permitted returns for any reason other than breach of warranty or Seller’s incorrect shipment will be subject to a minimum restocking fee of twenty percent (20%). All returned Hardware must be sent freight prepaid to the appropriate address indicated by Seller. Seller accepts no responsibility for Hardware returned without prior authorization. Any unauthorized returned Hardware will be returned to Client at Client’s expense. 9. Confidentiality. Confidential information that a party (the “Disclosing Party”) provides to the other party (the “Receiving Party”) under this Agreement shall be governed as follows: a. Scope of Confidential Information. Confidential Information consists of all non-public information disclosed pursuant to this Agreement, whether oral or in writing (including electronic transmission) that: (i) is designated as “Confidential” or “Proprietary” by the Disclosing Party at the time of disclosure or within a reasonable period thereafter; (ii) concerns the Client’s, finances, methods, research, processes, procedures, code, inventions, or know-how; or (iii) by the nature of the circumstances surrounding disclosure, or the information itself, should reasonably be believed to confidential (collectively, the “Confidential Information”). Confidential Information expressly includes the Hardware, Documentation, technical information and other code or data of any type provided by Seller or its agents, the pricing offered by Seller to Client, and all Client data. b. Treatment of Confidential Information. Receiving Party shall retain the Disclosing Party’s Confidential Information in strict confidence and shall not use such Confidential Information expect for purposes permitted under this Agreement. Receiving Party is entitled to disclose Confidential Information on a need-to-know basis to its employees, agents, and subcontractors, SH v01.01 (0223) Securitas Healthcare Execution Version provided that such employees, agents, and subcontractors are bound by nondisclosure and confidentiality obligations no less protective than those set out in this Agreement. Each party shall use at least the same degree of care in safeguarding the other party’s Confidential Information as it uses in safeguarding its own, but shall not use less than reasonable care and diligence. c. Exclusions. Obligations with respect to Confidential Information shall not apply to Confidential Information that the Receiving Party can demonstrate: (i) is or becomes a matter of public knowledge through no fault of the Receiving Party; (ii) was or becomes available to the Receiving Party on a non-confidential basis from a third party, provided that such third party is not bound by an obligation of confidentiality to the Disclosing Party with respect to such Confidential Information; (iii) was independently developed by the Receiving Party without reference to the Disclosing Party’s Confidential Information; or (iv) is required to be disclosed by law, provided that the Disclosing Party is promptly notified by the Receiving Party in order to provide the Disclosing Party an opportunity to seek a protective order or other relief. 10. Limited Warranty; Exclusions. a. Limited Hardware Warranty. Except as stated in the Documentation, Seller warrants to the original purchaser (“Client”) that the Hardware shall be free from defects in material and workmanship under normal use for the Warranty Period (as defined below). This Limited Hardware Warranty shall not apply to, and the term Hardware shall not include, any embedded or accompanying software. This Limited Hardware Warranty extends only to the original purchaser of the Hardware and is non-transferrable or assignable. This Limited Hardware Warranty shall not be enlarged and no obligation shall arise out of Seller’s rendering of technical advice or service in connection with the purchase of the Hardware. The “Warranty Period” is (a) 2 years from the date the tag is first activated in the software, provided the tag is activated by the date printed on the package for Hugs® Wi-Fi Tags; (b) 90 days from the activation date, provided the tag is activated by the date printed on the package for Kisses® for Wi-Fi Tags; and one (1) year for other Hugs® infant protection Hardware; and (c) that warranty length stated in the relevant Documentation for all other Hardware. If no Warranty Period is established as set forth in the preceding sentence, then the Warranty shall be the greater of (a) that period of time stated in the applicable Product/Service- Specific Term, (b) thirty (30) days, or (c) the minimum period of time required by applicable law. Except as otherwise stated in the Documentation of the Product/Service -Specific Terms, the Warranty Period shall commence upon Seller’s shipment of the Hardware to Client (as evidenced by Seller’s records). b. Conditions of Warranty and Exclusions. This Limited Hardware Warranty applies only if the Hardware was purchased from Seller or its authorized distributor. Seller reserves the right to reject warranty claims for Hardware purchased from unauthorized sellers. This Limited Hardware Warranty is conditioned upon proper use of the Hardware. This Limited Hardware Warranty shall not apply to Hardware provided for beta, evaluation, testing, or demonstration purposes for which Seller does not receive a payment of purchase price or license fee. In addition to all exclusions and limitations set forth in the Documentation and any applicable Product/Service-Specific Term, the Limited Hardware Warranty does not cover: Hardware that has not been installed, operated, repaired, or maintained in accordance with the documentation instructions supplied by Seller Defects or damage caused by accident, misuse, abuse, abnormal use, abnormal conditions, improper storage, negligence, neglect, or unusual physical, electrical or electromechanical stress Defects or damage caused by exposure to liquid or moisture that is in consistent with the specifications and instructions applicable to the Hardware according to the appliable documentation and terms and conditions Defects or damage to plastics (including defects in appearance, cosmetics, decorative or SH v01.01 (0223) Securitas Healthcare Execution Version structural items including framing and non-operative parts) Equipment that has the serial number removed, defaced, damaged, altered, or made illegible Ordinary wear and tear Defects or damage caused by the use of accessories, products, or ancillary/peripheral equipment not furnished or approved by Seller Defects or damage caused by service, testing, adjustment, installation, maintenance, alteration, or modification in any way by anyone other than Seller, or its authorized partner Defects or damage resulting from external causes such as collision with an object, fire, flooding, windstorm, lightning, power surge, and earthquake Batteries (other than Dead on Arrival for batteries provided by Seller) and defects or damage caused batteries not provided by Seller c. Warranty Remedy and Procedure. Client’s sole and exclusive remedy and Seller’s sole obligation under this Limited Hardware Warranty is, in Seller’s sole discretion, repair or replacement of the Hardware or refund of the purchase price. Seller replacement parts may be new or refurbished. Seller reserves the right to provide replacement Hardware or components of similar form and function, as long as the functionality is equal or better than Client’s original Hardware or components. Seller’s obligations under this Limited Hardware Warranty are contingent on Client returning the affected Hardware in accordance with Seller’s then-current Return Material Authorization (RMA) procedures. Client shall be responsible for all insurance, postage and shipping costs incurred in returning affected Hardware to Seller. Any replacement or repaired Hardware will be covered by this Limited Hardware Warranty only for the remainder of the original Warranty Period. d. Hardware and Warranty Disclaimers. In addition to any limitations, limits of liability, exclusions, and disclaimers set forth in the Documentation and any applicable Product/Service - Specific Term: EXCEPT AS SPECIFIED IN THIS LIMITED WARRANTY, ALL EXPRESS OR IMPLIED CONDITIONS, REPRESENTATIONS, AND WARRANTIES INCLUDING, WITHOUT LIMITATION, ANY IMPLIED WARRANTY OR CONDITION OF MERCHANTABILITY, FITNESS FOR A PARTICULAR PURPOSE, NON-INFRINGEMENT, SATISFACTORY QUALITY, NON-INTERFERENCE, ACCURACY OF INFORMATIONAL CONTENT, OR ARISING FROM A COURSE OF DEALING, LAW, USAGE, OR TRADE PRACTICE, ARE HEREBY EXCLUDED TO THE EXTENT ALLOWED BY APPLICABLE LAW AND ARE EXPRESSLY DISCLAIMED BY SECURITAS HEALTHCARE, ITS SUPPLIERS AND LICENSORS. TO THE EXTENT AN IMPLIED WARRANTY CANNOT BE EXCLUDED, SUCH WARRANTY IS LIMITED IN DURATION TO THE EXPRESS WARRANTY PERIOD. BECAUSE SOME STATES OR JURISDICTIONS DO NOT ALLOW LIMITATIONS ON HOW LONG AN IMPLIED WARRANTY LASTS, THE ABOVE LIMITATION MAY NOT APPLY. THESE WARRANTIES GIVE CLIENT SPECIFIC LEGAL RIGHTS, AND CLIENT MAY ALSO HAVE OTHER RIGHTS WHICH VARY FROM JURISDICTION TO JURISDICTION. This disclaimer and exclusion shall apply even if the express warranty set forth above fails of its essential purpose. e. Seller Not Responsible for Client’s Network. Certain Hardware uses and relies upon Client’s Wi- Fi network to enable the Hardware to transmit and/or receive communications. In a location where there is interference with, or Client’s Wi-Fi network is insufficient to connect to or successfully transmit and receive data, the functionality of the Hardware may be impaired or not work properly. Seller shall not be responsible for, and specifically disclaims any and all responsibility and liability for any impairment or improper functionality associated with or resulting from interference with or insufficiency of Client’s Wi-Fi network. SH v01.01 (0223) Securitas Healthcare Execution Version 11. Ownership. Seller (and its suppliers or licensors, as applicable) shall retain all Intellectual Property Rights (including, without limitation, all worldwide right, title and interest, related goodwill, and confidential and proprietary information) in and to (a) the Hardware, Documentation, and Confidential Information; (b) any third party products included in the Hardware, Documentation, or Confidential Information or that Seller otherwise provided to the Client (“Third-Party Products”); and iii) any modifications and any derivative works based on or including any part of the Hardware, Documentation and Confidential Information. All software is licensed and not sold. Client’s rights to the aforementioned items are limited to the rights expressly granted in this Agreement. Further, no license is granted to Client in the human readable code of any provided software (source code). This Agreement does not grant Client any rights to patents, copyrights, trade secrets, trademarks, or any other rights with respect to the Hardware or Documentation. No course of conduct or other construction or interpretation shall be construed to grant Client any rights other than those expressly provided in this Agreement. Client shall not use any Third-Party Products separately or apart from the Hardware. 12. Intellectual Property Infringement; General Indemnity a. General. Seller shall defend the Client against any third party suits, actions, claims or proceedings against Client alleging that the Hardware infringes or misappropriates such third party’s Intellectual Property Rights and Seller agrees to reimburse the Client for any damages finally awarded against the Client by a court of competent jurisdiction that may result from any such third-party claim. b. Notification and Remedy. Client shall promptly notify Seller in writing of any claim or demand for which Seller is responsible under this indemnity, and will cooperate with Seller to facilitate the defense or settlement of such matter. If the use of the Hardware by the Client is enjoined, Seller will, at its option and using commercially reasonable efforts, either (i) obtain the right for the Client to continue use of such Hardware, or (ii) replace such Hardware with other products of comparable form, fit, and function, or (iii) modify such Hardware so that it is no longer infringing, or (iv) refund the purchase price of Hardware upon certification of destruction if within one (1) year of original delivery, or the net book value of the Hardware based upon a five (5) year useful life, or (v) any combination of (i) through (iv) above. c. Limitation. Seller shall have no obligation under this Section 12 or otherwise for any infringement suit or action based on (i) the use of a superseded or altered release of the Hardware, (ii) the combination, operation, or use of the Hardware with hardware, data, or other materials not furnished by Seller, (iii) use of the Hardware other than as permitted under this Agreement or the Documentation, (iv) modification to the Hardware made by a party other than Seller, (v) Seller’s compliance with any specifications or plans provided by Client, or (vi) any other use or modification of Hardware that is out of compliance with the Documentation or the Agreement. d. Exclusive Obligation. The foregoing Seller indemnity states the sole obligation and exclusive liability of Seller and the Client’s sole recourse and remedy, for any claim of infringement or misappropriation of an Intellectual Property Right or proprietary right of the Hardware. e. Seller’s Right to Proactive Correction. If Seller believes a Hardware has become or is likely to become subject to an infringement suit or action, Seller may (i) replace or modify the Hardware so that it becomes non-infringing; (ii) procure for Client the right to continue using the Hardware under the terms of this Agreement; or (iii) accept return of the infringing Hardware and refund or credit Client for the fees paid (less a reasonable amount for the period of time Client has used the Hardware). The foregoing states Seller’s entire liability and Client’s sole and exclusive remedy for infringement or misappropriation suits and actions of any kind. 13. Limitation of Remedies and Damages. EXCEPT FOR SELLER’S INDEMNITY OBLIGATIONS PURSUANT TO SECTION 12.A OF THIS AGREEMENT, SELLER, ITS AGENTS, SUPPLIERS, AND ITS LICENSORS SHALL NOT BE LIABLE TO CLIENT OR TO ANY THIRD PARTY FOR ANY LOSS OF USE, COST OF CAPITAL, COST OF SUBSTITUTE EQUIPMENT, LOST DATA, FAILURE OF ANY SECURITY MECHANISMS, INTERRUPTION OF BUSINESS OR ANY INDIRECT, SPECIAL, INCIDENTAL OR CONSEQUENTIAL DAMAGES OF ANY KIND SH v01.01 (0223) Securitas Healthcare Execution Version (INCLUDING PUNITIVE DAMAGES OR LOST PROFITS OR REPUTATIONAL DAMAGES), REGARDLESS OF THE FORM OF ACTION, WHETHER IN CONTRACT, TORT (INCLUDING NEGLIGENCE), CIVIL LIABILITY, STRICT LIABILITY OR OTHERWISE, EVEN IF INFORMED OF THE POSSIBILITY OF SUCH DAMAGES IN ADVANCE. EXCEPT FOR SELLER’S INDEMNITY OBLIGATIONS PURSUANT TO SECTION 12.A OF THIS AGREEMENT NOTWITHSTANDING ANY OTHER PROVISION OF THIS AGREEMENT, SELLER’S, ITS AGENTS’, SUPPLIERS’, AND ITS LICENSORS’ ENTIRE AGGREGATE LIABILITY TO CLIENT IN CONNECTION WITH OR RELATING TO THIS AGREEMENT, WHETHER IN CONTRACT, TORT, CIVIL LIABILITY OR OTHERWISE, SHALL NOT EXCEED: THE AMOUNTS ACTUALLY PAID OR PAYABLE BY CLIENT TO SELLER UNDER THIS AGREEMENT IN THE TWELVE (12) MONTH PERIOD PRECEDING THE EVENT GIVING RISE TO THE CLAIM. THE PARTIES AGREE THAT THE LIMITATIONS SPECIFIED IN THIS SECTION 13 SHALL SURVIVE AND APPLY EVEN IF ANY LIMITED REMEDY SPECIFIED IN THIS AGREEMENT IS FOUND TO HAVE FAILED OF ITS ESSENTIAL PURPOSE. THE PARTIES ACKNOWLEDGE AND AGREE THAT SELLER HAS SET ITS PRICES AND ENTERED INTO THIS AGREEMENT IN RELIANCE UPON THE LIMITATIONS OF LIABILITY SPECIFIED HEREIN, WHICH ALLOCATE THE RISK BETWEEN CLIENT AND SELLER AND FORM A BASIS OF THE BARGAIN BETWEEN THE PARTIES. 14. Governing Law and Venue. The Agreement and performance under it will be governed by, without reference to or application of any conflicts of law provisions, the laws of the State of California. 15. General Provisions a. Independent Contractors. The parties to this Agreement are independent contractors. There is no relationship of partnership, joint venture, employment, franchise, agency or otherwise created under this Agreement. Neither party has, and neither party will represent to any third party that it has the power to bind the other or incur obligations on the other’s behalf without the other party’s prior written consent. b. Compliance with Laws and Documentation. Client shall comply with all federal, state, and local laws, regulations, and ordinances applicable to its business and activities. Client further agrees that it shall only use the Hardware and Services in accordance with the Documentation. c. Export. Client acknowledges that the Hardware, Services, and any and technical information provided by Seller hereunder are or may be subject to export laws and regulations of the United States and the destination country(ies) and any use or transfer of such Hardware, Services and technical information must be authorized under such laws and regulations. Client agrees that it will not use, distribute, transfer or transmit the Hardware, Services or technical information (even if incorporated into other products) except in compliance with all applicable export control laws and regulations. d. Limitation of Actions. Client agrees that any claim must be demanded or otherwise instituted within two (2) years of when Client knew or should have known of the claimed breach or other violation. Failure to commence the claim within this time period shall constitute an absolute bar to any proceedings and a waiver of all such claims. e. Force Majeure. Neither party shall be liable or responsible to the other party, or be deemed to have defaulted under or breached this Agreement for any failure or delay in fulfilling or performing any obligation (except with respect to the payment of fees), when and to the extent such failure or delay is caused by circumstances beyond such party’s reasonable control, including without limitation acts of God, flood, fire, terrorism, invasion, strikes (except with respect to a party’s own labor force), pandemic, epidemic, shortages, lockouts, riots, civil unrest, acts of war, earthquake, fire, explosions, natural disasters, refusal of license by any governmental agency, or power or connectivity interruptions. f. Remedies. Except as expressly stated herein, no remedy conferred by any of the provisions of the SH v01.01 (0223) Securitas Healthcare Execution Version Agreement is intended to be exclusive of any other remedy, and each remedy is cumulative and in addition to every other remedy available to a party hereunder or otherwise at existing law, equity, by statute or otherwise. The election of any one or more remedies by either party shall not constitute a waiver of the right to pursue any other available remedies. Client acknowledges that any actual or threatened breach of this Agreement will constitute immediate, irreparable harm to Seller for which monetary damages alone would be an inadequate remedy and that equitable or injunctive relief is an appropriate remedy in addition to any other remedies that may be available to Seller. g. Assignment and Subcontracting. Seller may not assign its rights and delegate its obligations under this Agreement, in whole or in part, without Client’s prior consent except in connection with a merger or consolidation or the sale of substantially all of Seller’s assets to which this Agreement relates. Seller may subcontract or delegate its obligations under this Agreement, provided that Seller shall be responsible for the acts of omissions of any such subcontractor. Client may not assign or delegate the Agreement without Seller’s prior written consent (which consent shall not be unreasonably withheld)Notwithstanding the foregoing, Client may, without Seller’s prior written consent assign its rights under the Agreement to a successor, parent, subsidiary or affiliate; provided that (1) such entity is not a competitor of Seller, and (2) Client provides notice to Seller of its intent to assign at least seven (7) days prior to such intended assignment. The use of a subcontractor shall not relieve Seller of any of its obligations hereunder and Seller shall be responsible for the acts and omissions of any subcontractor. h. Severability. If any provision of this Agreement is determined to be illegal or unenforceable, that provision will be limited or eliminated to the minimum extent necessary so that this Agreement will remain enforceable and in full force and effect. i. No Third Party Beneficiaries. This Agreement is for the sole benefit of the parties hereto and their respective successors and permitted assigns. Nothing herein, express or implied, is intended to or shall confer upon any other person or entity any legal or equitable right, benefit, or remedy of any nature whatsoever. j. Modifications. Further, Seller may modify or discontinue any of its Hardware or Services at any time. k. Entire Agreement. This Agreement, including the STCs, Ordering Document and any applicable EULA or Product/Service-Specific Term contains the entire, final agreement and understanding of the parties concerning the subject matter of this Agreement. Any new or different term introduced in any other document (e.g., a purchase order) shall have no effect. l. Headings. Section headings used in this Agreement are for convenience and not to be used in interpreting this Agreement. m. Notice. Delivery of any notice by a party shall be legally valid and effective through: (i) delivering the document through personal delivery; (ii) delivering the document through commercial delivery with delivery confirmation (e.g. FedEx, UPS, USPS); (iii) transmitting the document by facsimile transmission, electronic mail in “portable document format” (i.e., “.pdf”), or other electronically scanned format; or (iv) delivering the document by electronic means with delivery confirmation (e.g., DocuSign®). Notice Address for Licensor: 4600 Vine St. Lincoln, NE 68503 Attn: Legal Department Email: healthcarelegal@sbdinc.com With copy to: 4600 Vine St. Lincoln, NE 68503 SH v01.01 (0223) Securitas Healthcare Execution Version Attention: Corporate Counsel Notices to Client shall be sent to the Client address on the Agreement. Client may update its notice address at any time upon notice to Seller. 16. Definitions. a. “Documentation” means the operators’ manual, the packaging inserts, user guide, and/or other documents associated with the Hardware. b. “EULA” means the End User License Agreement attached to the Agreement s Appendix 4. c. “Hardware” means the Hardware, disposables, and other products specified on the Ordering Document. Hardware does not include Services, Documentation, or any software embedded on or provided with the Hardware. d. “Intellectual Property Right” means any patent, copyright, trade name, trademark, service mark, mask works, trade secret, know-how, or any other intellectual property right or proprietary right, whether registered or unregistered, and whether now known or hereafter recognized in any jurisdiction. e. “Ordering Document” means the quote, agreement, or other document or process referencing or incorporating these STCs. SH v01.01 (0223) Securitas Healthcare Confidential 23 Execution Version Appendix 4 End User License Agreement 1. Scope and Applicability. This End User License Agreement (the “EULA”) governs Client’s (“Licensee”) use of all Licensor Technology supplied by the Securitas entity identified in the Agreement (the “Licensor”). 2. License and Right to Use. Subject to the terms of this EULA, Licensor grants Licensee the following rights and licenses, as applicable: a. Embedded Software. In consideration for Licensee’s payment of the purchase price for the corresponding Hardware unit, Licensor hereby grants Licensee a limited, nontransferable (except as set forth below), non-sublicensable, perpetual license to use the Embedded Software on that particular Hardware unit onto which it is embedded for Licensee’s internal use and as described in the accompanying Documentation in connection with the use of the applicable Hardware. Where Licensee owns the Hardware, Licensee may transfer the Embedded Software license granted herein to a third party in connection with the sale of the corresponding Hardware, provided that the transferee agrees to the terms of this EULA. b. Perpetual Software. In consideration for Licensee’s payment of the applicable License Fees, Licensor grants Licensee a nonexclusive, nontransferable, non-sub-licensable, perpetual license to use the Software for Licensee’s internal use in executable form and as described in the accompanying Documentation for the Usage Parameters. c. Enterprise Software. In consideration for Licensee’s payment of the applicable License Fees, Licensor hereby grants Licensee a nonexclusive, nontransferable, non-sub-licensable, perpetual right and license to use the Enterprise Software for the Usage Parameters at the Permitted Facilities identified in the Agreement for internal use as described in the accompanying Documentation. d. Subscription Software. In consideration for Licensee’s payment of the applicable Subscription Fee, Licensor hereby grants Licensee a limited, non-transferable, non-exclusive license to access and use the Subscription Software for the Usage Parameters for internal use as described in the accompanying Documentation during the Subscription Term. e. 3. Backup Copies. Except for Embedded Software, Licensee may make up to three (3) copies of the Licensor Technology for testing, backup or archive purposes in support of its use of the Licensor Technology as permitted hereunder. Licensee may make a reasonable number of copies of Documentation to support its use of the Licensor Technology. Licensee may not copy Embedded Software. Each copy of the Licensor Technology and Documentation must contain Licensor’s and its licensors’ proprietary rights and copyright notices in the same form as on the original. 4. Conditions of Use. Unless expressly agreed by Licensor in writing, Licensee shall not: a. Licensor Technology Generally. i. remove, alter, or deface any of the trademarks, trade names, logos, patent or copyright notices or markings, or other legends, or add any other notices, markings, or legends to the Licensor Technology or Documentation; ii. copy (except as permitted in Section 3 above), modify, create derivative works of, sell, assign, lease, rent, distribute or sublicense the Licensor Technology or Documentation or use the Licensor Technology or Documentation in a time-sharing arrangement or in any other unauthorized manner nor permit any other party to do any of the foregoing; iii. use the Licensor Technology except in accordance with the Documentation; or i. derive or attempt to derive the source code of the Licensor Technology by any means, reverse engineer, decompile, disassemble, or translate the Licensor Technology or any part hereof, nor SH v01.01 (0223) Securitas Healthcare Confidential 24 Execution Version permit any other party to derive or attempt to derive such source code. However, if you are a European Union (“EU”) resident, information necessary to achieve interoperability of the Licensor Technology with other programs within the meaning of the EU Directive on the Legal Protection of Computer Programs is available to you from Licensor upon written request. 5. Licensee’s Product-Related Obligations. Licensee is responsible to provide, among other items as may be specified in the Agreement or Documentation: a. Permanent and dedicated electrical power for the proper operation of the Hardware and Licensor Technology through Licensee’s own electrical power system; b. Uninterrupted access to the site during normal business hours or whenever Licensor may reasonably require it for installation, maintenance, repair, training, or other similar services contemplated under the Agreement; c. All necessary licenses, permits, or other authorizations required by state or Federal administrative agencies for the installation, use and operation of Products on the Licensee’s premises; d. Proper mounting foundations for the Hardware; e. Satisfactory environmental conditions for the Hardware and Licensor Technology (e.g. temperature and humidity control) as may be specified by Licensor; and f. Labor and equipment necessary to establish and maintain connection of the Hardware and Licensor Technology to Licensee’s telephone, computer, Internet or WIFI networks, as may be applicable. 6. Licensee’s Control and Responsibility. Licensee has and will retain sole responsibility for: (a) Licensee data, including its content and use; (b) all information, instructions and materials provided by or on behalf of Licensee or any user in connection with the Agreement; (c) Licensee’s information technology infrastructure, including hardware, software and networks, whether operated directly by Licensee or through the use of third-party services; and (d) the security and use of Licensee’s and its users’ access credentials (if applicable). Licensee will keep all account information up to date, use reasonable means to protect its account information, passwords and other login credentials, and promptly notify Licensor of any known or suspected unauthorized use of or access to Licensee’s account. 7. Evolving Technology. a. Changes to Licensor Technology. Licensor may: (1) enhance or refine the Licensor Technology, although in doing so, Licensor will not materially reduce the core functionality of that Licensor Technology, except as contemplated in Section 7.b. below; and (2) perform scheduled maintenance of the infrastructure and software used to provide Licensor Technology, during which Licensee may experience some disruption to that Licensor Technology. Whenever reasonably practicable, Licensor will provide Licensee with advance notice of such maintenance. Licensee acknowledges that occasionally, Licensor may need to perform emergency maintenance without providing Licensee advance notice, during which Licensor may temporarily suspend Licensee’s access to, and use of, the Licensor Technology. b. End of life. Licensor may end the life of the Licensor Technology, including component functionality (“EOL”), by providing written notice on www.securitashealthcare.com . 8. Open Source Software. Certain items of independent code that are included with the Licensor Technology hereunder are subject to various open source or free software licenses (the “Open Source Software”). The Open Source Software may be updated from time to time by posting to Licensor’s Knowledgebase or by notice to Licensee and is licensed under the terms of their respective end-user licenses. Nothing in this EULA limits Licensee’s rights under, or grants Licensee rights that supersede, the applicable end-user license for such Open Source Software. The terms of this EULA, other than the Disclaimer and the Limitation of Liability, will not apply to the Open Source Software. Licensee also agrees not to use any “FOSS” (Free and Open Source Software, as defined below) in such a way that would cause the non-FOSS portions of the Licensor Technology to be subject to any open source SH v01.01 (0223) Securitas Healthcare Confidential 25 Execution Version software licensing terms or obligations. "FOSS" means any software that is subject to terms that, as a condition of use, copying, modification or redistribution, require such software and/or derivative works thereof to be disclosed or distributed in source code form, to be licensed for the purpose of making derivative works, or to be redistributed free of charge, including without limitation software distributed under the GNU General Public License, Affero GPL, or Lesser/Library GPL. 9. Updates; Support. Updates and support are only available to Licensee with a current and active Support and Maintenance Agreement. Licensee may elect to purchase support and maintenance services and updates for the Licensor Technology as described in Licensor’s standard Support and Maintenance Agreement (which if purchased shall be incorporated into the Agreement) by paying Licensor the applicable support fees. Licensor shall have no obligation to provide Licensee with updates or support if Licensee does not have a current, paid Support and Maintenance Agreement for the applicable Licensor Technology. 10. License Fees; Invoices; Payment. To the extent permitted by law, orders for Licensor Technology are non-cancellable. The License Fees and Subscription Fees are subject to change by Licensor without notice. Any fees quoted by Licensor shall be valid for thirty (30) days unless such quote is cancelled or revoked earlier by Licensor. The Fees do not include, and Licensee will pay or reimburse Licensor for any and all taxes (except Licensor’s income taxes) and other governmental fees, assessments, duties, and charges that are payable as a result of this transaction. To avoid the imposition of sales and/or use taxes, Licensee must supply Licensor with a “Tax Exemption Certificate” or appropriate other exemption certificate prior to shipment, otherwise Licensee shall remain responsible for such tax. Except as set forth in the Agreement: a. Embedded Software. The License Fee for Embedded Software shall be included in the purchase price for the corresponding Hardware unit. b. Perpetual Software. The License Fee for Perpetual Software shall be based upon the Usage Parameters stated in the applicable Agreement. Licensee shall notify Licensor if Licensee’s usage of the Perpetual Software exceeds the Usage Parameters. Licensee shall pay Licensor’s then-current license fee for such overage. Licensee will maintain and, upon request by Licens or, provide a written report on its actual usage of the Perpetual Software. c. Enterprise Software. The License Fee for Enterprise Software shall be based upon the aggregate number of beds at the Permitted Facilities (the “Licensed Beds”), as reasonably determined by Licensor. The Initial Bed Count upon which the Software License Fee is based shall be set forth in the Agreement incorporating this EULA. Licensee shall notify Licensor if Licensee adds any additional beds at a Permitted Facility. Licensee shall pay Licensor’s then-current license fee for each additional bed above the Initial Bed Count. Licensee will maintain and, upon request by Licensor, provide a written report on the number of beds at the Permitted Facilities. d. Subscription Software. The Subscription Fee for Subscription Software shall be paid on a monthly, quarterly, or annual basis during the applicable Subscription Term as set forth in the Agreement. The Subscription Fee for Subscription Software shall be based upon the Usage Parameters stated in the applicable Agreement. Licensee shall notify Licensor if Licensee’s usage of the Subscription Software exceeds the Usage Parameters. Licensee shall pay Licensor’s then-current license fee for such overage. Licensee will maintain and, upon request by Licensor, provide a written report on its actual usage of the Subscription Software. e. Invoicing. Licensor shall invoice Licensee for Perpetual Software upon (i) shipment of physical media to Licensee, or (ii) the date the Perpetual Software is sent electronically to or made available for download by Licensee. Licensor shall invoice Licensee at least thirty (30) days in advance of the first day of the upcoming Subscription Period for Subscription Software. f. Payment. Late payments are subject to a charge equal to the lesser of 1.5% per month of the amount outstanding or the maximum allowed by law. Licensee shall reimburse Licensor for all costs and expenses (including attorneys’ fees) in collecting any overdue amounts. All payments shall be made SH v01.01 (0223) Securitas Healthcare Confidential 26 Execution Version in U.S. Dollars unless specifically noted in the Agreement. All amounts payable to Licensor under the Agreement shall be paid by Licensee in full without any setoff, recoupment, counterclaim, deduction, debit, or withholding for any reason or any deduction or withholding of tax as may be required by applicable law. 11. Subscription Term. Subscriptions to Subscription Software shall be on a monthly, quarterly, or annual basis. The initial term for each subscription shall be stated in the Agreement (the “Initial Term”). If no Initial Term is stated in the Agreement, then the subscription Initial Term shall be: (a) one (1) month for monthly subscriptions; (b) three (3) months for quarterly subscriptions; and (c) one (1) year for annual subscriptions. Upon the expiration of the Initial Term, each subscription shall automatically renew for successive renewal terms equal to the length of the Initial Term (each a “Renewal Term”, and together with the Initial Term, the “Term”) unless either party elects to not renew the subscription by providing the other party written notice of its intent to non-renew the subscription at least (x) thirty (30) days’ prior to the end of the current Term for monthly and quarterly subscriptions, and (y) ninety (90) days’ prior to the end of the current Term for annual subscriptions. 12. Confidential Information. Confidential Information a party (the “Disclosing Party”) provides to the other party (the “Receiving Party”) under this EULA shall be governed as follows: a. Scope of Confidential Information. Confidential Information consists of all non-public information disclosed pursuant to this EULA, whether oral or in writing (including electronic transmission): (i) that is designated as “Confidential” or “Proprietary” by the Disclosing Party at the time o f disclosure or within a reasonable period thereafter; (ii) that concerns the customers, finances, methods, research, processes, procedures, code, inventions, or know-how of the Disclosing Party; or (iii) that by the nature of the circumstances surrounding disclosure, or the information itself, should in good faith be reasonably understood to be confidential by the Receiving Party (collectively, the “Confidential Information”). Confidential Information expressly includes the Licensor Technology, Documentation, technical information and other code or data of any type provided by Licensor or its agents, the pricing offered by Licensor to Licensee, and the Licensee data. b. Treatment of Confidential Information. Receiving Party shall retain the Disclosing Party’s Confidential Information in strict confidence and shall not use such Confidential Information expect for purposes permitted under this EULA. Receiving Party shall be entitled to disclose Confidential Information on a need-to-know basis to its employees, agents and subcontractors, provided that such employees, agents and subcontractors are bound by non disclosure and confidentiality obligations no less protective than those set out in this EULA. Each party shall use at least the same degree of care in safeguarding the other party’s Confidential Information as it uses in safe guarding its own, but shall not use less than reasonable care and diligence. c. Exclusions. Obligations with respect to Confidential Information shall not apply to Confidential Information that the Receiving Party can demonstrate: (i) is or becomes a matter of public knowledge through no fault of the Receiving Party; (ii) was or becomes available to the Receiving Party on a non-confidential basis from a third party, provided that such third party is not bound by an obligation of confidentiality to the Disclosing Party with respect to such Confidential Information; (iii) was independently developed by the Receiving Party without reference to the Disclosing Party’s Confidential Information; or (iv) is required to be disclosed by law, provided that the Disclosing Party is promptly notified by the Receiving Party in order to provide the Disclosing Party an opportunity to seek a protective order or other relief. 13. Data Use; Data Privacy; Feedback. In connection with your license and use of the Licensor Technology, Licensor will collect contact information concerning Licensee personnel, which is (limited to the following contact information: name, job title, work phone number and work email address concerning such personnel that is provided to Licensor by such personnel or Licensee) to manage and fulfill Licensee orders. Licensor will also process (a) information necessary to facilitate the delivery of the Licensor Technology, including verifying compliance with the terms of this EULA, invoicing, and SH v01.01 (0223) Securitas Healthcare Confidential 27 Execution Version providing related services, and (b) Resultant Data. To the extent any of that data includes information which identifies an individual, we will process that information in accordance with Licensor’s Privacy Notice available at www.securitashealthcare.com. Licensee hereby unconditionally and irrevocably agrees to assign and hereby assigns to Licensor all right, title and interest in and to the Resultant Data, including all Intellectual Property Rights relating thereto. Licensor may use any feedback or suggestions provided by Licensee in connection with its use of the Licensor Technology as part of its business operations. 14. Ownership. All Licensor Technology is licensed and not sold. Licensor (and its suppliers or licensors, as applicable) shall retain all Intellectual Property Rights (including, without limitation, all worldwide right, title and interest, related goodwill, and confidential and proprietary information) in and to (a) the Licensor Technology, Documentation, and Confidential Information; (ii) any third party products included in the Licensor Technology, Documentation, or Confidential Information or that Licensor otherwise provided to Licensee (“Third-Party Product”); and iii) any modifications and any derivative works based on or including any part of the Licensor Technology, Documentation and Confidential Information. All Licensor Technology is licensed and not sold. Licensee’s rights to the aforementioned items are limited to the rights expressly granted in this EULA. Further, no license is granted to Licensee in the human readable code of the Licensor Technology (source code). This EULA does not grant Licensee any rights to patents, copyrights, trade secrets, trademarks, or any other rights with respect to the Licensor Technology or Documentation. No course of conduct or other construction or interpretation shall be construed to grant Licensee any rights other than those expressly provided in this EULA. Licensee shall not use any Third-Party Product separately or apart from the Licensor Technology. 15. Intellectual Property Infringement. a. General. Licensor shall defend the Licensee against any third party suits, actions, claims or proceedings against Licensee alleging that the Licensor Technology infringe or misappropriate such third party’s Intellectual Property Rights and Licensor agrees to reimburse the Licensee for SH v01.01 (0223) Securitas Healthcare Confidential 28 Execution Version any damages finally awarded against the Licensee by a court of competent jurisdiction that may result from any such third-party claim. b. Notification and Remedy. Licensee shall promptly notify Licensor in writing of any claim or demand for which Licensor is responsible under this indemnity, and will cooperate with Licensor to facilitate the defense or settlement of such matter. If the use of the Licensor Technology by the Licensee is enjoined, Licensor will, at its option and using commercially reasonable efforts, either (i) obtain the right for the Licensee to continue use of such Licensor Technology, or (ii) replace such Licensor Technology with other products of comparable form, fit, and function, or (iii) modify such Licensor Technology so that it is no longer infringing, or (iv) refund the purchase price of such Licensor Technology upon certification of destruction if within one (1) year of original delivery, or the net book value of the Licensor Technology based upon a five (5) year useful life, or (v) any combination of (i) through (iv) above. c. Limitation. Licensor shall have no obligation under this Section 14 or otherwise for any infringement suit or action based on (i) the use of a superseded or altered release of the Licensor Technology, (ii) the combination, operation, or use of the Licensor Technology with hardware, data, or other materials not furnished by Licensor, (iii) use of the Licensor Technology other than as permitted under this EULA or the Documentation, (iv) modification to the Licensor Technology made by a party other than Licensor, (v) Licensor’s compliance with any specifications or plans provided by Licensee, or (vi) any other use or modification of Licensor Technology that is out of compliance with the license, Documentation, or the EULA. d. Exclusive Obligation. The foregoing Licensor indemnity states the sole obligation and exclusive liability of Licensor and the Licensee’s sole recourse and remedy, for any claim of infringement or misappropriation of an Intellectual Property Right or proprietary right of the Licensor Technology. e. Licensor’s Right to Proactive Correction. If Licensor believes the Licensor Technology has become or is likely to become subject to an infringement suit or action, Licensor may (i) replace or modify the Licensor Technology so that it becomes non-infringing; (ii) procure for Licensee the right to continue using the Licensor Technology under the terms of this EULA; or (iii) accept return of the infringing Licensor Technology and refund or credit Licensee for the fees paid (less a reasonable amount for the period of time Licensee has used the Licensor Technology). The foregoing states Licensor’s entire liability and Licensee’s sole and exclusive remedy for infringement or misappropriation suits and actions of any kind. 16. Limited Licensor Technology Warranty. a. Limited Licensor Technology Warranty. For a period of ninety (90) days from the date Licensee first purchased a license or access (as evidenced by Seller’s records) to the Licensor Technology (the “Licensor Technology Warranty Period”), the Licensor Technology will operate when used as permitted under this EULA and in accordance with the instructions in the Documentation. Updates to the Licensor Technology shall not extend or renew the Licensor Technology Warranty Period. Licensor does not warrant that the Licensor Technology will meet Licensee’s requirements, that the Licensor Technology will operate in the combinations that the Licensee may select for use, that Licensee’s use of the Licensor Technology will be uninterrupted or error-free, or that any security mechanisms implemented by the Licensor Technology will not have inherent limitations. Licensor and its licensors’ sole liability, and Licensee’s exclusive remedy, for any breach of this warranty will be, in Licensor’s sole discretion, to use commercially reasonable efforts to provide Licensee with an error-correction or work-around which corrects the breach, or if in Licensor’s sole opinion, the foregoing remedy is not feasible, accept return of the Licensor Technology and refund or credit Licensee for the Licensor Technology subject to the warranty claim. Notwithstanding anything to the contrary herein, Licensor will have no obligation with respect to a warranty claim unless notified of such claim in writing by Licensee within the Licensor Technology Warranty Period. SH v01.01 (0223) Securitas Healthcare 34 Execution Version Any error correction, work-around, or other remedy provided to Licensee will not extend the original Licensor Technology Warranty Period. b. Exclusions. The Limited Licensor Technology Warranty will not apply: (1) if the Licensor Technology is used with hardware or software not specified in the Documentation; (2) if any modifications are made to the Licensor Technology by Licensee or any third party; (3) to any defects in the Licensor Technology due to Licensor’s accident, abuse, neglect, catastrophe, or improper use; (4) if reported errors or nonconformities cannot be reproduced by Li censor (or its agent or subcontractor); and (5) to Licensor Technology provided on a no charge or evaluation basis. c. Warranty Disclaimer. THE WARRANTIES IN THE EULA ARE LIMITED WARRANTIES AND SET FORTH THE ONLY WARRANTIES MADE BY LICENSOR. EXCEPT FOR THE LIMITED WARRANTIES SET FORTH IN THIS EULA, ALL LICENSOR TECHNOLOGY, HARDWARE, PRODUCTS, AND SERVICES PROVIDED HEREUNDER ARE PROVIDED “AS IS.” LICENSOR, ITS LICENSORS AND SUPPLIERS DO NOT MAKE ANY OTHER WARRANTIES, CONDITIONS, REPRESENTATIONS OR UNDERTAKINGS, EXPRESS OR IMPLIED, STATUTORY, LEGAL, OR OTHERWISE, INCLUDING BUT NOT LIMITED TO WARRANTIES OF QUALITY, MERCHANTABILITY, TITLE, FITNESS FOR A PARTICULAR PURPOSE, OR ANY OTHER WARRANTIES ARISING OUT OF THE COURSE OF DEALING, USAGE OR TRADE. NO ADVICE OR INFORMATION, WHETHER ORAL OR WRITTEN, OBTAINED FROM LICENSOR OR ELSEWHERE, WILL CREATE ANY WARRANTY NOT EXPRESSLY STATED IN THIS EULA. LICENSEE MAY HAVE OTHER STATUTORY RIGHTS. HOWEVER, TO THE FULL EXTENT PERMITTED BY LAW, THE DURATION OR STATUTORILY REQUIRED WARRANTIES, IF ANY, SHALL BE LIMITED TO THE LICENSOR TECHNOLOGY WARRANTY PERIOD. LICENSEE ACKNOWLEDGES THAT IT HAS RELIED ON NO WARRANTIES OTHER THAN THE EXPRESS WARRANTIES IN THIS EULA, AND THAT NO WARRANTIES OF ANY KIND WHATSOEVER HAVE BEEN MADE BY ANY OF LICENSOR’S LICENSORS OR SUPPLIERS. 17. Limitation of Liability and Damages. EXCEPT FOR LICENSOR’S INDEMNIFICATION OBLIGATIONS UNDER SECTION 15.A. OF THIS APPENDIX 4, LICENSOR, ITS AGENTS, ITS LICENSORS, AND ITS SUPPLIERS SHALL NOT BE LIABLE TO LICENSEE OR TO ANY THIRD-PARTY FOR ANY LOSS OF USE, COST OF CAPITAL, COST OF SUBSTITUTE EQUIPMENT, LOST DATA, FAILURE OF ANY SECURITY MECHANISMS, INTERRUPTION OF BUSINESS OR ANY INDIRECT, SPECIAL, INCIDENTAL OR CONSEQUENTIAL DAMAGES OF ANY KIND (INCLUDING PUNITIVE DAMAGES OR LOST PROFITS OR REPUTATIONAL DAMAGES), REGARDLESS OF THE FORM OF ACTION, WHETHER IN CONTRACT, TORT (INCLUDING NEGLIGENCE), CIVIL LIABILITY, STRICT LIABILITY OR OTHERWISE, EVEN IF INFORMED OF THE POSSIBILITY OF SUCH DAMAGES IN ADVANCE. EXCEPT FOR LICENSOR’S INDEMNIFICATION OBLIGATIONS UNDER SECTION 15.A. OF THIS APPENDIX 4, NOTWITHSTANDING ANY OTHER PROVISION OF THIS AGREEMENT, LICENSOR’S, ITS AGENTS’, ITS LICENSORS’, AND ITS SUPPLIERS’ ENTIRE AGGREGATE LIABILITY TO LICENSEE IN CONNECTION WITH OR RELATING TO THIS EULA AND THE USE OF THE LICENSOR TECHNOLOGY, WHETHER IN CONTRACT, TORT, CIVIL LIABILITY OR OTHERWISE, SHALL NOT EXCEED THE AMOUNTS ACTUALLY PAID OR PAYABLE BY LICENSEE TO LICENSOR UNDER THIS EULA IN THE TWELVE (12) MONTH PERIOD PRECEDING THE EVENT GIVING RISE TO THE CLAIM. THE PARTIES AGREE THAT THE LIMITATIONS SPECIFIED IN THIS SECTION 13 SHALL SURVIVE AND APPLY EVEN IF ANY LIMITED REMEDY SPECIFIED IN THIS EULA IS FOUND TO HAVE FAILED OF ITS ESSENTIAL PURPOSE. THE PARTIES ACKNOWLEDGE AND AGREE THAT LICENSOR HAS SET ITS PRICES AND ENTERED INTO THIS EULA IN RELIANCE UPON THE LIMITATIONS OF LIABILITY SPECIFIED HEREIN, WHICH ALLOCATE THE RISK BETWEEN LICENSEE AND LICENSOR AND FORM A BASIS OF THE BARGAIN BETWEEN THE PARTIES. 18. Termination and Suspension. SH v01.01 (0223) Securitas Healthcare 34 Execution Version a. Termination. In addition to all rights to terminate set forth in the Agreement, either party may terminate this EULA immediately if the other party: i. Fails to cure any material breach of this EULA within thirty (30) days after it has received notice of such material breach; ii. Ceases operation without a successor; iii. Becomes insolvent, fails to pay its bills as due or makes an assignment for the benefit of its creditors, seeks protection under any bankruptcy, insolvency, receivership, trust deed, creditors arrangement, composition or comparable proceeding, or if any such proceeding is instituted against such party (and is not dismissed within sixty (60) days. b. Intentionally omitted. c. Effect of Termination. Licensee’s license to Embedded Software terminates automatically upon transfer of the associated Hardware. Upon termination or expiration of this EULA, Licensee shall immediately cease use of and destroy all copies of Licensor Technology (except Perpetual Software, unless this EULA is terminated by Licensor for cause), and any unpaid License Fees shall become immediately due and payable by Licensee. d. Suspension. Licensor may immediately suspend Licensee’s rights and ability to access and use the Licensor Technology if Licensee breaches the terms of this EULA or the Agreement, including without limitation nonpayment of License Fees and/or Subscription Fees. 19. United States Government Restricted Rights. The Software and Documentation are deemed to be “commercial computer software” and “commercial computer software documentation” pursuant to FAR 12.212 and DFARS 227.7202. All US Government end users acquire the Software and Documentation with only those rights set forth in this EULA. Any provisions that are inconsistent with federal procurement regulations are not enforceable against the US Government. 20. Governing Law and Venue. This EULA and performance under it will be governed by, without reference to or application of any conflicts of law provisions, the laws of the State of California. 21. General Provisions a. Audit. Upon reasonable prior notice, Licensor shall have the right to audit Licensee’s use of the Licensor Technology during normal business hours to determine compliance with this EULA. If the audit reveals use of the Licensor Technology which is not permitted, including without limitation use of the Licensor Technology in excess of the Usage Parameters, then without derogating from Licensor’s rights hereunder, Licensee shall pay Licensor in accordance with the results and reimburse Licensor the costs of such audit. b. Independent Contractors. The parties to this EULA are independent contractors. There is no relationship of partnership, joint venture, employment, franchise, agency or otherwise created under this EULA. Neither party has, and neither party will represent to any third-party that it has the power to bind the other or incur obligations on the other’s behalf without the other party’s prior written consent. c. Compliance with Laws and Documentation. Licensee shall comply with all federal, state, and local laws, regulations, and ordinances applicable to its business and activities. Licensee further agrees that it shall only use the Licensor Technology in accordance with the Documentation. d. Export. Licensee acknowledges that the Licensor Technology and technical information provided by Licensor hereunder are or may be subject to export laws and regulations of the United States and the destination country(ies) and any use or transfer of such Licensor Technology technical information must be authorized under such laws and regulations. Licensee agrees that it will not use, distribute, transfer or transmit the Licensor Technology or technical information (even if incorporated into other products) except in compliance with all applicable export control laws and regulations. SH v01.01 (0223) Securitas Healthcare 34 Execution Version e. Limitation of Actions. Licensee agrees that any claim must be demanded or otherwise instituted within two (2) years of when Licensee knew or should have known of the claimed breach or other violation. Failure to commence the claim within this time period shall constitute an absolute bar to any proceedings and a waiver of all such claims. f. Force Majeure. Neither party shall be liable or responsible to the other party, or be deemed to have defaulted under or breached this EULA for any failure or delay in fulfilling or performing any obligation (except with respect to the payment of fees), when and to the extent such failure or delay is caused by circumstances beyond such party’s reasonable control, including without limitation acts of God, flood, fire, terrorism, invasion, strikes (except with respect to a party’s own labor force), pandemic, epidemic, shortages, lockouts, riots, civil unrest, acts of war, earthquake, fire, explosions, natural disasters, refusal of license by any governmental agency, or power or connectivity interruptions. g. Remedies. Except as expressly stated herein, no remedy conferred by any of the provisions of the EULA is intended to be exclusive of any other remedy, and each remedy is cumulative and in addition to every other remedy available to a party hereunder or otherwise at existing law, equity, by statute or otherwise. The election of any one or more remedies by either party shall not constitute a waiver of the right to pursue any other available remedies. Licensee acknowledges that any actual or threatened breach of this EULA will constitute immediate, irreparable harm to Licensor for which monetary damages alone would be an inadequate remedy and that equitable or injunctive relief is an appropriate remedy in addition to any other remedies that may be available to Licensor. h. Assignment and Subcontracting. Licensor may not assign its rights and delegate its obligations under this EULA, in whole or in part, without Licensee’s prior consent except in connection with a merger or consolidation or the sale of substantially all of Seller’s assets to which this Agreement relates. Seller may subcontract or delegate its obligations under this Agreement, provided that Seller shall be responsible for the acts of omissions of any such subcontractor. Licensee may not assign or delegate the EULA without Licensor’s prior written consent (which consent shall not be unreasonably withheld). Notwithstanding the foregoing, Licensee may, without Licensor’s prior written consent assign its rights under the EULA to a successor, parent, subsidiary or affiliate; provided that (1) such entity is not a competitor of Licensor, and (2) Licensee provides notice to Licensor of its intent to assign at least seven (7) days prior to such inte nded assignment., that provision will be limited or eliminated to the minimum extent necessary so that this EULA will remain enforceable and in full force and effect. The use of a subcontractor shall not relieve Seller of any of its obligations hereunder and Seller shall be responsible for the acts and omissions of any subcontractor. i. No Third Party Beneficiaries. This EULA is for the sole benefit of the parties hereto and their respective successors and permitted assigns. Nothing herein, express or implied, is intended to or shall confer upon any other person or entity any legal or equitable right, benefit, or remedy of any nature whatsoever. j. Modifications to this EULA. Changes to the EULA apply to any Licensor Technology license acquired or renewed after the date of modification. k. Entire Agreement. This EULA, including any applicable Product/Service-Specific Terms, and any agreement referencing or incorporating this EULA by reference, contains the entire, final agreement and understanding of the parties concerning the subject matter of this EULA. Any new or different term introduced in any other document (e.g., a purchase order) shall have no effect. l. Headings. Section headings used in this Agreement are for convenience and not to be used in interpreting this EULA. m. Notice. Delivery of any notice by a party shall be legally valid and effective through: (i) delivering the document through personal delivery; (ii) delivering the document through commercial delivery with delivery confirmation (e.g. FedEx, UPS, USPS); (iii) transmitting the document by facsimile SH v01.01 (0223) Securitas Healthcare 34 Execution Version transmission, electronic mail in “portable document format” (i.e., “.pdf”), or other electronically scanned format; or (iv) delivering the document by electronic means with delivery confirmation (e.g., DocuSign®). Notice Address for Licensor: 4600 Vine St. Lincoln, NE 68503 Attn: Legal Department Email: healthcarelegal@sbdinc.com Notices to Licensee shall be sent to the Licensee address in the Agreement. . Client may update its notice address at any time upon notice to Seller. n. Survival. Sections 4, 11, 12, 13, 15, 16 ,17 ,18, 19, and 20 shall survive the termination or expiration of this EULA. 22. Definitions. The following definitions shall apply: a. “Agreement” means the agreement, quote, order form, or other Licensor document incorporating or referencing this EULA. b. Intentionally omitted. c. “Documentation” means the standard written materials associated with the Software and/or Hardware. d. “Embedded Software” means Software programmed into memory contained on Hardware. e. “Hardware” means the applicable Licensor hardware products. f. “Intellectual Property Right” means any patent, copyright, trade name, trademark, service mark, mask works, trade secret, know-how, or any other intellectual property right or proprietary right, whether registered or unregistered, and whether now known or hereafter recognized in any jurisdiction. g. “License Fees” means the fees payable by Licensee to Licensor for the Software licenses granted hereunder. h. “Licensor Technology” the Software licensed by Licensee from Licensor pursuant to this EULA. i. “Permitted Facilities” means those facilities of Licensee and its affiliates stated in the Agreement at which Licensee may use the Enterprise Software. j. “Perpetual Software” means Software that is licensed by Licensee from Licensor on a perpetual basis. k. “Resultant Data” means data and information related to Licensee’s use of the Hardware or Software that is collected, developed or used by Licensor in an aggregated and anonymized manner, including, without limitation, to compile statistical and performance information related to the provision and operation of the Hardware and Software. l. “Subscription Fees” shall mean the recurring fees payable by Licensee to Licensor during the Subscription Term for the license to Subscription Software granted hereunder. m. “Subscription Software” means Software that is licensed by Licensee from Licensor for a specific term. n. “Software” means the Embedded Software, Perpetual Software, and Subscription Software licensed to Licensee by Licensor, including all updates and Documentation to the same. o. “Usage Parameters” means the parameters, or limitations on Licensee’s usage of the applicable Licensor Technology stated in the Agreement of the applicable Product/Service-Specific Terms, including without limitation the quantity of Licensor Hardware that may be used with the Licensor SH v01.01 (0223) Securitas Healthcare 34 Execution Version Technology. 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1162 Name: Status:Type:Consent Item Passed File created:In control:11/21/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Lifelong Medical Care, effective December 1, 2023, to increase the payment limit by $100,000 to a new payment limit of $2,100,000 to provide additional CalAIM outreach services with no change in the term ending June 30, 2024. (100% Contra Costa Health Plan Enterprise Fund II) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Amendment Agreement #27-169-21 with Lifelong Medical Care ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County Contract Amendment Agreement #27-169-21 with Lifelong Medical Care,a non-profit corporation,effective December 1,2023,to amend Contract #27-169-20,to increase the payment limit by $100,000,from $2,000,000 to a new payment limit of $2,100,000,with no change in the original term of July 1,2023 through June 30, 2024. FISCAL IMPACT: Approval of this amendment will result in additional expenditures of up to $100,000 and will be funded 100% by CCHP Enterprise Fund II revenues. (Additional rates) BACKGROUND: CCHP has an obligation to provide certain Primary Care Physician (PCP)services including but not limited to: urgent care,acupuncture and specialty medical services for its members under the terms of their Individual and Group Health Plan membership contracts with the county.This contract is entered into under and subject to the following legal authorities:California Government Code §§26227 and 31000;Health and Safety Code §1451. Health Services Personnel approved this contract to ensure no conflicts with labor relations in October 2023. This contractor is a Federally Qualified Health Center (FQHC)and part of the CCHP Provider Network, providing these services since February 1997. On May 23,2023,the Board of Supervisors approved Contract #27-169-20 with Lifelong Medical Care,in an amount not to exceed $2,000,000,for the provision of PCP,urgent care,acupuncture and specialty medical services for CCHP members and county recipients, for the period July 1, 2023 through June 30, 2024. CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1162,Version:1 These additional funds are for CalAIM Transition Services which includes but is not limited to outreach and Enhanced Care Management (ECM)expansion.Services will be provided to people with restricted scope Medi- Cal in Contra Costa County who will transition to Full-Scope Medi-Cal beginning January 2024.Led by the California Department of Health Care Services (DHCS),the goal of CalAIM is to improve outcomes for people covered by Medi-Cal,including the most vulnerable residents,such as homelessness,behavioral health care access,children with complex medical conditions,the growing number of justice-involved populations who have significant clinical needs,and the growing aging population.This will be a one-time funding from CCHP Medi-Cal Incentive Fund-New Investment. Approval of Contract Amendment Agreement #27-169-21 will allow the contractor to provide additional CalAIM outreach services for CCHP members and county recipients through June 30, 2024. CONSEQUENCE OF NEGATIVE ACTION: If this amendment is not approved,the contract will not have sufficient funds to pay contractor and CCHP members will not have access to the contractor’s additional services under the terms of their Individual and Group Health Plan memberships. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1163 Name: Status:Type:Consent Item Passed File created:In control:11/21/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with La Clinica De La Raza, Inc., effective December 1, 2023, to increase the payment limit by $100,000 to a new payment limit of $2,100,000 to provide an additional registered nurse recruitment incentive and CalAIM outreach services with no change in the term ending June 30, 2024. (100% Contra Costa Health Plan Enterprise Fund II) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Amendment Agreement #27-456-23 with La Clinica De La Raza, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County Contract Amendment Agreement #27-456-23 with La Clinica De La Raza,Inc.,a corporation,effective December 1,2023,to amend Contract #27-456-22,to increase the payment limit by $100,000,from $2,000,000 to a new payment limit of $2,100,000,with no change in the original term of July 1,2023 through June 30, 2024. FISCAL IMPACT: Approval of this amendment will result in additional expenditures of up to $100,000 and will be funded 100% by CCHP Enterprise Fund II revenues. (Additional rates) BACKGROUND: CCHP has an obligation to provide certain Primary Care Physician (PCP)services including but not limited;to optometry services for its members under the terms of their Individual and Group Health Plan membership contracts with the county.This contract is entered into under and subject to the following legal authorities: California Government Code §§26227 and 31000;Health and Safety Code §1451.Health Services Personnel approved this contract to ensure no conflicts with labor relations in October 2023.This contractor is a Federally Qualified Health Center (FQHC)part of the CCHP Provider Network providing these services since December 1999. On June 27,2023,the Board of Supervisors approved Contract #27-456-22 with La Clinica De La Raza,Inc., in an amount not to exceed $2,000,000,for the provision of PCP and optometry services for CCHP members and county recipients, for the period July 1, 2023 through June 30, 2024. CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1163,Version:1 This amendment will allow for recruitment of registered nurses to continue to provide care and for CalAIM Transition Services which includes but is not limited to outreach and Enhanced Care Management (ECM) expansion.Services will be provided to people with restricted scope Medi-Cal in Contra Costa County who will transition to Full-Scope Medi-Cal beginning January 2024.Led by the California Department of Health Care Services (DHCS),the goal of CalAIM is to improve outcomes for people covered by Medi-Cal,including the most vulnerable residents,such as homelessness,behavioral health care access,children with complex medical conditions,the growing number of justice-involved populations who have significant clinical needs,and the growing aging population. Approval of Contract Amendment Agreement #27-456-23 will allow the additional registered nurse recruitment incentive and CalAIM outreach services through June 30, 2024 CONSEQUENCE OF NEGATIVE ACTION: If this amendment is not approved,the contract will not have sufficient funds to pay contractor for recruitment of registered nurses and CCHP members will not have access to contractor’s additional services under the terms of their Individual and Group Health Plan memberships. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1164 Name: Status:Type:Consent Item Passed File created:In control:11/22/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE the list of providers recommended by the Contra Costa Health Plan Medical Director and the Health Services Director on October 19, 2023, as required by the State Departments of Health Care Services and Managed Health Care, and the Centers for Medicare and Medicaid Services. (No fiscal impact) Attachments:1. Provider List Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Approve New and Recredentialing Providers in Contra Costa Health Plan’s Community Provider Network ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: Approve the list of providers recommended by Contra Costa Health Plan Medical Director and Health Services Director on October 19, 2023, as required by the State Departments of Health Care Services and Managed Health Care, and the Centers for Medicare and Medicaid Services. FISCAL IMPACT: There is no fiscal impact for this action. BACKGROUND: The National Committee on Quality Assurance (NCQA) requires that evidence of Board of Supervisor approval must be contained within each Contra Costa Health Plan (CCHP) provider’s credentials file. Approval of this list of providers as recommended by the CCHP Medical Director 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. CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 1 powered by Legistar™ Contra Costa Health Plan Providers Approved by PRCC October 19, 2023 CREDENTIALING PROVIDERS OCTOBER 2023 Name Specialty Allen, Aleisha, SLP Speech Language Pathologist Brenson, Anna, SLP Speech Language Pathologist Carroll, Meghan, LCSW Mental Health Services Chowdhury, Nagib, MD Mental Health Services Clark, Kelli, LCSW Mental Health Services Davidson, Brooke, PsyD Psychology Desai, Alisha, SLP Speech Language Pathologist Haber-Zurita, Debra, LCSW Mental Health Services Holmes, Sukana, MD Physical Medicine & Rehabilitation Jimenez, Crisol, BCBA Qualified Autism Provider Kane, Alexandra, BCBA Qualified Autism Provider Kearns, Meaghan, SLP Speech Language Pathologist Kuo, Joyce, BCBA Qualified Autism Provider Lee, May, NP Mid-Level Nephrology Ma, Lester, PA Mid-Level Orthopaedic Surgery Assistant Nadindla, Swathi, MD Wound Care Nguyen, Myngoc, MD Allergy and Immunology Ou, Ryan, MD Surgery Pabalate, Michelle, BCBA Qualified Autism Provider Quilligan, Christi, SLP Speech Language Pathologist Rajmohan, Shruti, BCBA Qualified Autism Provider Rena, Diokson, MD Pain Management Rivera, Christine, PsyD Psychology Contra Costa Health Plan Providers Approved by PRCC October 19, 2023 CREDENTIALING PROVIDERS OCTOBER 2023 Name Specialty Rogala, Carol, DO Addiction Medicine Saha, Sujata, Psy.D Psychology Thorburn, Laura, SLP Speech Language Pathologist Warren, Rosalyn, LCSW Mental Health Services Wray, Lindsay, PsyD Psychology Yu, Daniel, MD Gastroenterology Zizmore, Michael, MD Psychiatry RECREDENTIALING PROVIDERS OCTOBER 2023 Name Specialty Aggarwal, Archana, MD Nephrology Ahn, Jeanie, MD Nephrology Aramandla, Indulatha, MD Psychiatry Bello, Jessica, LM Family Planning Bhat, Kaleyathodi, MD Allergy & Immunology Brooks, Adam, MD Orthopaedic Surgery Call, John, MD Dermatology Camats Falip, Roser, MFT Mental Health Services Chen, Ya-Kuan, MD Nephrology Davis, Jenna, BCBA Qualified Autism Provider Dehlendorf, Christine, MD Family Planning Dierks, Ole, MD Nephrology Dong, Kevin, OD Optometry Contra Costa Health Plan Providers Approved by PRCC October 19, 2023 RECREDENTIALING PROVIDERS OCTOBER 2023 Name Specialty Fahmie, Darlene, DPM Podiatry Falkenstein, Iryna, MD Ophthalmology Farahmand, Guity, MD Nephrology Gilani, Hussain, MD Nephrology Guerra, Sofia, BCBA Qualified Autism Provider Hu, Rebecca, PA Internal Medicine HIV/Aids Huff, David, OD Optometry Jimenez, Douglas, MD Family Planning Kolovos, Valorie, NP Internal Medicine Kornguth, David, MD Radiation Oncology Lai, Eric, MD Nephrology Lunny, Peter, MD Nephrology Luo, Caesar, MD Ophthalmology Ma, Fajie, MD Physical Medicine and Rehabilitation Parma, Jennifer, DO Internal Medicine Patel, Pragnesh, MD Endocrinology Rishi, Rahul, MD Nephrology Suresh, Sandhya, BCBA Qualified Autism Provider Thakkar, Puja, DO Sleep Medicine Turcios Jr., Robert, OD Optometry Warden, Billie, MFT Mental Health Services Westin, Tom, MFT Mental Health Services Wilkinson, Jeanine, BCBA Qualified Autism Provider Contra Costa Health Plan Providers Approved by PRCC October 19, 2023 RECREDENTIALING ORGANIZATIONAL PROVIDERS OCTOBER 2023 Provider Name Provide the Following Services Location American Hospice & Home Health Care Services Inc Home Health Pleasanton American Hospice & Home Health Care Services Inc Hospice Outpatient Pleasanton Diamond Ridge Hewalthcare Center Skilled Nursing Facility Pittsburg Lifeguard Home Health Home Health Pleasanton Suncrest Hospice Hospice San Jose bopl-October 19, 2023 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1165 Name: Status:Type:Consent Item Passed File created:In control:11/27/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE the new medical staff, affiliates and tele-radiologist appointments and reappointments, additional privileges, medical staff advancement, and voluntary resignations as recommend by the Medical Staff Executive Committee, at their November 20, 2023 meeting, and by the Health Services Director. (No fiscal impact) Attachments:1. November List Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Medical Staff Appointments and Reappointments - November 20, 2023 ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE the new medical staff, affiliates and tele-radiologist appointments and reappointments, additional privileges, medical staff advancement, and voluntary resignations as recommended by the Medical Staff Executive Committee, at their November 20, 2023 meeting, and by the Health Services Director. FISCAL IMPACT: There is no fiscal impact for this action. BACKGROUND: The Joint Commission on Accreditation of Healthcare Organizations has requested that evidence of Board of Supervisors approval for each Medical Staff member 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 at their November 20, 2023 meeting. 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. CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 1 powered by Legistar™ A. Applications for Staff Membership Applicant Department/ Speciality Reviewer Chiu, Jiaqun, NP DFAM/Internal Med Liao, Joseph, MD Anesthesiology Kwon, Soon Rye, DDS Department of Dentistry Kleinerman, David, MD Surgery/ Urology Proctor, Lauren, MD DFAM Stanger, Michael, MD Psychiatry/ Psycholgy B. Staff Advancing to Non-Provisional Provider Department Staff Status Alsheri, Wael, MD VRAD Active Avula, Siva, MD Psychiatry/Psychology Active Datta, Shruti, MD Internal Medicine/ Memory Active Fernandez, Carlos, MD Psychiatry/Psychology Courtesy Jacobs, Kathleen, MD VRAD Active Sogge, Merle, MD Internal Medicine/ Gastro Active Weissmann, Anna, MD VRAD Active C. Biennial Reappointments Provider Department Staff Status Berrios, Margarita, MD Pediatrics C Eisert, Christian, MD Surgery A Haglund, Kimberly, MD Hospital Medicine A Han, Yu, MD DFAM A Krivan, David, MD Anesthesia A Levin, Michael, MD Psychiatry/Psychology A Lindquist, Britta, MD Internal Medicine C Mogel, Greg, MD Diagnostic Imaging C Molitorisz, Szilvia, MD Internal Medicine P Pehling, James, MD DFAM A Rodelo, Lisa, MD OB/GYN A Roux, Joan, MD Pediatrics A Vance, Ashley, MD OB/GYN A Anna M. Roth, R.N., M.S., M.P.H. Health Services Director Samir B. Shah, M.D., F.A.C.S Chief Executive Officer Contra Costa County Regional Medical Center and Health Centers Contra Costa Health Services CONTRA COSTA REGIONAL MEDICAL CENTER AND HEALTH CENTERS 2500 Alhambra Avenue Martinez, California 94553-3156 Ph. 925-370-5000 Credentials Committee Recommendations 11/27/2023 1 D. Biennial Renewal of Privileges Provider Department Staff Status Dulan, Nilka, CNM OB/GYN AFF Neal, Molly, NP OB/GYN AFF E. Additional Privileges Provider Department Requesting Department Escandon, Martin, MD OB/GYN DFAM Wondolowski, Lauren, MD DFAM DFAM F. Voluntary Resignation Provider Department Campbell, Jorien, MD Psychiatry/Psychology Green, Christopher, MD Internal Medicine Mills, Stacia, MD Psychiatry/Psychology Wahidi, Nasratullah, MD Psychiatry/Psychology Wang, Dora-Linda, MD Psychiatry/Psychology Credentials Committee Recommendations 11/27/2023 2 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1166 Name: Status:Type:Consent Item Passed File created:In control:11/27/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Bay Area Community Services, Inc., in an amount not to exceed $2,681,135 to provide rapid rehousing, homeless prevention and shallow subsidy services to individuals and families experiencing homelessness or at risk of homelessness in Contra Costa County for the period October 1, 2023 through March 31, 2025. (35% Homeless Housing Assistance and Prevention; 35% Measure X; 30% Housing and Homeless Incentive Program) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Contract #25-118 with Bay Area Community Services, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #25-118 with Bay Area Community Services, Inc., a non-profit corporation, in an amount not to exceed $2,681,135 to provide rapid rehousing, homeless prevention and shallow subsidy services to individuals and families experiencing homelessness or at risk of homelessness in Contra Costa County for the period from October 1, 2023 through March 31, 2025. FISCAL IMPACT: This contract will result in contractual service expenditures of up to $2,681,135 over an 18-month period and is funded by 35% Homeless Housing Assistance and Prevention (HHAP), 35% Measure X funds, and 30% Housing and Homeless Incentive Program (HHIP) funds. BACKGROUND: This Contract meets the social needs of county’s population by providing rapid rehousing, homeless prevention, and shallow subsidy services to the homeless population in Contra Costa County. These services include case management which will assist participants with food assistance, substance use treatment, education and training, employment and benefits assistance, health care, mental health counseling, childcare, and credit repair. Rapid rehousing services also include providing financial assistance for security deposits, utility deposits/payments, moving costs, hotel/motel vouchers, paid shelter costs, housing application and credit/background check fees, partial, tiered or full rental subsidies, to individuals and families experiencing CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1166,Version:1 homelessness or who are at risk of becoming homeless. This contract is entered into under and subject to the following legal authorities: California Government Code § 26227 and 31000. This contract was approved by Health Services Personnel to ensure there is no conflict with labor relations. The Health, Housing and Homeless Services Division Contract Monitoring staff meet on a regular basis to ensure monitoring of performance measures set forth in the contract are upheld. This contractor has been a longstanding partner in previous projects, fostering a deep understanding of our organization's mission, values, and long-term objectives. Engaging them again will enable knowledge transfer, avoiding knowledge gaps and ensuring continuity in service delivery to vulnerable populations experiencing housing instability or homelessness. The request for proposal (RFP) was posted on January 11, 2023 and closed on March 3, 2023. Bay Area Community Services, Inc. was selected through the RFP process on April 28, 2023. Under Contract #25-118, the contractor will provide rapid rehousing, homeless prevention and shallow subsidy services to individuals and families experiencing homelessness or at risk of homelessness for the period from October 1, 2023 through March 31, 2025. This contract is late due to prolonged negotiations and planning between the Division and contractor. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, individuals and families who are homeless or at risk of being homeless will not have access to contractor’s support services putting their health and safety at risk. CHILDREN’S IMPACT STATEMENT: This program supports the following Board of Supervisors’ community outcomes: “Children Ready For and Succeeding in School”; “Families that are Safe, Stable, and Nurturing”; and “Communities that are Safe and Provide a High Quality of Life for Children and Families”. Expected program outcomes include an increase in positive social and emotional development as measured by the Child and Adolescent Functional Assessment Scale (CAFAS). CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1167 Name: Status:Type:Consent Item Passed File created:In control:11/27/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health Services Director, a purchase order with Stryker Sales, LLC in an amount not to exceed $1,788,442 and related agreement to procure endoscopy camera control unit video towers and service for Contra Costa Health for the period from December 1, 2023, through November 30, 2026. (100% Hospital Capital Equipment Budget) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Purchase Order with Stryker Sales, LLC ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health Services Director, a purchase order with Stryker Sales, LLC in an amount not to exceed $1,788,442 and related agreement for the purchase of endoscopy camera control unit video towers and service for Contra Costa Health (CCH) for the period from December 1, 2023 through November 30, 2026. FISCAL IMPACT: Approval of this action will result in expenditures of up to $1,788,442 over a thirty-six (36) month period and this item is included in the Hospital Capital Equipment budget. BACKGROUND: CCH has been utilizing endoscopy camera towers in the Contra Costa Regional Medical Center (CCRMC) Surgical unit for laparoscopic procedures since 2009. These devices power the cameras and are the industry’s standard of care but, unfortunately, are no longer serviceable. CCRMC would be required to cease laparoscopic procedures without them due to the potential for numerous patient safety risks. An endoscopy tower consists of two (2) main components, a light source, and a video processor. The light source generates the illumination that enables the camera's visualizations inside of the patient. The video processor receives the electronic signals sent by the camera's light-sensitive semiconductor chip and converts them into a visual image that can be projected onto a display monitor. An endoscopy tower is used to record endoscopic surgeries and provide visualization and documentation of an endoscopy procedure. Endoscopy towers at CCRMC’s Surgical unit are mostly used for laparoscopies to get a closer look at the CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1167,Version:1 organs in abdominal area and to collect tissue samples for testing if the ultrasound or x-ray cannot confirm the cause of patient’s condition. Since CCH received Vizient group purchasing organization pricing, a full bid solicitation for these items was not performed. Pricing is provided by CCRMC’s Vizient Group Purchasing Organization (GPO) and Stryker Sales, LLC is an awarded supplier with the GPO. The master service agreement specifies that Stryker Sales, LLC will have no liability in excess of the amount of services fees paid under the service plan during the twelve months immediately preceding the date the claim arose. Approval of this request will allow this vendor to provide endoscopy camera control unit video towers and service the equipment through November 30, 2026. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, the operating department would have to cease performing laparoscopic procedures to avoid negatively impacting patient care. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1168 Name: Status:Type:Consent Item Passed File created:In control:11/28/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with the California Department of Resources Recycling and Recovery Tire Amnesty Grant Program, to pay County an amount not to exceed $14,630 for the Environmental Health Solid Waste Program to provide free and convenient waste tire collection events for Contra Costa County residents effective upon signature by both parties through October 30, 2025. (No County match) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Approval of Grant Agreement #28-961-2 with the California Department of Resources Recycling and Recovery (CalRecycle) ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director, or designee (the Deputy Director of Health Services, Director of Environmental Health or Assistant Director of Health Services), to execute Grant Agreement #28-961-2 (TA-7-23-0010), with the California Department of Resources Recycling and Recovery (CalRecycle), Waste Tire Amnesty Grant Program, to pay the county in an amount not to exceed $14,630 for the Environmental Health Solid Waste Program to provide free and convenient waste tire collection events for Contra Costa County residents, effective upon signature by both parties through October 30, 2025. FISCAL IMPACT: Approval of this application will result in an amount not to exceed $14,630 from CalRecycle from the local government Waste Tire Amnesty Grant Program for the Environmental Health Solid Waste Program. No County match required. BACKGROUND: CalRecycle offers the Local Government Waste Tire Amnesty Grant Program pursuant to Section 42889(e) of the Public Resources Code. The purpose of the grant is to provide free and convenient waste tire collection events for Contra Costa County residents, businesses that have been victims of illegal dumping and tires generated from farming equipment, or a small business to dispose of their waste tires properly. Holding Waste Tire Amnesty events throughout the county will provide an avenue to legally dispose of waste tires at no cost CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1168,Version:1 and reduce the instances of illegal dumping, improper storage, and potential public health issues. Furthermore, Waste Tire Amnesty disposal events create an educational opportunity to promote proper disposal and recycling of waste tires throughout Contra Costa County. On April 18, 2023, the Board of Supervisors approved submission of Grant Application #28-961-1 to CalRecycle, in an amount not to exceed $40,000 for the Waste Tire Amnesty Grant Program, for the period from October 1, 2023 through October 30, 2025. On November 17, 2023, Contra Costa County Environment Health Division received a Grant Agreement from CalRecycle in the amount of $14,630. Approval of Grant Agreement #28-961-2 will allow Contra Costa County Environmental Health Division to receive funds to continue implementing the Environmental Health Solid Waste Program through October 30, 2025, including agreeing to indemnify and hold the State and CalRecycle harmless for claims arising out of the County’s performance under this agreement. CONSEQUENCE OF NEGATIVE ACTION: If this grant is not approved, the county will not be able to provide free and convenient waste tire collection events for Contra Costa County residents and reduce the instances of illegal dumping, improper storage, and potential public health issues. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1169 Name: Status:Type:Consent Item Passed File created:In control:11/28/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with ColumbiaSoft Corporation in an amount not to exceed $72,365 to provide hosted document management software for the period January 1, 2024 through April 30, 2027. (100% County Service Area EM-1 funds) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Contract #23-828 with ColumbiaSoft Corporation ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County Contract #23-828 including mutual indemnification with ColumbiaSoft Corporation,an Oregon corporation,in an amount not to exceed $72,365,to provide hosted document management software for Contra Costa Health Services Emergency Medical Services, for the period from January 1, 2024, through April 30, 2027. FISCAL IMPACT: This contract will result in contractual service expenditures of up to $72,365 over a 3-year period and will be funded 100% by County Service Area EM-1 funds. BACKGROUND: This contract meets the needs of Contra Costa Health Services (CCHS)Emergency Medical Services (EMS)by providing a centralized document management system.EMS requires a comprehensive document management solution to store,manage,and maintain version control of various documents,including system policies,field treatment guidelines,contracts,official correspondence,and other essential documents.EMS will utilize this Software as a Service (SaaS)platform to streamline daily document workflows,including creation,review, approval,and publishing.To maintain the historical integrity of its records,including complex documents that undergo multiple revisions,in January 2022,CCHS solicited a centralized document management system that supports revisions and version control.Of the vendors that responded,ColumbiaSoft,LogicalDoc,and qt9 Quality Management Software CCHS chose ColumbiaSoft for its user-friendly interface,searchability, workflow control, and robust security aspects. Under contract #23-828,the parties will execute a Subscription License Agreement and Order(s)for the implementation,administration,and use of the platform,giving the county right to access and use the SaaS. CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1169,Version:1 implementation,administration,and use of the platform,giving the county right to access and use the SaaS. Under the contract the county is obligated to indemnify ColumbiaSoft Corporation for claims arising out of county’s breach of the agreement;third party claims that county content infringes on any third party’s intellectual property rights;or county’s gross negligence or willful misconduct,and limits ColumbiaSoft’s liability to an amount not to exceed the amount paid in the twelve months preceding such claim. The Subscription License Agreement will continue during the term of all outstanding and effective Orders unless earlier terminated. Approval of this new Contract #23-828 allows the contractor to provide services through April 30, 2027. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, it will impede the department’s data integrity and productivity. There may be a higher risk of errors in reports, bulletins, or other critical documents. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1170 Name: Status:Type:Consent Item Passed File created:In control:11/28/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with David Kleinerman, M.D., in an amount not to exceed $1,920,000 to provide urology services at Contra Costa Regional Medical Center and Health Centers for the period December 1, 2023 through November 30, 2026. (100% Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Contract #26-935-17 with David Kleinerman, M.D. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of County Contract #26-935-17 with David Kleinerman,M.D.,an individual,in an amount not to exceed $1,920,000,to provide urology services at Contra Costa Regional Medical Center (CCRMC)and Contra Costa Health Centers, for the period December 1, 2023 through November 30, 2026. FISCAL IMPACT: Approval of this contract will result in contractual service expenditures of up to $1,920,000 over a three-year period and will be funded 100% by Hospital Enterprise Fund I revenues. BACKGROUND: Due to the limited number of specialty providers available within the community, CCRMC and Contra Costa Health Centers relies on contractors to provide necessary specialty health services to its patients. This contractor provides urology services including, but not limited to: clinic coverage, consultation, on-call coverage, and medical and surgical procedures. CCRMC has contracted with Dr. Kleinerman for urology services since August 1, 1996. This contract is entered into under and subject to the following legal authorities: California Government Code §§ 26227 and 31000; Health and Safety Code § 1451. Health Services Personnel approved this Contract to ensure no conflicts with labor relations. Per Administrative Bulletin 600.3, CCRMC Physician services are exempt from Solicitation requirements. Under new Contract #26-935-17,this contractor will provide urology services at CCRMC and Contra Costa Health Centers through November 30, 2026. CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1170,Version:1 CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved,the necessary specialty urology services needed for patient care will not be available or will create increased wait times due to the limited number of specialty providers available within the community. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1171 Name: Status:Type:Consent Item Passed File created:In control:11/28/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a novation contract with EMBRACE, in an amount not to exceed $503,150 to provide non-Medi-Cal mental health services and functional family therapy for seriously emotionally disturbed adolescents and their families for the period July 1, 2023 through June 30, 2024. (70% Probation; 30% Mental Health Realignment) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Contract #74-526-15 with EMBRACE ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Novation Contract #74-526-15 with EMBRACE, a non-profit corporation, in an amount not to exceed $503,150, to provide non Medi-Cal mental health services and Functional Family Therapy (FFT) for Seriously Emotionally Disturbed (SED) adolescents and their families for the period from July 1, 2023 through June 30, 2024. FISCAL IMPACT: Approval of this novation contract will result in annual expenditures of up to $503,150 and will be funded as budgeted by the department by 70% Probation Non Medi-Cal ($350,000) and 30% Mental Health Realignment funds ($153,150). BACKGROUND: This novation contract meets the social needs of county’s population by providing mental health services, including individual, group, and family counseling, assessment, case management, and rehabilitation support services to SED adolescents who are involved in the Juvenile Justice System. This contractor has been a longstanding partner in treating Contra Costa clients since 2016, fostering a deep understanding of our organization’s mission, value, and long-term objectives. Engaging them again will enable knowledge transfer, avoiding knowledge gaps and ensuring continuity in service delivery. The required services fall within a highly specialized or niche area of children’s mental health and juvenile justice services. The selected provider possesses unmatched expertise in this specific field, which is essential for achieving optimal results and CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1171,Version:1 ensuring the highest level of client care. This contract is entered into under and subject to the following legal authorities: Welfare and Institutions Code, § 5600 et seq. (The Bronzan McCorquodale Act); California Code of Regulations (“CCR”), Title 9, § 523 et seq. (Community Mental Health Services) and California Government Code §§ 26227 and 31000. This contract was approved by Health Services Personnel to ensure there is no conflict with labor relations. The Behavioral Health’s Quality Management, Utilization Management and Contract Monitor Staff meet on a regular basis to ensure monitoring and performance measures in the contract are upheld. This contractor was approved by the Public Works Department’s Purchasing Division on September 25, 2023. On October 18, 2022, the Board of Supervisors approved Novation Contract #74-526-14 with EMBRACE, in the amount of $2,206,408, for the provision of mental health and FFT services for youth who have had serious contact with the Juvenile Justice System for the period from July 1, 2022 through June 30, 2023, which included a six-month automatic extension through December 31, 2023, in the amount of $1,103,204. Approval of Novation Contract #74-526-15 replaces the automatic extension under the prior contract and allows the contractor to continue providing non Medi-Cal mental health and FFT services for SED adolescents and their families for the period July 1, 2023 through June 30, 2024. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, SED children and adolescents involved in the juvenile justice system will not have access to contractor’s non Medi-Cal mental health services which may result in a reduction of services and placement in higher levels of care. CHILDREN’S IMPACT STATEMENT: This program supports the following Board of Supervisors’ community outcomes: “Children Ready for and Succeeding in School”; “Families that are Safe, Stable, and Nurturing”; and “Communities that are Safe and Provide a High Quality of Life for Children and Families”. Expected program outcomes include an increase in positive social and emotional development as measured by the Child and Adolescent Functional Assessment Scale (CAFAS). CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1172 Name: Status:Type:Consent Item Passed File created:In control:11/28/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with ARL Bio Pharma, Inc., effective November 1, 2023, to increase the payment limit by $30,000 to a new payment limit not to exceed $55,000 with no change in the term ending December 31, 2023 for additional analytical testing services at Contra Costa Regional Medical Center. (100% Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Amendment #76-800-1 with ARL Bio Pharma, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract Amendment Agreement #76-800-1 with ARL Bio Pharma, Inc., a corporation, effective November 1, 2023, to amend Contract #76-800, to increase the payment limit by $30,000, from $25,000 to a new payment limit not to exceed $55,000 with no change in the term January 1, 2023 through December 31, 2023 for additional analytical testing services at Contra Costa Regional Medical Center (CCRMC). FISCAL IMPACT: Approval of this amendment will result in additional contractual service expenditures of up to $30,000 and will be funded 100% by Hospital Enterprise Fund I. (No rate increase) BACKGROUND: CCRMC has an obligation to provide laboratory testing services to patients. On occasion, the county contracts with outside laboratory testing services in order to provide testing that requires special equipment not available at county facilities. Contractor will provide analytical testing services for various compounded sterile and non- sterile drug preparations, as required by pharmacy law, including potency, sterility, and identification of the compound, from the inpatient and outpatient pharmacies at CCRMC. Contractor’s services will provide real time information with access to samples and results anytime. On January 10, 2023, the Board of Supervisors approved Contract #76-800 with ARL Bio Pharma, Inc, in an amount not to exceed $25,000 for the provision of analytical testing services for various compounded sterile and non-sterile drug preparations for inpatient and outpatient Pharmacies at CCRMC for the period January 1, 2023 through December 31, 2023. This contract included mutual indemnification to hold harmless both parties CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1172,Version:1 for any claims arising out of the performance under this contract. Approval of Amendment Agreement #76-800-1 will allow contractor to provide additional analytical testing services at CCRMC through December 31, 2023. This amendment was submitted late due to an unexpected increase in staff testing due to Chapter 797 (Pharmaceutical Compounding - Sterile Preparations) that went into effect November 1, 2023 which requires additional staff testing. CONSEQUENCE OF NEGATIVE ACTION: If this amendment is not approved, the Health Services Department will not have access to additional analytical staff testing services for sterile and non-sterile drug preparations and the Department would be out of compliance. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1173 Name: Status:Type:Consent Item Passed File created:In control:11/28/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health Services Director, a purchase order amendment with T-Mobile USA, Inc. to increase the payment limit by $250,000 to a new payment limit of $400,000 for mobile coverage on phones and tablets for the Access to Technology Program with no change to the existing term of March 22, 2023 through March 21, 2024. (100% Access to Technology Grant Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Amendment to Purchase Order with T-Mobile USA, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health Services Director, an amendment to purchase order #27785 with T-Mobile USA, Inc. to increase the payment limit by $250,000 to a new payment limit of $400,000 for mobile coverage on cellphones and tablets for the Access to Technology Program with no change to the existing term of March 22, 2023 through March 21, 2024. FISCAL IMPACT: Approval of this action will result in an additional $250,000 in expenditures and will be funded by the Access to Technology Grant in partnership with the Employment and Human Services Department (EHSD). BACKGROUND: The Access to Technology Grant from EHSD funds mobile coverage for cellphones and tablets provided to low income and homeless individuals in Contra Costa County. The program has been successful and funding has been extended through early 2024. An amendment to the current purchase order is needed to pay future invoices that will come in due to the extension of the program. The mobile coverage is part of the National Association of State Procurement Officials (NASPO) Cooperative Agreement - MA176-1. Approval of this action will allow this vendor to continue providing mobile coverage for low income and homeless individuals through March 21, 2024. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, the Access to Technology program will be unable to continue as planned into early 2024 and available funding will go unused. CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 1 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1173 Name: Status:Type:Consent Item Passed File created:In control:11/28/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health Services Director, a purchase order amendment with T-Mobile USA, Inc. to increase the payment limit by $250,000 to a new payment limit of $400,000 for mobile coverage on phones and tablets for the Access to Technology Program with no change to the existing term of March 22, 2023 through March 21, 2024. (100% Access to Technology Grant Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Amendment to Purchase Order with T-Mobile USA, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Health Services Director, an amendment to purchase order #27785 with T-Mobile USA, Inc. to increase the payment limit by $250,000 to a new payment limit of $400,000 for mobile coverage on cellphones and tablets for the Access to Technology Program with no change to the existing term of March 22, 2023 through March 21, 2024. FISCAL IMPACT: Approval of this action will result in an additional $250,000 in expenditures and will be funded by the Access to Technology Grant in partnership with the Employment and Human Services Department (EHSD). BACKGROUND: The Access to Technology Grant from EHSD funds mobile coverage for cellphones and tablets provided to low income and homeless individuals in Contra Costa County. The program has been successful and funding has been extended through early 2024. An amendment to the current purchase order is needed to pay future invoices that will come in due to the extension of the program. The mobile coverage is part of the National Association of State Procurement Officials (NASPO) Cooperative Agreement - MA176-1. Approval of this action will allow this vendor to continue providing mobile coverage for low income and homeless individuals through March 21, 2024. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, the Access to Technology program will be unable to continue as planned into early 2024 and available funding will go unused. CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 1 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1175 Name: Status:Type:Consent Item Passed File created:In control:11/28/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Delta Personnel Services, Inc. (dba Guardian Security Agency), effective November 29, 2023, to increase the payment limit by $350,000 to a new payment limit of $6,461,750 with no change in the term ending December 31, 2025 to provide additional security guard services. (100% Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Amendment #26-352-19 with Delta Personnel Services, Inc. (dba Guardian Security Agency) ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract Amendment Agreement #26-352-19 with Delta Personnel Services, Inc. (dba Guardian Security Agency),a corporation, effective November 29, 2023, to amend Contract #26-352-17 (as amended by Amendment Agreement #26-352-18), to increase the payment limit by $350,000, from $6,111,750 to a new payment limit of $6,461,750, with no change in the original term of January 1, 2023 through December 31, 2025. FISCAL IMPACT: Approval of this amendment will result in additional expenditures of up to $350,000 funded 100% by Hospital Enterprise Fund I allocations. (No rate increase) BACKGROUND: Contractor provides temporary security workers for the county to safeguard equipment and property, prepare reports, conduct visual checks of area in and around suites, and monitor and respond to unauthorized visitors at CCRMC, Contra Costa Health Centers and COVID-19 testing and immunization sites. This contractor has been providing services under this contract since September 1999. On November 29, 2022, the Board of Supervisors approved Contract #26-352-17 with Delta Personnel Services, Inc. (dba Guardian Security Agency), in an amount not to exceed $5,913,009 to provide security guard services at CCRMC and Contra Costa Health Centers, including Bay Point Health Center, Pittsburg Health Center and West County Health Center for the period from January 1, 2023 through December 31, 2025. CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1175,Version:1 On July 11, 2023, the Board of Supervisors approved Contract Amendment Agreement #26-352-18 with Delta Personnel Services, Inc. (dba Guardian Security Agency), to increase the payment limit by $198,741 to a new payment limit of $6,111,750 with no change in the original term. Approval of Amendment Agreement #26-352-19 will allow the contractor to provide additional security guard services at the El Portal Behavioral Health building in San Pablo through December 31, 2025. CONSEQUENCE OF NEGATIVE ACTION: If this amendment is not approved, staff and clients will not have security guard services further putting their lives and health at risk. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1176 Name: Status:Type:Consent Item Passed File created:In control:11/28/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Kyaw Lin, M.D., in an amount not to exceed $630,000 to provide neurology and pain management services at Contra Costa Regional Medical Center and Health Centers for the period December 1, 2023 through November 30, 2026. (100% Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Contract #76-847 with Kyaw Lin, M.D. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of County Contract #76-847 with Kyaw Lin,M.D.,an individual,in an amount not to exceed $630,000,to provide neurology and pain management services at Contra Costa Regional Medical Center (CCRMC)and Contra Costa Health Centers, for the period December 1, 2023 through November 30, 2026. FISCAL IMPACT: Approval of this contract will result in contractual service expenditures of up to $630,000 over a three-year period and will be funded 100% by Hospital Enterprise Fund I revenues. BACKGROUND: Due to the limited number of specialty providers available within the community,CCRMC and Contra Costa Health Centers relies on contractors to provide necessary specialty health services to its patients.Contractor will provide neurology and pain management services including,but not limited to:clinic coverage, consultation,training,and medical and surgical procedures.CCRMC will begin contracting with Dr.Lin for neurology and pain management services starting December 1,2023.This contract is entered into under and subject to the following legal authorities:California Government Code §§26227 and 31000;Health and Safety Code §1451.Health Services Personnel approved this Contract to ensure no conflicts with labor relations.Per Administrative Bulletin 600.3, CCRMC Physician services are exempt from Solicitation requirements. Under new Contract #76-847,this contractor will provide neurology and pain management services at CCRMC and Contra Costa Health Centers through November 30, 2026. CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1176,Version:1 CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved,the necessary specialty neurology and pain management services needed for patient care will not be available or will create increased wait times due to the limited number of specialty providers available within the community. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1177 Name: Status:Type:Consent Item Passed File created:In control:11/29/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Don Guiroy, M.D., in an amount not to exceed $250,000 to provide outpatient psychiatric care services to mentally ill older adults in Central Contra Costa County for the period December 1, 2023 through November 30, 2024. (100% Mental Health Services Act) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Contract #74-677 with Don Guiroy, M.D. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County Contract #74-677 with Don Guiroy,M.D.,an individual,in an amount not to exceed $250,000,to provide outpatient psychiatric care services to mentally ill older adults in Central Contra Costa County,for the period December 1, 2023 through November 30, 2024. FISCAL IMPACT: Approval of this contract will result in budgeted expenditures of up to $250,000 and will be funded 100%by Mental Health Services Act funds. BACKGROUND: This contract meets the social needs of county’s population by providing psychiatric services including,but not limited to:diagnosing,counseling,evaluating,medication management and providing medical and psychiatric therapeutic treatment to mentally ill older adults in Central Contra Costa County.This is a new contractor who will provide psychiatric services starting December 1,2023.Health Services Personnel approved this contract to ensure no conflicts with labor relations in November 2023.This contract is entered into under and subject to the following legal authorities:California Government Code §§26227 and 31000;and Welfare and Institutions Code,§5600 et seq.(The Bronzan -McCorquodale Act).Acting as the Mental Health Plan as designated by Department of Health Care Services (DHCS)Contra Costa Behavioral Health is required to meet federal and state Network Adequacy standards to ensure that all Medi-Cal managed care covered services are available and accessible to beneficiaries in accordance with timely access and time and distance standards. This contractor has a proven track record and established reputation within the psychiatric community which mitigates potential risks associated with the regulatory compliance and patient well-being.The Behavioral Health’s Quality Management,Utilization Management and Contract Monitor Staff meet on a regular basis to CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1177,Version:1 Health’s Quality Management,Utilization Management and Contract Monitor Staff meet on a regular basis to ensure monitoring and performance measures in the contract are upheld.Per Administrative Bulletin 600.3,this contractor was approved by the Public Works Department’s Purchasing Division on October 16, 2023. Under new Contract #74-677,contractor will provide outpatient psychiatric care services to mentally ill older adults in Central Contra Costa County through November 30, 2024. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, county’s clients will not have access to contractor’s psychiatric care services. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1178 Name: Status:Type:Consent Item Passed File created:In control:11/29/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with University of Washington, Department of Psychiatric and Behavioral Sciences, UW School of Medicine, effective December 31, 2023, to increase the payment limit by $95,000 to a new payment limit of $270,000 and extend the term from December 31, 2023 to May 31, 2024 provide additional behavioral health training for staff, contractors and community partners on crisis response. (100% Heath Resources & Services Administration Grant) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Amendment #76-784-2 University of Washington, Department of Psychiatric and Behavioral Sciences, UW School of Medicine ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract Amendment #76-784-2 University of Washington, Department of Psychiatric and Behavioral Sciences, UW School of Medicine, an educational institution, effective December 31, 2023, to amend Contract #76-784 (as amended by Extension Agreement #76-784-1) to increase the payment limit by $95,000, from $175,000 to a new payment limit of $270,000 and extend the termination date from December 31, 2023 to May 31, 2024 to continue to provide behavioral health training for staff, contractors and community partners on crisis response. FISCAL IMPACT: Approval of this amendment will result in additional contractual service expenditures of up to $95,000 and will be funded 100% by Heath Resources & Services Administration (HRSA) grant funds. (No rate increase) BACKGROUND: This contractor provides training and consultation to Behavioral Health Services Division (BHSD) staff, contractors and community partners on Crisis Response Team Training (CRTT) and Subject Matter Expert (SME) Training. This contract is entered into under and subject to the following legal authorities: California Government Code §§ 26227 and 31000. Health Services Personnel approved this contract to ensure no conflicts with labor relations. This contractor has been providing these services to the County since July 2022. In December 2022, County Administrator approved and Purchasing Services Manager executed Contract #76- CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1178,Version:1 784 with University of Washington in an amount not to exceed $175,000 to implement on-going training capability and long-term sustainability for behavioral health training for staff, contractors and community partners on crisis response, through June 30, 2023. In March 2023 County Administrator approved and Purchasing Services Manager executed Extension Agreement #76-784-1 with University of Washington to extend the termination date from June 30, 2023 to December 31, 2023 with no change in the payment limit. Approval of Amendment Agreement #76-784-2 will allow contractor to continue providing behavioral health training for staff, contractors and community partners on crisis response through May 31, 2024. CONSEQUENCE OF NEGATIVE ACTION: If this amendment is not approved, there will not be sufficient funds to complete the implementation of behavioral health training. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1179 Name: Status:Type:Consent Item Passed File created:In control:11/30/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to submit a grant application to the California Conference of Directors of Environmental Health, for the Micro Enterprise Home Kitchen Operation Assistance Program for an award amount up to $2,612,000. (No County match) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Submission of Grant Application #78-050 to the California Conference of Directors of Environmental Health ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director,or designee (Deputy Director of Health Services, Director of Environmental Health,or Assistant Director of Environmental Health),to submit Grant Application #78-050 to the California Conference of Directors of Environmental Health,for the Micro Enterprise Home Kitchen Operation (MEHKO) Assistance Program for an award amount up to $2,612,000. FISCAL IMPACT: Approval of this application could result in an amount not to exceed $300,000 from the California Conference of Directors of Environmental Health. BACKGROUND: Assembly Bill (AB)626,enacted in 2019,amended the California Health and Safety Code to create a MEHKOs,as a new type of retail food facility that allows an individual to operate a restaurant within their private residence.Since the state established MEHKOs in 2019,eight counites have authorized MEHKOs.In addition,three counties have temporarily authorized MEHKO pilot programs.Combined,there are over 200 permitted MEHKOs across the state as of the end of 2022. On October 24,2023,the Board of Supervisors directed the Health Services Departments’Environmental Health Division (EHD)to draft an ordinance for temporary authorization of MEHKOs in Contra Costa County. This program will provide financial assistance to EHD activities related to development,outreach,and enforcement of MEHKOs. Approval of Application #78-050 will allow county to apply for funds for the MEHKO Assistance Program to CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1179,Version:1 be distributed on June 30, 2024. CONSEQUENCE OF NEGATIVE ACTION: If this grant is not approved,the county will not receive funds to support program development activities provide by EHD staff. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1180 Name: Status:Type:Consent Item Passed File created:In control:11/30/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Toyon Associates, Inc., to increase the payment limit by $125,000 to a new payment limit of $575,000 to provide additional consultation and technical assistance regarding Medicare auditing and reporting with no change in the term ending December 31, 2023. (100% Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Amendment Agreement #23-324-21 with Toyon Associates, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County Amendment Agreement #23-324-21 with Toyon Associates,Inc.,a corporation,effective October 1,2023,to increase the payment limit by $125,000,from $450,000 to a new payment limit of $575,000 for additional consultation and technical assistance on healthcare financial issues,including Medicare and Medi-Cal auditing and reporting, with no change in the term of January 1, 2022 through December 31, 2023. FISCAL IMPACT: Approval of this amendment will result in additional expenditures of up to $125,000 and will be funded 100% by Hospital Enterprise Fund I revenues. (No rate increase) BACKGROUND: Toyon Associates,Inc.has been providing professional healthcare financial consultation,technical research, and advice to the county’s Health Services Department’s finance staff since January 2002. On March 29,2022,the Board of Supervisors approved Contract #23-324-20 with Toyon Associates,Inc.,in an amount not to exceed $450,000,to provide consultation and technical assistance regarding Medicare and Medi- Cal Auditing and Reporting,including technical research and advice,for the period from January 1,2022 through December 31, 2023. Approval of Amendment Agreement #23-324-21 will allow the contractor to provide additional services through December 31, 2023. CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1180,Version:1 CONSEQUENCE OF NEGATIVE ACTION: If this amendment is not approved,the hospital will be unable to complete required Medicare &Medi-Cal cost reports and will be unable to run interim cost reports to ensure that expected revenues are within the funding range included in the annual adopted budget. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1181 Name: Status:Type:Consent Item Passed File created:In control:11/30/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Harmonic Solutions, LLC, effective July 1, 2023, to modify the rates for methadone treatment services under the Drug Medi-Cal Organized Delivery Service waiver and to decrease the payment limit by $613,927 to a new payment limit of $882,649 to continue providing methadone maintenance treatment services to county residents with no change in the term ending June 30, 2024. (50% Federal Drug Medi-Cal; 50% Drug Medi-Cal Realignment) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Contract #74-623-6 with Harmonic Solutions LLC ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County Contract Amendment Agreement #74-623-6 with Harmonic Solutions LLC,a limited liability company, effective July 1,2023,to amend Contract #74-623-5,to modify the rates for methadone treatment services and decrease the payment limit by $613,927,from $1,496,576 to a new payment limit of $882,649,with no change in the term of July 1, 2023 through June 30, 2024. FISCAL IMPACT: Approval of this amendment will result in budgeted expenditures of up to $882,649 and will be funded by 50% Federal Medi-Cal ($441,325) and 50% Drug Medi-Cal Realignment ($441,324) revenues. (No rate increase) BACKGROUND: This contract meets the social needs of county’s population by providing specialized substance abuse treatment and prevention programs to help clients to achieve and maintain sobriety and to experience the associated benefits of self-sufficiency,family reunification,cessation of criminal activity and productive engagement in the community. The county has been contracting with Harmonic Solutions LLC, since January 2021. On May 9,2023,the Board of Supervisors approved Contract #74-623-5 with Harmonic Solutions LLC,in an amount not to exceed $1,496,576,to provide methadone treatment services through its Methadone Maintenance Clinics Program (Medi-Cal Drug Abuse Treatment Services)for the period from July 1,2023 through June 30, 2024. Approval of Contract Amendment Agreement #74-623-6 will allow contractor to modify the rates for CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1181,Version:1 Approval of Contract Amendment Agreement #74-623-6 will allow contractor to modify the rates for methadone treatment services under the Drug Medi-Cal Organized Delivery Service (DMC-ODS)waiver.The Department of Health Care Services (DHCS)approved the rate modification to be retroactive to July 1,2023 and allow the contractor to continue providing services through June 30, 2024. CONSEQUENCE OF NEGATIVE ACTION: If this amendment is not approved,Contra Costa County residents will not receive methadone maintenance treatment services needed to provide them an opportunity to achieve sobriety and recover from the effects of alcohol and other drug use, become self-sufficient, and return to their families as productive individuals. CHILDREN’S IMPACT STATEMENT: This Alcohol and Drug Abuse program supports the Board of Supervisors’“Families that are Safe,Stable,and Nurturing”community outcome by providing parenting education,stability,and safety for mothers (and their children)and pregnant women who are alcohol and drug dependent,while they are in substance abuse treatment.Expected outcomes include delivery of drug-free babies,decreased use of alcohol,tobacco and other drugs, reduction in the number of relapses, and creation of a sober social network. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1182 Name: Status:Type:Consent Item Passed File created:In control:11/30/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Oliver Wyman Actuarial Consulting, Inc., in an amount not to exceed $450,000 to provide actuarial services for Contra Costa Health Plan and Contra Costa Health Services for the period December 1, 2023 through November 30, 2026. (100% Contra Costa Health Plan Enterprise Fund II) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Contract #27-764-10 with Oliver Wyman Actuarial Consulting, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County Contract #27-764-10,with Oliver Wyman Actuarial Consulting,Inc.,a corporation,in an amount not to exceed $450,000,to provide actuarial services for Contra Costa Health Plan (CCHP)and Contra Costa Health Services for the period December 1, 2023 through November 30, 2026. FISCAL IMPACT: Approval of this contract will result in contractual service expenditures of up to $450,000 over a three-year period and is funded 100% by CCHP Enterprise Fund II. (No rate increase) BACKGROUND: The Health Services Department and CCHP are required by state and federal regulations to provide various certified actuarial documents in order to maintain its authorization to provide health care services to its members and recipients.This contractor has an established record of providing this expertise to the county since December 1,2008.This contract is entered into under and subject to the following legal authorities: California Government Code §§26227 and 31000.Health Services Personnel approved this contract to ensure no conflicts with labor relations. The nature of actuarial consulting services needed is complex and requires seamless coordination,integration and collaboration with existing programs and systems.This is the only provider in CCHP’s service area and CCHP is currently contracted with them.This contract renewal will maintain comprehensive area coverage for the entire CCHP membership and meet the Knox-Keene Act,time and distance mandate required by the State of California Department of Managed Health Care (DMHC)services.This contractor has been approved by the CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1182,Version:1 Public Works Department’s Purchasing Division on November 16, 2023. On December 15,2020,the Board of Supervisors approved Contract #27-764-9 with Oliver Wyman Actuarial Consulting,Inc.,in an amount not to exceed $305,000 for provision of actuarial services for CCHP and Contra Costa Health Services for the period December 1, 2020 through November 30, 2023. Approval of Contract #27-764-10 will allow the contractor to continue providing actuarial services through November 30, 2026. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved,CCHP will need to solicit and engage a new contractor leading to delays and potential failure to comply with state and federal regulations to provide various certified actuarial documents and would not be able to set rates or offer services for Health Plan’s Medicare Select care;Healthy Families; County Employee Plans A, B, and A2; Individual; and Small/Large Group members. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1183 Name: Status:Type:Consent Item Passed File created:In control:11/30/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a novation contract with Portia Bell Hume Behavioral Health and Training Center, in an amount not to exceed $2,745,778 to provide full service partnership program services to non-Medi-Cal adults with serious mental illness who are homeless or at serious risk of homelessness for the period July 1, 2023 through June 30, 2024. (100% Mental Health Services Act) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Novation Contract #24-717-11 with Portia Bell Hume Behavioral Health and Training Center ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Novation Contract #24-717-11 with Portia Bell Hume Behavioral Health and Training Center, a non-profit corporation, in an amount not to exceed $2,745,778, to provide Mental Health Services Act (MHSA) Full Service Partnership (FSP) services to non-Medi-Cal adults with serious mental illness who are homeless or at serious risk of homelessness, for the period July 1, 2023 through June 30, 2024. FISCAL IMPACT: Approval of this contract will result in an annual budgeted expenditure of up to $2,745,778 for FY 2023-2024 and will be funded by 100% Mental Health Services Act. (No rate increase) BACKGROUND: This Contract meets the social needs of County’s population by providing a FSP Program funded by the MHSA, providing a comprehensive range of services and supports in West, Central and East Contra Costa County including case management, mental health services, medication support, and crisis intervention to non- Medi-Cal adults with serious mental illness who are homeless or at serious risk of homelessness. Contractor has been providing MHSA FSP services to the county since March 2014. This provider was selected in collaboration with community stakeholder advisory bodies and was approved as part of the comprehensive Mental Health Services Act Three-Year Plan as required by State regulation. Providers interested in providing specialized services were invited proactively to participate in program development and offered the opportunity to submit interest at dozens of publicly noticed meetings. The services and vendors were identified in the formal Three-Year plan was approved on the following schedule CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1183,Version:1 that was noticed to the public and approved by the Board on August 1, 2023. The Three-Year Plan was posted for public comment from June 5, 2023 through July 5, 2023, there was a Public Hearing at the Mental Health Commission meeting on July 5, 2023, and it was approved by the Board of Supervisors on August 1, 2023. On September 13, 2022, the Board of Supervisors approved Contract #24-717-10 with Portia Bell Hume Behavioral Health and Training Center, in an amount not to exceed $4,400,285 for the provision of MHSA FSP Program services to adults with serious mental illness who are homeless or at serious risk of homelessness for the period from July 1, 2022 through June 30, 2023, which included a six-month automatic extension through December 31, 2023, in an amount not to exceed $2,200,142. Approval of Novation Contract #24-717-11 replaces the automatic extension under the prior contract and allows the contractor to continue providing services through June 30, 2024. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, mentally ill adults who are homeless will not have access to contractor’s mental health services, leading to reduced levels of service to the community and potential placement in higher levels of care. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1184 Name: Status:Type:Consent Item Passed File created:In control:11/30/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Oxford House, Inc., to increase the payment limit by $141,833 to a new payment limit of $307,457, to provide additional alcohol and drug abuse prevention and treatment services with no change in the term ending June 30, 2024 (100% Residential Substance Abuse Treatment Program) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Amendment #74-578-7 with Oxford House, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County Contract Amendment Agreement #74-578-7 with Oxford House,Inc.,a non-profit corporation,effective September 1,2023,to amend Contract #74-578-6,to increase the payment limit by $141,833,from $165,624 to a new payment limit of $307,457, with no change in the term of July 1, 2023 through June 30, 2024. FISCAL IMPACT: Approval of this amendment will result in additional annual expenditures of up to $141,833 and will be funded 100% by Residential Substance Abuse Treatment (RSAT) Program revenues. (No rate increase) BACKGROUND: The county has been contracting with Oxford House,Inc.,since October 2018 to provide access to recovery residences living facilities and services in order to assist residents maintain an alcohol-free and drug-free lifestyle and transition back into the community. In May 2023,the County Administrator approved and the Purchasing Services Manager executed Contract #74- 578-6 with Oxford House,Inc.,in an amount not to exceed $165,624,to provide alcohol and drug abuse prevention and treatment services in order to assist residents maintain an alcohol-free and drug-free lifestyle and transition back into the community and access to recovery residences living facilities,for the period July 1, 2023 through June 30, 2024. Approval of Contract Amendment Agreement #74-578-7 will allow the contractor to provide additional alcohol and drug abuse prevention and treatment services through June 30, 2024. CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1184,Version:1 CONSEQUENCE OF NEGATIVE ACTION: If this amendment is not approved,county clients will not have access to contractor’s additional alcohol and drug abuse prevention and treatment services. CHILDREN’S IMPACT STATEMENT: This Alcohol and Drug Abuse prevention program supports the Board of Supervisors’“Families that are Safe, Stable,and Nurturing”and “Communities that are Safe and Provide a High Quality of Life for Children and Families”community outcomes by providing individual,group,and family counseling;substance abuse education;rehabilitation support services;and substance abuse prevention services.Expected outcomes include increased knowledge about the impact of addiction;decreased use of alcohol,tobacco and other drugs; increased use of community-based resources;and increased school and community support for youth and parents in recovery. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1185 Name: Status:Type:Consent Item Passed File created:In control:11/30/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Xpio Group Health, LLC, effective December 12, 2023, to increase the payment limit by $80,000 to a new payment limit of $279,905 for additional consulting services regarding Contra Costa Health Behavioral Health Services Division’s billing system with no change in the term January 1, 2022 through February 28, 2024. (100% Substance Abuse Prevention and Treatment Block Grant Program American Rescue Plan Supplemental Award). Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Amendment #23-742-3 with Xpio Group Health, LLC ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County Contract Amendment Agreement #23-742-3 with Xpio Group Health,LLC,a limited liability company, effective December 12,2023,to amend Contract #23-742 (as amended by #23-742-1 and #23-742-2),to increase the payment limit by $80,000,from $199,905 to a new payment limit of $279,905,with no change in the term of January 1, 2022 through February 28, 2024. FISCAL IMPACT: Approval of this amendment will result in additional expenditures of up to $80,000 and will be funded as budgeted by the department by 100%Substance Abuse Prevention and Treatment Block Grant Program American Rescue Plan Supplemental Award funds. BACKGROUND: This contract meets the needs of the county by providing consulting,training,and support services to the Behavioral Health Services Division (BHSD)regarding the transition from its Electronic Health Record (EHR) billing system (ShareCare) to its new billing system (SmartCare). In January 2022,the County Administrator approved,and the Purchasing Services Manager executed contract #23-742 with Xpio Group Health,LLC,in an amount not to exceed $34,780 for the provision of consultation services to the Health Services Information Technology (IT)unit to assess BHSD's then-current EHR billing system, ShareCare for the period January 1, 2022, through December 31, 2023. CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1185,Version:1 In April 2022,the County Administrator approved,and the Purchasing Services Manager executed contract amendment/extension agreement #23-742-1 with Xpio Group Health,LLC,to increase the payment limit by $148,925 to $183,705 for additional services regarding the development of a project plan for project management regarding communication,change management,data migration,and staff training regarding BHSD's transition from ShareCare to SmartCare and extend the term from December 31,2023 to February 28, 2024. In August 2023,the County Administrator approved,and the Purchasing Services Manager executed contract amendment agreement #23-742-2 with Xpio Group Health,LLC,to increase the payment limit by $16,200 to $199,905 for additional training and support services for BHSD's staff regarding the transition from ShareCare to SmartCare with no changes in the term. Approval of Contract #23-742-3 will allow the contractor to continue to provide services, enhancing Drug Medi -Cal billing claim cycle efficiency and expected revenues, and refine the training protocols for county and contract agency staff through February 28, 2024. CONSEQUENCE OF NEGATIVE ACTION: Failure to approve this contract amendment will affect department billing cycle efficiency and expected revenues. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1186 Name: Status:Type:Consent Item Passed File created:In control:11/30/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a novation contract with Seneca Family of Agencies, in an amount not to exceed $394,200 to provide Medi-Cal specialty mental health services for the period July 1, 2023 through June 30, 2024. (100% Federal Medi-Cal) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Novation Contract #74-621-2 with Seneca Family of Agencies ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County Novation Contract #74-621-2 with Seneca Family of Agencies,a non-profit corporation,in an amount not to exceed $394,200,to provide Medi-Cal specialty mental health services for the period from July 1,2023 through June 30, 2024. FISCAL IMPACT: Approval of this contract will result in budgeted expenditures of up to $394,200 and will be funded 100%by Federal Medi-Cal revenue. BACKGROUND: The county has been contracting with Seneca Family of Agencies since May 2021 to provide TFC training for resource parents to support youth who are in foster care or in intensive treatment foster care homes.This contract is entered into under and subject to the following legal authorities:Welfare and Institutions Code §§ 5600,et seq.(The Bronzan McCorquodale Act);California Code of Regulations (“CCR”),Title 9,§§523,et seq.(Community Mental Health Services);California Government Code §§26227 and 31000.This contract was approved by Health Services Personnel to ensure there is no conflict with labor relations. This contractor has been a longstanding partner in treating Contra Costa clients since 2000,fostering a deep understanding of our organization’s mission,value,and long-term objectives.Engaging them again will enable knowledge transfer,avoiding knowledge gaps and ensuring continuity in service delivery.The required services fall within a highly specialized or niche area of children’s mental health and juvenile justice services.The selected provider possesses unmatched expertise in this specific field,which is essential for achieving optimal results and ensuring the highest level of client care.The Behavioral Health’s Quality Management,Utilization Management and Contract Monitor Staff meet on a regular basis to ensure monitoring and performance CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1186,Version:1 Management and Contract Monitor Staff meet on a regular basis to ensure monitoring and performance measures in the contract are upheld.This contractor was approved by the Public Works Department’s Purchasing Division on December 4, 2023. On September 22,2022,the Board of Supervisors approved Contract #74-621-1 with Seneca Family of Agencies,in the amount of $394,200,for the provision of TFC training,including culturally responsive and trauma-informed parenting,specific behavioral health interventions to new and existing resource parents to support youth who need foster care placement,per State requirements pursuant to Continuum of Care Reform, for the period July 1,2022 through June 30,2023,which included a six-month automatic extension through December 31, 2023, in an amount not to exceed $197,100 Approval of Novation Contract #74-621-2 replaces the automatic extension and allows the contractor to continue providing Medi-Cal specialty mental health services, through June 30, 2024. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved,resource parents will not receive the necessary training to support youths that need foster care placement. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1187 Name: Status:Type:Consent Item Passed File created:In control:11/30/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Valerie Keim, MFT in an amount not to exceed $300,000 to provide behavioral health therapy services for Contra Costa Health Plan Members for the period January 1, 2024 through December 31, 2026. (100% Contra Costa Health Plan Enterprise Fund II) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Contract #27-964-4 with Valerie Keim, MFT ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County Contract #27-964-4 with Valerie Keim,MFT,an individual,in an amount not to exceed $300,000,to provide behavioral health therapy services to Contra Costa Health Plan (CCHP)Members for the period from January 1, 2024 through December 31, 2026. FISCAL IMPACT: Approval of this contract will result in contractual service expenditures of up to $300,000 over a three-year period and is funded 100% by CCHP Enterprise Fund II. (No rate increase) BACKGROUND: CCHP has an obligation to provide certain behavioral health therapy services to its members under the terms of their Individual and Group Health Plan membership contracts with the county.This contractor has been a part of the CCHP Provider Network providing these services and fostering a deep understanding of the CCHP organizations mission,values,and long-term objectives since January 1,2015.This contract is entered into under and subject to the following legal authorities:California Government Code §§26227 and 31000;Health and Safety Code §1451.Health Services Personnel approved this contract to ensure no conflicts with labor relations.This contractor currently cooperates with and participates in CCHP’s Quality Management Program which consists of quality improvement activities to improve the quality of care and services and member experience.Cooperation includes collection and evaluation of performance measurement data and participation in the organization’s clinical and service measure Quality Improvement Programs. The nature of behavioral health therapy services is complex and requires seamless coordination,integration and collaboration with existing programs and systems.There are a total of 75 behavioral health therapy agencies in CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1187,Version:1 collaboration with existing programs and systems.There are a total of 75 behavioral health therapy agencies in CCHP’s service area;CCHP is currently contracted with 65 of them.This contract renewal will maintain comprehensive area coverage for the entire CCHP membership and meet the Knox-Keene Act,time and distance mandate required by the State of California Department of Managed Health Care (DMHC)services. This contractor has been approved by the Public Works Department’s Purchasing Division on November 6, 2023. On January 5,2021,the Board of Supervisors approved Contract #27-964-3 with Valerie Keim,MFT,in the amount of $225,000,to provide outpatient psychotherapy services for CCHP Members for the period January 1, 2021 through December 31, 2023. Approval of Contract #27-964-4 will allow the contractor to continue providing behavioral health therapy services to CCHP members through December 31, 2026. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved,certain specialized health care services will not be provided,and may increase wait time for CCHP members to receive services. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1188 Name: Status:Type:Consent Item Passed File created:In control:11/30/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute, on behalf of the Health Services Director, a purchase order with Software One, Inc., in an amount not to exceed $3,500,000, and Program Signature Form for Microsoft Server and Cloud Enrollment for the purchase of Microsoft cloud based products and support services for the period of January 1, 2024 through December 31, 2026. (100% Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Purchase Order with Software One, Inc and Microsoft Enterprise Agreement Renewal ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute, on behalf of the Health Services Director, (1) a purchase order with Software One, Inc., in an amount not to exceed $3,500,000, and (2) Program Signature Form for Microsoft Server and Cloud Enrollment for the purchase of Microsoft cloud based products and support services for the period of January 1, 2024 through December 31, 2026. FISCAL IMPACT: Approval of this purchase will result in expenditures of up to $3,500,000 over a three-year period and will be funded by Hospital Enterprise Fund I revenues. BACKGROUND: The Health Services Department plans to renew Microsoft licensed products through its authorized third-party seller, Software One, Inc., and enroll in a new Server and Cloud Enrollment for current-in-use Microsoft cloud- based applications. Software One, Inc. is the selected supplier by the County of Riverside Request for Quote solicitation and is currently in a Software Cooperative Agreement contract with the State of California General Services. By utilizing this cooperative agreement, Health Services will benefit from discount volume pricing negotiated for all California counties. On February 2, 2021 the Board of Supervisors approved agenda item C.75 to execute (1) a Purchase Order with Software One, Inc.in an amount not to exceed $6,700,000, and (2) an Enterprise Enrollment Agreement and Server Cloud Enrollment Agreement with Microsoft Inc. to renew Microsoft Enterprise Products and to CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1188,Version:1 purchase temporary additional licenses needed for COVID-19 contract tracing, for the period from January 1, 2021 through December 31, 2023. CONSEQUENCE OF NEGATIVE ACTION: Failure to renew HSD’s Microsoft licenses would impair HSD’s ability to continue using Microsoft cloud-based products. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1189 Name: Status:Type:Consent Item Passed File created:In control:12/1/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the Health Services Director or designee, to execute a grant agreement with Community Solutions International, Inc., in an amount payable to the County not to exceed $194,955 for participation in the Community Solutions’ Housing Stabilization Learning Cohort to improve and expand housing services in Contra Costa County for the period September 18, 2023 through September 17, 2024. (No County match) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Grant Agreement #78-048 from Community Solutions International, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director or designee, to execute, on behalf of the County Grant Agreement #78-048 with Community Solutions International, Inc., to pay the County an amount up to $194,955 for participation in Community Solutions’ Housing Stabilization Learning Cohort program to improve and expand housing services in Contra Costa County for the period September 18, 2023 through September 17, 2024. FISCAL IMPACT: Approval of this agreement will result in an amount up to $194,955 payable to the County. No County match is required. BACKGROUND: Participating in the Housing Stabilization Learning Cohort will provide the County with the resources to expand capacity, implement innovative practices, and sustain a coordinated system of services for households at risk of homelessness. Most recent data show there were 1,170 households at risk of homelessness served in Contra Costa Continuum of Care (CoC) programs during 2022, making up 14% of all people served in the CoC. The number of transition aged youth (TAY) served in the CoC increased 56% from 2021 to 2022. Exits to permanent housing have increased from 76% in 2021 to 87% in 2022. The data indicates a high need for homeless prevention services and high rates of housing retention for households accessing services. Additionally, to hire dedicated prevention staff would provide long-term capacity building for homeless services in Contra Costa County. Previously identified gaps through Health, Housing and Homeless Services Division and the CoC include the need for more flexible prevention resources, prioritization and risk CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1189,Version:1 assessment tools, and robust data infrastructure for prevention providers. The proposed project would align with local and regional planning efforts to reduce homelessness by 75%. Approval of Grant Agreement #78-048 will allow the County to receive funding for participation in Community Solutions’ Housing Stabilization Learning Cohort program through September 17, 2024. This agreement includes County agreeing to indemnify and hold harmless the grantor for claims arising out of County’s performance under this agreement. This grant agreement is late due to County not receiving the documents from the contractor until September 12, 2023. CONSEQUENCE OF NEGATIVE ACTION: If this grant is not approved, the County will not receive funds to participate in the Housing Stabilization Learning Cohort program to help prevent homelessness in the County. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1190 Name: Status:Type:Consent Item Passed File created:In control:12/1/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with the California Mental Health Services Authority, in an amount not to exceed $30,844 to authorize California Mental Health Services Authority to contract for state hospital bed utilization on behalf of County for the period July 1, 2023 through June 30, 2025. (100% Mental Health Realignment) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Anna Roth, Health Services Director Report Title:Participation Agreement #74-649-2 with California Mental Health Services Authority ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Participation Agreement #74-649-2 with California Mental Health Services Authority (CalMHSA), a public entity, in an amount not to exceed $30,844, to act as the administrative agent to contract with California Department of State Hospitals (DSH) for access and use of state hospital bed utilization on behalf of county, for the period July 1, 2023 through June 30, 2025. FISCAL IMPACT: Approval of this participation agreement will result in budgeted annual expenditures of up to $30,844 over a two-year period and will be funded 100% by Mental Health Realignment Funds. BACKGROUND: For many years Contra Costa County has joined a consortium of counties in contracting with CALMHSA who negotiates rates and terms with the DSH on behalf of California counties. Participation is not mandatory but is greatly preferred to ensure conformity with other participants and streamlining negotiations and limiting costs. The State hospital program is focused on streamlining administration and contracting between the DSH and counties. CALMHSA provides expertise in negotiating rates, terms and conditions of psychiatric bed utilization at the State hospitals. In addition, CALMHSA explores alternatives to State hospital usage as many counties are experiencing wait times for care. The purpose of this participation agreement is to grant CalMHSA the authority to contract with DSH for state CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1190,Version:1 hospital bed utilization on behalf of county and to define roles and responsibilities between CalMHSA and Participants in the context of a MOU between CalMHSA and DSH. The county has been contracting with CalMHSA since July 2021.Per Administrative Bulletin 600.3 intergovernmental agencies are exempt from Solicitation requirements. On October 25, 2022, the Board of Supervisors approved Participation Agreement #74-649-1 with CalMHSA in the amount of $22,432 to act as administrative agent with the DSH for access and use of state hospital bed resources on behalf of county and to evaluate and implement collaborative opportunities in the development of programs for the period from July 1, 2022 through June 30, 2023. Approval of Participation Agreement #74-649-2 allows the contractor to continue providing services through June 30, 2025. This participation agreement includes indemnifying contractor for any claim, demand, allowance, suit, or damages. This agreement is delayed due to the Division receiving the documents from the contractor in September 2023. CONSEQUENCE OF NEGATIVE ACTION: If this participation agreement is not approved, Contra Costa County will not have access to CalMHSA’s administrative agent services for state hospital bed utilization. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1191 Name: Status:Type:Consent Item Passed File created:In control:11/9/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:ADOPT Position Adjustment Resolution No. 26231 to cancel one Storekeeper position and add one Institutional Services Worker-Generalist, one Information Systems Technician I, one Senior Business Systems Analyst, one Contracts and Grants Specialist I, and one Materiel Manager positions in the Probation Department (all represented). (81% State, 19% General Fund) Attachments:1. P300 No. 26231 Probation, 2. Signed P300 26231.pdf Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Esa Ehmen-Krause, County Probation Officer Report Title:Add Five Various Positions and Cancel One Position in the Probation Department ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Position Adjustment Resolution No. 26231 to: ·Add one (1) Institutional Services Worker-Generalist (1KVD) (represented) at salary plan and grade TB5 0922 ($4,144 - $5,038); ·Add one (1) Information Systems Technician I (LTWB) (represented at salary plan and grade TB5 1408 ($6,022 - $7,320); ·Add one (1) Senior Business Systems Analyst (LTVJ) (represented) at salary plan and grade ZB5 1787 ($8,764 - $11,745); ·Add one (1) Contracts and Grants Specialist I (XQWA) (represented) at salary plan and grade ZB5 1329 ($5,569 - $6,769); ·Add one (1) Materiel Manager (VCGA) (represented) at salary plan and grade ZA5 1604 ($7,312 - ($8,888); and ·Cancel one (1) Storekeeper (91VA) (represented) position #677 at salary plan and grade TB5 1173 ($4,772 - $5,800) in the Probation Department. FISCAL IMPACT: This action will result in an approximate salary and benefit cost increase of $603,153. The Information Systems Technician I position cost of approximately $116,467 will be funded by the department’s existing General Fund allocation. The remaining positions will be funded by a combination of budgeted entitlement funds such as CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 3 powered by Legistar™ File #:23-1191,Version:1 Senate Bill 678, Juvenile Justice Crime Prevention Act Funds, and the Youthful Offender Block Grant. BACKGROUND: The mission of the Probation Department is an unwavering commitment to justice, even in the face of adversity, an ethical application of the law, and a proven approach to rehabilitation. The talented team of Probation professionals work collaboratively to create opportunities for those served. Through compassionate supervision, the application of evidence-based practices, and robust community partnerships, clients experience positive outcomes that strengthen the individual, improve communities, and increase public safety. Legislative changes, as well as an increase in various programs and initiatives in the department have demonstrated a need for the following positions: Institutional Services Worker - Generalist With the increased population at the Juvenile Hall due to the Division of Juvenile Justice closure, there is not enough capacity for the Institutional Service Workers to assume all the duties to maintain a clean and safe environment for the youth and service other Probation locations. This has led to one of Probation’s other locations utilizing a contractor to maintain the cleanliness of the office. The addition of an Institutional Service Worker will aid in the bandwidth of the staff and Probation would no longer have to contract this work out. Information Systems Technician I Probation launched a Case Management System (CMS) earlier this month, and it has been an all-hands-on deck approach from our internal Information Technology (IT) team. As with any new system/process there will be many things that need attention and updating along the way. With the IT team attending to CMS issues, they have been unable to deal with the more routine issues such as printer issues, programs not working or computers crashing. The addition of this position will aid the IT team in providing additional support for these tasks. Senior Business Systems Analyst Probation launched a Case Management System (CMS) earlier this month and though the Information Technology team has been able to assist with programming and back-end issues in the dashboard, an analytical approach is also critical to ensure effective workflows. A Senior Business Systems Analyst would be best suited for this role as the department continues implementation of the CMS, and to ensure the CMS is reaching its full potential effectiveness. Contracts and Grants Specialist I With the uncertainty of the future fiscal state of the County, the Probation Department would like to start looking into additional grants for the Department to support some of the work done to improve our community and increase public safety. At this time, there is no capacity within the fiscal unit to do so. However, the addition of the Contracts and Grants Specialist would provide increased support to do fiscal reporting and ensure compliance with respective grants. Materiel Manager With the increased population at the Juvenile Hall due to the Division of Juvenile Justice closure, the supply and distribution needs have increased along with basic upkeep required (i.e. work orders). The addition of this position would focus solely on the institution, while the current Materiel Manager would focus on the field, bureau, and other divisions in Probation. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 3 powered by Legistar™ File #:23-1191,Version:1 CONSEQUENCE OF NEGATIVE ACTION: If unapproved, the department would be insufficiently staffed and unable to meet the growing demands of the department’s various programs and initiatives. CONTRA COSTA COUNTY Printed on 1/10/2024Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1192 Name: Status:Type:Consent Item Passed File created:In control:10/26/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:ADOPT Position Adjustment Resolution No. 26222 to add one (1) Administrative Analyst (represented) position and cancel one (1) Account Clerk – Experienced Level (represented) position in the Probation department. (100% General Fund) Attachments:1. P300 26222 Probation.pdf, 2. Signed P300 26222.pdf Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Esa Ehmen-Krause, County Probation Officer Report Title:Add an Administrative Analyst and cancel an Account Clerk-Experienced Level ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Position Adjustment Resolution No. 26222 to add one (1) Administrative Analyst (APWA) (represented) position and cancel one (1) Account Clerk - Experienced Level (JDVC) (represented) position number 17287 in the Probation department. FISCAL IMPACT: This position will result in an increase in General Fund costs of approximately $23,000 annually, and will be funded within the department’s current allocation. BACKGROUND: The Probation department continues to take on new legislative mandates as well as expanded initiatives.This results in additional contracts and services and supplies needed to effectively run operations.Further,due to the fluid nature of the work that Probation does,a higher level of skill and analytical support is needed in the fiscal division to maintain an efficient workflow. Additionally,this position will allow the department to create a path for career advancement in the fiscal division.The use of an Administrative Analyst position will render candidates with a degree that can assume higher level duties and much needed analytical work.This position will also serve as a career path for internal staff,which supports the department’s efforts to retain talent and maintain institutional knowledge within the department. CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1192,Version:1 CONSEQUENCE OF NEGATIVE ACTION: If unapproved,the department would not have appropriate staffing that possess the needed skills to meet the demands of new legislative mandates resulting in potential delays of contracts,services,and supplies.These consequences would serve to affect stakeholders/constituents both internal and external to the County. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1193 Name: Status:Type:Consent Item Passed File created:In control:11/14/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:ADOPT Position Adjustment Resolution No. 26253 to add one Deputy Public Defender III-Project (represented) position to the Public Defender's Office. (100% State) Attachments:1. P300 26253 Add DPD III- Project.pdf, 2. Signed P300 26253.pdf Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Ellen McDonnell, Public Defender Report Title:Add One Deputy Public Defender III-Project Position ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Position Adjustment Resolution No. 26253 to add one (1) full-time Deputy Public Defender III-Project (25T1) (represented) position at salary plan and grade MA5 1003 ($13,335.98 - $17,020.47) in the Office of the Public Defender. FISCAL IMPACT: The estimated total annual cost is $ 224,044, with a total projected cost of $130,693 this fiscal year. This position will be fully funded by a California Board of State and Community Corrections (BSCC) post- conviction relief grant. The utilization of a project position will ensure that staffing expenditures are solely within the grant period . There is no local match requirement. BACKGROUND: The Public Defender’s Office represents indigent individuals charged with crimes in local criminal courts. Over the last several years, various legal reforms have been enacted for the purpose of rectifying inequitable sentences and promoting just outcomes in the criminal justice system. The Budget Act of 2021 (Senate Bill 129) established the Public Defense Pilot Program, and funds were allotted to support indigent defense providers. The statutory provisions included in this pilot program include various laws providing for post- conviction relief. The Contra Costa County Post-Conviction Relief Pilot Project will dramatically expand access to post- conviction relief services for indigent individuals in Contra Costa County. This project will fund an expansion of the post-conviction unit at the Public Defender and Alternate Defender Offices and will enable many eligible individuals to receive critical legal relief provided by recently enacted reforms in the areas of immigration CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1193,Version:1 vacatur, felony murder resentencing, youthful offender parole, and prosecutor-initiated resentencing. Multi- disciplinary teams will work to rectify inequitable unlawful convictions sentences and to promote just outcomes for these individuals. CONSEQUENCE OF NEGATIVE ACTION: If unapproved, the Public Defender’s Office will not have adequate resources to address the large volume of requests to represent individuals eligible for relief under the Public Defense Pilot Program. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1194 Name: Status:Type:Consent Item Passed File created:In control:11/28/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the Chief Information Officer, or designee, to execute a contract with Asana, Inc. in an amount not to exceed $19,800 to provide project management software for the period of December 26, 2023, through December 25, 2024. (100% General Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Marc Shorr, Information Technology Director Report Title:Contract with Asana for Project Management Software ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Chief Information Officer, or designee, to execute a contract with Asana, Inc. in an amount not to exceed $19,800 to provide project management software for the period of December 26, 2023, through December 25, 2024. FISCAL IMPACT: The cost of this product is included in the department’s FY 23-24 budget. 100% General Fund. BACKGROUND: The Department of Information Technology has been utilizing Smartsheet as a project management and collaboration tool for managing and organizing tasks, projects, and other work. Due to the steep learning curve, limited complex functionality, high cost, lack of customization, limited integration with advanced tools and reporting, the department would like to pilot Asana’s project management software for a period of one year. Asana is a project management tool that allows teams to collaborate and manage tasks more efficiently. Asana is known for its intuitive task management features which allow users to create projects, add tasks, assign them to team members, set due dates, organize tasks in different projects and boards, and track the progress of work. Other positive aspects of Asana are real-time collaboration, flexible project views, integration with a wide range of third-party apps and services, customization capability and user-friendly interface which is often quick to adopt for teams familiar with task management tools. Asana is commonly used by organizations to streamline their workflows, improve communication, and enhance overall productivity. The department researched other project management tools, such as Monday.com, Jira, and our current product CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1194,Version:1 Smartsheets. Asana was chosen to pilot, as it was the most cost effective, while also meeting the needs of the departments. If this pilot is approved, and the software is adopted by DOIT users, the department will reduce Smartsheet licensing and overall project management software costs. The Terms & Policies under Asana’s Public Entity Amendment to Asana Subscriber Terms (Amendment) contains a liability provision, whereby County agrees liability of either party for any breach of the agreement as modified by the Amendment, or any claim, demand, suit or proceeding arising from the agreement or the Amendment, shall be determined under the applicable state tort claims act, or other governing state authority. CONSEQUENCE OF NEGATIVE ACTION: If this is not approved,the Department will have a more difficult time effectively managing and organizing project tasks. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1195 Name: Status:Type:Consent Item Passed File created:In control:11/29/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the Chief Information Officer, or designee, to execute a contract with Aviat U.S., Inc. in an amount not to exceed $1,120,000 to provide radio and microwave equipment for Phase II of the Constellation Loop Replacement Project and installation services to upgrade equipment within the County’s communication ring for the period of December 1, 2023, through May 31, 2025. (100% General Fund Capital Reserves) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Marc Shorr, Information Technology Director Report Title:Contract with Aviat U.S., Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Chief Information Officer, or designee, to execute a contract with Aviat U.S., Inc. in an amount not to exceed $1,120,000 to provide radio and microwave equipment for Phase II of the Constellation Loop Replacement Project and installation services to upgrade equipment within the County’s communication ring for the period of December 1, 2023, through May 31, 2025. FISCAL IMPACT: The cost for this is budgeted from 100% General Fund Capital Reserves. BACKGROUND: On December 8, 2020, the Board authorized the County Administrator to direct the Chief Information Officer, to relocate the telecommunications infrastructure located in and on 651 Pine Street, the former administration building, including the replacement, relocation and modernization of its infrastructure. To date, a new tower has been constructed and is functioning at its new Carquinez location and the entirety of the 651 Pine Street structure has been demolished. Phase I of the Constellation Loop Replacement Project consisted of upgrading the communication equipment in the existing Contra Costa microwave ring path for radio traffic and data for its public communications system which supports public safety connectivity for Contra Costa County, the East Bay Regional Communication System Authority, the East Bay Regional Park District and KQED so that all towers can efficiently and effectively communicate with each other. Phase II of the project consists of upgrading the “hops” or other interconnecting sites within the ring. This is the final phase of Constellation CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1195,Version:1 Loop Replacement Project. The County’s microwave system is comprised solely of Aviat brand equipment and was configured by Aviat over four (4) decades ago. All public safety equipment within the broader communication ring is also run on Aviat equipment. Other manufacturers do not have the equipment nor the expertise to provide the microwave equipment necessary to connect to our communication system. Like goods are not compatible with our current system as the Aviat equipment is propriety and does not connect with other brands of equipment. The microwave ring path connects land-mobile radio coverage and is an integral part of the public communications system and cannot be disrupted. The Contractor will be paid based on successful completion of milestones achieved. CONSEQUENCE OF NEGATIVE ACTION: If this item is not approved, the public safety communication sites will not be performing to an acceptable standard for speed and reliability. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1196 Name: Status:Type:Consent Item Passed File created:In control:11/29/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Chief Information Officer, a purchase order with Unify, Inc., in an amount not to exceed $210,000 for maintenance of the HiPath 4000 telephone system at the Contra Costa Regional Medical Center for the term of January 1, 2024, through December 31, 2026. (100% Hospital Enterprise Fund I) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Marc Shorr, Information Technology Director Report Title:Contract with Unify, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute on behalf of the Chief Information Officer, a purchase order with Unify, Inc., in an amount not to exceed $210,000 for maintenance of the HiPath 4000 telephone system at the Contra Costa Regional Medical Center for the term of January 1, 2024, through December 31, 2026. (100% Hospital Enterprise Fund I) FISCAL IMPACT: The cost is funded by 100% Hospital Enterprise Fund I. BACKGROUND: On December 20, 2016, the Board authorized the Director of Health Services to execute a contract with Unify, Inc. to replace the outdated technology and hardware with the new comprehensive HiPath 4000 telephone system. Since that time, the Department of Information Technology (DoIT) has worked with the Contractor to ensure the telephone system was working at its maximum capacity and that the Contractor was performing the maintenance duties as required by the maintenance agreement. To enhance security within the Medical Center environment, Health Services is in the process of updating some ancillary equipment that feeds directly into the HiPath telephone system which makes this maintenance agreement critical to keep in place. DoIT continues to monitor the Contractor and is working in conjunction with the Health Services team to ensure the updates to the system are continuing. The products, software and services provided by Unify, Inc. are proprietary. Parts from other vendors are not compatible with this system. The manufacturer must provide the break/fix maintenance coverage for the Contra CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1196,Version:1 Costa Regional Medical Center’s telephone system. CONSEQUENCE OF NEGATIVE ACTION: Without a functioning telephone system within the Contra Costa Regional Medical Center, patients and staff will be at risk. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1197 Name: Status:Type:Consent Item Passed File created:In control:11/29/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the Chief Information Officer, or designee, to execute a contract amendment with Ontario Systems, LLC, dba Finvi, to extend the term through December 31, 2024, with no increase in the payment limit of $835,700, to provide continued database administration and application configuration for the Regional Plus Collection System Managed Services. (60% Federal, 34% State, 6% County General Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Marc Shorr, Information Technology Director Report Title:Contract Amendment with Ontario Systems, LLC, dba Finvi ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Chief Information Officer, or designee, to execute a contract amendment with Ontario Systems, LLC, dba Finvi, to extend the term through December 31, 2024, with no increase in the payment limit of $835,700, to provide continued database administration and application configuration for the Regional Plus Collection System Managed Services. FISCAL IMPACT: The cost for this contract is charged to the Employment and Human Services Department and funded by various revenue sources (60% Federal, 34% State, 6% County General Fund). BACKGROUND: The Department of Information Technology (DoIT) contracted with Ontario Systems, LLC in June 2020 to perform database administration and general software system application services for the Regional Plus Collection System (RPCS) Managed Services software utilized by the Employment and Human Services Department (EHSD). The contractor provides general application configuration services including day-end and month-end processing, report processing and distribution, CalWin payment file processing, and RPCS file management. Ontario Systems, LLC has been customized to meet the specific needs for CalWin payment processing and therefore there was not further solicitation. This contract includes a special condition to the Limitation of Liability section of the General Conditions which caps liability of the Contractor from any cause that does not exceed the dollar amount paid by the County under CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1197,Version:1 the Contract during the six calendar months prior to such claim. CONSEQUENCE OF NEGATIVE ACTION: If this contract amendment is not approved, the Employment and Human Services Department runs the risk of not processing CalWin payments in a timely manner. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1198 Name: Status:Type:Consent Item Passed File created:In control:12/4/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the Chief Information Officer, to execute a purchase order with SSP Data in an amount not to exceed $53,000 for the renewal of Barracuda Email Security Gateway software and services for the period of October 8, 2023, through October 7, 2024. (100% General Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Marc Shorr, Information Technology Director Report Title:Purchase Order with SSP Data ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the Chief Information Officer, to execute a purchase order with SSP Data in an amount not to exceed $53,000 for the renewal of Barracuda Email Security Gateway software and services for the period of October 8, 2023, through October 7, 2024. FISCAL IMPACT: The cost of this product is included in the department’s FY 23-24 budget (100% General Fund). BACKGROUND: Barracuda Networks Email Security Gateway filters inbound and outbound email traffic to protect customer data from email-borne threats and data leaks. This product acts as the gatekeeper for inbound mail to identify potential threats to an individual in the organization. It also reviews the message sent by individuals in the organization for potential sensitive information such as social security, credit card numbers, etc. It also provides the ability to route mail from devices such as scanners or faxes to members of an organization. Barracuda’s agreement contains a Limitation of Liability which limits the total aggregate liability of Barracuda, its suppliers,resellers,partners,and their respective affiliates arising from or related to this agreement to the total amounts owed or paid by the County for the relevant products during the twelve (12)month period immediately preceding the first occurrence of the events giving rise to such liability. CONSEQUENCE OF NEGATIVE ACTION: If the Barracuda Email Gateway products are not renewed County departments will be a primary target for CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1198,Version:1 If the Barracuda Email Gateway products are not renewed County departments will be a primary target for threat actors,and DoIT will not be able to scan outgoing emails for sensitive data,which creates a risk for potential data leaks.The County will be without the critical mail relay function for cloud applications and hardware on these systems,which will have a major impact on citizens and emergency services due to the inability to monitor and act against threats that the County faces. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1199 Name: Status:Type:Consent Item Passed File created:In control:11/22/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the County Probation Officer, or designee, to execute a contract with Gettin Outta Dodge Ministry in an amount not to exceed $327,000 to provide spiritual services to youth at Juvenile Hall for the period October 1, 2023, through September 30, 2024. (100% State) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Esa Ehmen-Krause, County Probation Officer Report Title:Gettin Outta Dodge Ministry ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the County Probation Officer, or designee, to execute a contract with Gettin Outta Dodge Ministry in an amount not to exceed $327,000 to provide spiritual services to the youth within Juvenile Hall for the period October 1, 2023, through September 30, 2024. FISCAL IMPACT: This contract will be funded 50% General Fund and 50% Juvenile Justice Realignment Block Grant. BACKGROUND: Gettin Outta Dodge Ministry is dedicated to providing spiritual care and counseling services to justice-involved youth. Chaplains with Getting Outta Dodge Ministry provide support to youth and young adults throughout their stay at Juvenile Hall and as they plan for re -entry into the community. Under this contract, Gettin Outta Dodge Ministry will provide counseling and chaplaincy services on behalf of the Probation Department. The goal of Gettin Outta Dodge Ministry is to positively influence justice involved youth by building positive relationships with youth and their families. The contractor will provide a wide range of spiritual support services such as, responding to crisis situations, providing religious services and material of any faith, offering grief and bereavement support, mentoring, re-entry planning, and connecting with community partners to develop positive opportunities for youth. The department is requesting approval of a retroactive contract, which was delayed due to the transition of service providers. The department previously contracted with Interfaith Council of Contra Costa County for counseling and chaplaincy services for youth at Juvenile Hall. The contract ended September 30, 2023. On October 1, 2023, the department requested continued services by the Gettin Outta Dodge Ministry contractor, that had previously worked with Interfaith Council of Contra Costa County. Approval of a contract start date of October 1, 2023, will ensure that Gettin Outta Dodge Ministry receives payment for the services they provided in CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1199,Version:1 good faith. The department has addressed this administrative oversight to prevent future retroactive requests. CONSEQUENCE OF NEGATIVE ACTION: Gettin Outta Dodge Ministry will not be able to provide spiritual services to youth in Juvenile Hall. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1200 Name: Status:Type:Consent Item Passed File created:In control:11/22/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the County Probation Officer, or designee, to execute a contract with Gettin Outta Dodge Ministry in an amount not to exceed $220,080 to provide spiritual and clinical pastoral education services to youth transitioning back into the community for the period July 1, 2023, through June 30, 2024. (100% State) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Esa Ehmen-Krause, County Probation Officer Report Title:Service Contract with Gettin Outta Dodge Ministry ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the County Probation Officer, or designee, to execute a contract with Gettin Outta Dodge Ministry in an amount not to exceed $220,080 to provide spiritual and clinical care services to youth transitioning back into the community for the period July 1, 2023, through June 30, 2024. FISCAL IMPACT: This contract will be funded 50% Juvenile Justice Realignment Block Grant and 50% Community Corrections Performance Incentive Funds (SB678). BACKGROUND: Under this contract, Getting Outta Dodge Ministry will provide spiritual and clinical pastoral education services to the youth and young adults in Probation Department programs, such as, the Community Step-Down Program, the Briones Youth Academy, and the Transition Aged Youth. In addition, Gettin Outta Dodge Ministry offers healing-centered spiritual care, mentoring, and a mentor- training program that is culturally sensitive, responsive, and trauma-informed in restorative practices. They guide youth as they develop critical skills on loss and mourning, perseverance, and persistence to increase hope, coping, and social/emotional skills that will enable them to develop and fulfill their goals and avoid further justice involvement. The goal of Gettin Outta Dodge Ministry is to continue to positively influence justice involved youth and young adults as they transition back into the community. The department is requesting approval of a retroactive contract, which was delayed due to an administrative CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1200,Version:1 oversight. The department previously contracted with Interfaith Council of Contra Costa County for in-custody counseling and chaplain services for youth at Juvenile Hall. In July, the department determined that there was an increasing need to provide similar services to the youth and young adults in Probation Department programs that are transitioning back into the community. Therefore, the department requested that Gettin Outta Dodge Ministry provide out of custody counseling, chaplain, and clinical pastoral education services to these youth. Approval of a contract start date of July 1, 2023, will ensure that Gettin Outta Dodge Ministry receives payment for the services they provided to the department in good faith. The department has addressed this administrative oversight to prevent future retroactive requests. CONSEQUENCE OF NEGATIVE ACTION: Gettin Outta Dodge Ministry will not be able to provide spiritual services to the youth and young adults transitioning back into the community. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1201 Name: Status:Type:Consent Item Passed File created:In control:11/29/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:Public Defender's Office (0243)/Public Works - ISF Fleet Services (0064): APPROVE Budget Amendment No. BDA-23-00302 authorizing new revenue in the amount of $62,882 from the Public Defender' Office and appropriating it to the Public Works - ISF Fleet Services Fund for the purchase of two vehicles for the Client Services Program. (100% 2011 Realignment, AB 109) Attachments:1. BDA-23-00302.pdf Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Ellen McDonnell, Public Defender Report Title:Purchase of two vehicles for the Public Defender’s Client Services Program ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: Public Defender's Office (0243)/Public Works - ISF Fleet Services (0064): APPROVE Budget Amendment No. BDA-23-00302 authorizing new revenue in the amount of $62,882 from the Public Defender (0243) and appropriating it to Public Works - ISF Fleet Services (0064) for the purchase of two vehicles for the Client Services Program. FISCAL IMPACT: This action increases revenue in Public Works - ISF Fleet Services (0064) and reduces appropriations by $62,882 out of the Public Defender’s AB109 program (2918/4953). BACKGROUND: The Client Services Program provides and enhances integrated programs and services for successful reentry of the department’s adult and youth clients. The social workers under this program are in need of a vehicle to effectively meet with clients, their families and support systems, and resource agencies to link clients with necessary community-based services and resources. The one-time cost to purchase two vehicles for this purpose was approved through the 2011 Realignment Community Corrections Partnership AB 109 budget processes. CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1201,Version:1 CONSEQUENCE OF NEGATIVE ACTION: If this purchase is not approved, the Public Defender’s Client Services Program will be required to find alternate ways to meet with clients and community-based agencies, which may jeopardize the Department’s ability to support its clients. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 10/30/2023 : BDA-23-00302 12:11 PM 12/04/2023 Page 1 of 2 Company Contra Costa County Budget Template Operating Budget : FY2023-24 Operating Budget Budget FY2023-24 Operating Budget Organizing Dimension Type Amendment ID BDA-23-00302 Amendment Date 10/30/2023 Description Purchase two (2) vehicles from ISF to Public Defender Amendment Type Appropriation / Estimated Revenue Adjustment Balanced Amendment Yes Entry Type Mid-Year Adjustments Status In Progress Budget Amendment Entries Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2023-24 Year (FY2023-24 Operating Budget) 4953:AUTOS & TRUCKS 2909 PUB DEFEND ADULT CRIMINAL (Home Org) 2918 AB109 PD 100300 GENERAL $0.00 $62,882.00 Purchase of two (2) vehicles for Client Services Program Critical : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 4953:AUTOS & TRUCKS 2909 PUB DEFEND ADULT CRIMINAL (Home Org) 4284 VEHICLE REPLACEMENT 150100 FLEET ISF $62,882.00 $0.00 Purchase of two (2) vehicles for Client Services Program Critical : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 9951:REIMBURSEMENTS - GOV/GOV 2909 PUB DEFEND ADULT CRIMINAL (Home Org) 4284 VEHICLE REPLACEMENT 150100 FLEET ISF $0.00 $62,882.00 Purchase of two (2) vehicles for Client Services Program Critical : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2023-24 Year (FY2023-24 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 2909 PUB DEFEND ADULT CRIMINAL (Home Org) 2918 AB109 PD 100300 GENERAL $62,882.00 $0.00 Purchase of two (2) vehicles for Client Services Program Critical : - Home Org on Budget Line Not Equal Initiator's Home Org Contra Costa Quote.docx File Name Contra Costa Quote.docx Content Type application/vnd.openxmlformats-officedocument.wordprocessingml.document Updated By Susan Woodhouse Upload Date 10/30/2023 03:46:58 PM View Budget Amendment: Budget Amendment: FY 2023-24 - Operating Budget on 10/30/2023 : BDA-23-00302 12:11 PM 12/04/2023 Page 2 of 2 Comment Process History Process Step Status Completed On Due Date Person (Up to 5)All Persons Comment Budget Amendment Event Budget Amendment Event Step Completed 10/31/2023 02:41:51 PM 11/01/2023 Susan Woodhouse 1 Budget Amendment Event Review Budget Amendment Not Required 11/01/2023 0 Budget Amendment Event Approval by Department Approver – Budget Amendment Approved 11/09/2023 09:02:29 AM Ellen McDonnell (Department Approver – Budget Amendment) 1 Budget Amendment Event Approval by Budget Specialist (Auditor Office) Sent Back 11/13/2023 09:39:30 AM Yesenia Campos (Budget Specialist (Auditor Office)) 1 Send Back Reason from Yesenia Campos: Debits and credits are reversed please update Budget Amendment Event Budget Amendment Event Submitted 11/14/2023 04:02:14 PM 11/01/2023 Susan Woodhouse 1 Budget Amendment Event Review Budget Amendment Not Required 11/01/2023 0 Budget Amendment Event Approval by Department Approver – Budget Amendment Approved 11/27/2023 11:45:08 AM Ellen McDonnell (Department Approver – Budget Amendment) 1 Budget Amendment Event Approval by Budget Specialist (Auditor Office) Awaiting Action Analiza Pinlac (Budget Specialist (Auditor Office)) 3 Xia Zhang (Budget Specialist (Auditor Office)) Yesenia Campos (Budget Specialist (Auditor Office)) 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 23-641 Name: Status:Type:Consent Resolution Passed File created:In control:11/16/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:ADOPT Resolution No. 23-641 approving the Parcel Map and Subdivision Agreement for minor subdivision MS22-00002, for project being developed by Peter and Tanya Economos, Alamo area. (No fiscal impact) Attachments:1. Parcel Map.pdf, 2. Subdivision Agreement & Improvement Security Bond.pdf, 3. Tax Letter.pdf Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS12/12/2023 1 Pass To: Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Report Title:Approve the Parcel Map and Subdivision Agreement for minor subdivision MS22-00002, for a project being developed by Peter and Tanya Economos, Alamo area. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Resolution approving the Parcel Map and Subdivision Agreement for minor subdivision MS22-00002, for a project being developed by Peter and Tanya Economos, Alamo area. (District II) FISCAL IMPACT: No fiscal impact. BACKGROUND: The Public Works Department has reviewed the conditions of approval for minor subdivision MS22-00002 and has determined that all conditions of approval for Parcel Map approval have been satisfied. CONSEQUENCE OF NEGATIVE ACTION: The Parcel Map and the Subdivision Agreement will not be approved and recorded. c:Larry Gossett-Engineering Services,Kellen O’Connor-Engineering Services,Anthony DiSilvestre-Engineering Services,Randy Sanders-Design/Construction,Kimberly Rodriguez,Design/Construction,Chris Lau,Maintenance,Renee Hutchins,Records,Karen Piona,Records,Chirs Halford,Mapping,Michael Mann,Finance,Ruben Hernandez-DCD, Peter & Tanya Economos, Merchants Bonding Company (Mutual), T-10/12/24 CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 3 powered by Legistar™ File #:RES 23-641,Version:1 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board IN THE MATTER OF approving the Parcel Map and Subdivision Agreement for minor subdivision MS22- 00002, for a project being developed by Peter and Tanya Economos, Alamo area. (District II) WHEREAS, the following documents were presented for Board approval this date: I.Map The Parcel Map of minor subdivision MS22-00002,property located in the Alamo area,Supervisorial District II, said map having been certified by the proper officials. II.Subdivision Agreement A Subdivision Agreement with Peter and Tanya Economos,principal,whereby said principal agrees to complete all improvements as required in said Subdivision Agreement within 2 years from the date of said agreement.Accompanying said Subdivision Agreement is security guaranteeing completion of said improvements as follows: A.Cash Bond Performance amount: $1,000 1)Auditor’s Deposit Permit No. 880486 Date: 11-14-23 Submitted by: Peter and Tanya Economos B.Surety Bond Bond Company: Merchants Bonding Company (Mutual) 1)Bond Number: 100262036 Date: 10-26-23 2)Performance Amount: $22,000 CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 3 powered by Legistar™ File #:RES 23-641,Version:1 3)Labor & Materials Amount: $11,500 Principal: Peter and Tanya Economos II.Tax Letter Letter from the County Tax Collector stating that there are no unpaid County taxes heretofore levied on the property included in said map and that the 2023-2024 tax lien has been paid in full. NOW, THEREFORE, BE IT RESOLVED 1.That said subdivision,together with the provisions for its design and improvement,is DETERMINED to be consistent with the County's general and specific plans. 2.That said Parcel Map is APPROVED and this Board does hereby accept subject to installation and acceptance of improvements on behalf of the public any of the streets,paths,or easements shown thereon as dedicated to public use. 3.That said subdivision agreement is also APPROVED. CONTRA COSTA COUNTY Printed on 1/10/2024Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 23-642 Name: Status:Type:Consent Resolution Passed File created:In control:11/21/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:ADOPT Resolution No. 23- 642 ratifying the prior decision of the Public Works Director, or designee, to fully close all of Oak View Avenue, between Colusa Avenue and Santa Fe Avenue, on November 26, 2023, from 2:00 p.m. through 6:30 p.m., for the purpose of a holiday fair, Kensington area. (No fiscal impact) Attachments: Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS12/12/2023 1 Pass To: Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Report Title:Ratify the prior decision of the Public Works Director, or designee, to fully close all of Oak View Avenue, between Colusa Avenue and Santa Fe Avenue, on November 26, 2023, from 2:00 p.m. through 6:30 p.m., for the purpose of a holiday fair, Kensington area. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Resolution ratifying the prior decision of the Public Works Director,or designee,to fully close all of Oak View Avenue,between Colusa Avenue and Santa Fe Avenue,on November 26,2023,from 2:00 p.m. through 6:30 p.m., for the purpose of a holiday fair, Kensington area. (District I) FISCAL IMPACT: No fiscal impact. BACKGROUND: Colusa Circle Merchants Association shall follow guidelines set forth by the Public Works Department. CONSEQUENCE OF NEGATIVE ACTION: Colusa Circle Merchants Association will not have Board approval for completed road closure. c: Larry Gossett-Engineering Services, Kellen O’Connor-Engineering Services, Bob Hendry, Engineering Services, Marke Smith, Engineering Services, Chris Lau, Maintenance, Kensington Police Department & Fire Protection District CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 3 powered by Legistar™ File #:RES 23-642,Version:1 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board IN THE MATTER OF:Ratifying the prior decision of the Public Works Director,or designee,to fully close all of Oak View Avenue,between Colusa Avenue and Santa Fe Avenue,on November 26,2023,from 2:00 p.m. through 6:30 p.m., for the purpose of a holiday fair, Kensington area. (District I) RC23-46 NOW,THEREFORE,BE IT RESOLVED that permission is granted to Colusa Circle Merchants Association to fully close Oak View Avenue,between Colusa Avenue and Santa Fe Avenue,except for emergency traffic,local residents,US Postal Service and garbage trucks,on November 26,2023,for the period of 2:00 p.m.through 6:30 p.m., subject to the following conditions: 1.Traffic will be detoured via roads identified in a traffic control plan, reviewed by the Public Works Department. Emergency vehicles, residents within the event area and essential services will be allowed access as required. 2.All signing to be in accordance with the California Manual on Uniform Traffic Control Devices. 3.Colusa Circle Merchants Association 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 Kensington Police Department & Fire Protection District. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 3 powered by Legistar™ File #:RES 23-642,Version:1 CONTRA COSTA COUNTY Printed on 1/10/2024Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 23-643 Name: Status:Type:Consent Resolution Passed File created:In control:11/28/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:ADOPT Resolution No. 23-643 approving the Parcel Map and Subdivision Agreement for minor subdivision MS14-00009, for a project being developed by James S. and Margaret M. Busby, as recommended by the Public Works Director, Martinez area. (No fiscal impact) Attachments:1. MS14-0009 Tax Letter.pdf, 2. MS14-0009 Security Bond.pdf, 3. MS14-0009 Pacel Map.pdf, 4. MS14-0009 Subdivision Agreement Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS12/12/2023 1 Pass To: Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Report Title:Approve the Parcel Map and Subdivision Agreement for minor subdivision MS14-00009, Martinez area. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT Resolution approving the Parcel Map and Subdivision Agreement for minor subdivision MS14-00009, for a project being developed by James S.and Margaret M.Busby,as recommended by the Public Works Director, Martinez area. (District V) FISCAL IMPACT: No fiscal impact. BACKGROUND: The Public Works Department has reviewed the conditions of approval for minor subdivision MS14-00009 and has determined that all conditions of approval for Parcel Map approval have been satisfied. CONSEQUENCE OF NEGATIVE ACTION: The Parcel Map and the Subdivision Agreement will not be approved and recorded. CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 3 powered by Legistar™ File #:RES 23-643,Version:1 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board IN THE MATTER OF approving the Parcel Map and Subdivision Agreement for minor subdivision MS14- 00009,for a project being developed by James S.and Margaret M.Busby,as recommended by the Public Works Director, Martinez area. (District V) WHEREAS, the following documents were presented for board approval this date: I.Map The Parcel Map of minor subdivision MS14-00009,property located in the Martinez area,Supervisorial District V, said map having been certified by the proper officials. II.Subdivision Agreement A subdivision agreement with James S.and Margaret M.Busby,principal,whereby said principal agrees to complete all improvements as required in said subdivision agreement within 2 years from the date of said agreement.Accompanying said subdivision agreement is security guaranteeing completion of said improvements as follows: A.Cash Bond Performance amount: $1,000.00 1)Auditor’s Deposit Permit No. 879460 Date: 10/26/2023 Submitted by: Scott Busby Construction B.Surety Bond Company: SureTec Insurance Company Bond Number: 4466853 Date: October 13, 2023 1)Performance Amount: $70,000.00 2)Labor & Materials Amount: $35,500.00 Principal: James S. Busby and Margaret M. Busby II.Tax Letter Letter from the County Tax Collector stating that there are no unpaid County taxes heretofore levied on the CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 3 powered by Legistar™ File #:RES 23-643,Version:1 property included in said map and that the 2023-2024 tax lien has been paid in full. NOW, THEREFORE, BE IT RESOLVED 1.That said subdivision,together with the provisions for its design and improvement,is DETERMINED to be consistent with the County's general and specific plans. 2.That said Parcel Map is APPROVED and this Board does hereby accept subject to installation and acceptance of improvements on behalf of the public any of the streets,paths,or easements shown thereon as dedicated to public use. 3.That said subdivision agreement is also APPROVED. CONTRA COSTA COUNTY Printed on 1/10/2024Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1202 Name: Status:Type:Consent Item Passed File created:In control:11/15/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:ACCEPT the County’s East County Regional Area of Benefit Development Impact Fee Five-Year Program Report for fiscal years 2018/2019 through 2022/2023, and make required findings, as recommended by the Public Works Director, East County area. (No fiscal impact) Attachments:1. 5-Year Report East County Regional AOB.pdf Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Report Title:East County Regional AOB Development Impact Fee Five-Year Program Report for FY 2018/2019 through 2022/2023, East County area. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT the County’s East County Regional Area of Benefit (AOB)Development Impact Fee Five-Year Program Report (Report)for fiscal years 2018/2019 through 2022/2023,as recommended by the Public Works Director, East County area. (Districts II, III, IV, and V) FIND that: A.The Report describes the types of fees contained in the East County Regional AOB Fund (Fund No. 1282),including the amount of the fees,the beginning and ending balance of the Capital Facilities Fund,as well as the amount of fees collected, and the interest earned thereon. B.The Report identifies each public improvement on which East County Regional AOB fees were expended,and the amount of the expenditures on each improvement,including the total proportion or percentage of the cost of the public improvement that was funded with East County Regional AOB Fees. C.As described in the Report,sufficient funds have not been collected to complete the financing on incomplete public improvements to be funded with East County Regional AOB fees. D.There were no interfund transfers or loans made from the Fund. Sufficient funds have not been collected to complete the financing of any incomplete public improvements on the East County Regional AOB project list,as described in the Report,and there were no refunds made of the CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 3 powered by Legistar™ "Accredited by the American Public Works Association" 255 Glacier Drive Martinez, CA 94553-4825 TEL: (925) 313-2000 • FAX: (925) 313-2333 www.cccpublicworks.org Brian M. Balbas, Director Deputy Directors Stephen Kowalewski, Chief Allison Knapp Warren Lai Carrie Ricci Joe Yee ADOPTED BY BOARD OF SUPERVISORS ON __________________ Five-Year Program Report for the East County Regional Area of Benefit November 2023 Prepared Pursuant to Government Code Section 66001(d)(1) Prepared by and for: Contra Costa County Public Works Department, Transportation Engineering Division and Department of Conservation and Development, Community Development Division Five-Year Program Report for the East County Area of Benefit 1 OF 13 I. INTRODUCTION The East County Regional Area of Benefit (AOB) is a traffic mitigation fee program established for developers to contribute their fair share of the cost for transportation improvements necessary to serve growth. On December 17, 2013, the Contra Costa County Board of Supervisors adopted Ordinance No. 2013-26, as well as Resolution No. 2013/472, to update the AOB Program for the East County Regional AOB. Government Code Section 66001(d)(1), and Contra Costa Ordinance No. 2013-26, require that in the fifth fiscal year following the first deposit into the fund established for receipt of deposits of the collected transportation mitigation fees, and every five years thereafter, the Board of Supervisors shall make all the following findings with respect to that portion of the East County Regional AOB fund remaining unexpended, whether committed or uncommitted: (1) Identify the purpose to which the transportation mitigation fees are to be put. (2) Demonstrate a reasonable relationship between the transportation mitigation fees and the purpose for which they are charged. (3) Identify all sources and amounts of funding anticipated to complete financing of incomplete transportation improvements identified in the Report. (4) Designate the approximate dates on which the funding referred to in paragraph three (3) above is expected to be deposited into the appropriate account or fund. Government Code Section 66001(d)(2) requires the above findings to be made in connection with providing the public information required by Government Code section 66006(b). Section 66006(b) requires the County to make the following fiscal year information available within 180 days after the end of the fiscal year: (1) A brief description of the type of fee in the account or fund. (2) The amount of the fee. (3) The beginning and ending balance of the account or fund. Five-Year Program Report for the East County Area of Benefit 2 OF 13 (4) The amount of the fees collected, and the interest earned. (5) An identification of each public improvement on which fees were expended during the fiscal year and the amount of the expenditures on each improvement, including the total percentage of the cost of the public improvement that was funded with fees. (6) An identification of the approximate date by which the construction of the public improvement will commence if the County determines that sufficient funds have been collected to complete financing on an incomplete public improvement. (7) A description of each interfund transfer or loan made from the account or fund, including the public improvement on which the transferred or loaned fees will be expended, and in case of an interfund loan, the date on which the loan will be repaid, and the rate of interest that the account or fund will receive on the loan. (8) The amounts of any refunds under Section 66001(e), and any allocations under Section 66001(f). This report has been prepared to satisfy the above five-year findings and reporting requirements. This report includes the findings that the Board of Supervisors is required to make under Government Code Section 66001(d)(1), and information in support of each of those findings. This report also is prepared to provide East County Regional AOB fiscal year 2022/2023 information that must be made publicly available, pursuant to Government Code Section 66006(b). II. BACKGROUND An AOB is a geographic area of unincorporated Contra Costa County in which the County imposes transportation mitigation fees – a type of development impact fee on new development to fund new development’s share of the transportation improvements required to satisfy transportation demands within that geographic area. (See Gov. Code, §§ 66484, 66484.7.) The County has 14 Areas of Benefit. This five-year update report Five-Year Program Report for the East County Area of Benefit 3 OF 13 relates to the East County Regional AOB. The East County Regional AOB boundary location is shown in Figure 1. Figure 1. AOB Boundary Map Five-Year Program Report for the East County Area of Benefit 4 OF 13 The current fee structure is based upon the analysis published in the “East County Regional Area of Benefit Transportation Mitigation Fee”, dated October 2012 (Nexus Study). The Nexus Study is included as an exhibit to the Development Program Report (DPR), Exhibit 1 to Resolution No. 2013/472, adopted by the Board of Supervisors on December 17, 2013. The fee structure implemented through Ordinance No. 2013-26 reflects an increased fee rate for residential land use while maintaining the existing commercial rates, to encourage non-residential developments. The current East County Regional AOB program includes a project list that consists of 23 projects focused upon safety and capacity throughout the area (see Table 1). Fee Rates The fee rates established with Ordinance No. 2013-26 are listed below. Land Use type Fee Per Unit Single Family Residential $ 5,530 per dwelling unit Multi-Family Residential $ 3,436 per dwelling unit Commercial/Retail $ 8.67 per square foot Office $ 6.00 per square foot Industrial $ 3.00 per square foot Other $ 5,549 per peak-hour trip The Ordinance specified an increased fee schedule effective January 1, 2015, as follows: Land Use type Fee Per Unit Single Family Residential $ 8,594 per dwelling unit Multi-Family Residential $ 4,935 per dwelling unit Commercial/Retail $ 8.67 per square foot Office $ 6.00 per square foot Industrial $ 3.00 per square foot Other $ 8,509 per peak-hour trip Five-Year Program Report for the East County Area of Benefit 5 OF 13 The Ordinance also allows for annual fee adjustments on and after January 1, 2016. The current fee rates as of January 1, 2023, are as follows: Land Use type Fee Per Unit Single Family Residential $ 12,168 per dwelling unit Multi-Family Residential $ 6,989 per dwelling unit Commercial/Retail $ 12.27 per square foot Office $ 8.51 per square foot Industrial $ 4.24 per square foot Other $ 12,045 per peak-hour trip Projects Constructed The following projects have been designed, partially constructed, or completed between fiscal year 2018/2019 and fiscal year 2022/2023: Marsh Creek Road: Traffic Safety Improvements – Rumble Strip Project (Project 2) Byron Highway/Camino Diablo Intersection Improvements (Project 17) Byron Highway Two Way Left Turn Lane at Byron Elementary School (Project 8) Marsh Creek Road Improvements: Guardrail Upgrades (Project 2) Table 1. East County Regional AOB Project List Cost estimates and fee rate calculations provided below are from the 2012 Nexus Study and, therefore, reflect dollar values at the time of adoption in 2012. ID Project Total Cost Estimate East County Regional AOB Share2 Potential AOB Fee Contribution 1 Vasco Road / Camino Diablo Intersection Improvements $3,837,000 11% $422,000 2 Marsh Creek Road Improvements (City of Clayton to City of Brentwood) $56,819,000 18% $3,784,000 Five-Year Program Report for the East County Area of Benefit 6 OF 13 ID Project Total Cost Estimate East County Regional AOB Share2 Potential AOB Fee Contribution 3 Chestnut Street Widening (Sellers Ave to Byron Hwy) $11,836,000 78% $3,416,000 4 Delta Road Widening (Byron Hwy to Holland Tract Road) $10,079,000 100% $3,729,000 5 Knightsen Ave / Eden Plains Rd Widening (Delta Road to Chestnut Street) $11,650,000 66% $2,825,000 6 Sunset Road Widening (Sellers Ave to Byron Hwy) $12,150,000 81% $3,641,000 7 Byron Hwy Widening (Camino Diablo to the Alameda County line) $27,943,000 9% $931,000 8 Byron Highway Two Way Left Turn Lane at Byron Elementary School $1,296,000 20% $259,000 9 SR4/Byron Highway South Intersection Widening (Phase 2) $2,325,000 15% $349,000 10 Knightsen Ave Widening (East Cypress Road to Delta Road) $6,037,000 28% $625,000 11 Delta Road Widening (Sellers Ave to Byron Hwy) $9,044,000 30% $1,004,000 12 Sellers Ave Widening (Delta Road to Chestnut Street) $8,890,000 24% $789,000 13 Sellers Ave Widening (Main Canal to Marsh Creek) $5,390,000 60% $1,197,000 14a Byron Highway Widening (Delta Road to Chestnut Street) $11,561,000 56% $2,395,000 14b Byron Highway Widening (Chestnut Street to SR 4) $11,217,000 62% $2,573,000 14c Byron Highway Widening (SR 4 to Camino Diablo) $8,220,000 20% $608,000 15 Camino Diablo Widening (Vasco Road to Byron Hwy) $10,431,000 11% $425,000 16 Knightsen Ave / Delta Road Intersection Improvements $1,594,000 37% $590,000 17 Byron Highway / Camino Diablo Intersection Improvements $3,499,000 14% $490,000 18 Byron Highway / Point of Timber Intersection Improvements $2,271,000 62% $1,408,000 19 Sellers Ave / Marsh Creek Road Intersection Improvements $657,000 24% $158,000 20 Balfour Road / Byron Highway Intersection Improvements $1,019,000 77% $785,000 Five-Year Program Report for the East County Area of Benefit 7 OF 13 ID Project Total Cost Estimate East County Regional AOB Share2 Potential AOB Fee Contribution 21 Sellers Ave / Sunset Road Intersection Improvements $1,146,000 34% $390,000 22 Sellers Ave / Chestnut Street Intersection Improvements $1,180,000 35% $413,000 23 Sellers Ave / Balfour Road Intersection Improvements $980,000 43% $421,000 TOTAL $221,071,000 $33,647,000 Existing Fee Account Balance (as of 2012) $5,310,000 Total Cost Minus Existing Funds (as of 2012) $28,337,000 Projected Growth in Trips (as of 2012) 3,330 Projected Fee per Trip (as of 2012) $8,509 Account Status FY 2018/2019 Beginning Fund Balance – $4,199,431.53 Funds Expended from FY 2018/2019–FY 2022/2023 – $940,467.71 Revenue generated between FY 2018/2019–FY 2022/2023 – $1,379,103.79 Fund Balance as of June 30, 2023 – $4,638,066.61 III. GOVERNMENT CODE SECTION 66001(d)(1) FINDINGS (1) Identify the purpose to which the transportation mitigation fees are to be put. The purpose of the fee program is to fund new development’s share of the estimated costs of the transportation improvements identified in the Nexus Study and shown in Table 1 (“Transportation Improvements”), pursuant to Government Code Sections 66484 and 66484.7. The Transportation Improvements are necessary to meet transportation demands within the East County Regional AOB by 2030. The transportation mitigation fees will be used to partially or entirely fund the Transportation Improvements identified in the Nexus Study, and included on Table 1, including costs related to planning, engineering, administration, right-of- way acquisition, construction, or any other permits or studies required through the Five-Year Program Report for the East County Area of Benefit 8 OF 13 construction process for the improvements. Projects 8 and 17 identified in Table 1 have been completed. Project 2 has been partially completed. The projects in Table 1 continue to represent the future needs for the area and are the purpose of the fee program. (2) Demonstrate a reasonable relationship between the transportation mitigation fees and the purpose for which they are charged. As further described in the Nexus Study, the transportation mitigation fees are imposed to fund new development’s proportional share of the Transportation Improvements that will serve or mitigate the impact of transportation demands caused by new development within the East County Regional AOB by 2030. New development within the East County Regional AOB will include new single-family residential and multi-family residential dwelling units and new commercial/retail, office, and industrial developments. Each of these types of development generates vehicle trips at a certain rate. The transportation mitigation fees represent new development’s proportional share of the cost of the Transportation Improvements. Each new development project pays its fair share of the cost of the transportation improvements required to accommodate it, based on the number of equivalent dwelling units and trips generated. The transportation mitigation fee for each new development will be calculated based on a factor of the number of peak-hour vehicle trips that will be generated by each new development project, and charged on a per-dwelling-unit, per-square-foot, or per-peak-hour-trip basis. The method of fee apportionment is based upon industry standard trip generation rates per the Trip Generation Manual published by the Institute of Transportation Engineers. (4) Identify all sources and amounts of funding anticipated to complete financing of incomplete transportation improvements identified in the Report. Five-Year Program Report for the East County Area of Benefit 9 OF 13 The Transportation Improvements within the East County Regional AOB program will be partially funded by AOB fee revenues. Other sources of funding, such as State or Federal aid, or local funding sources, such as Measure J funds or gas tax revenues, will be pursued to complete financing of these projects on a project-by- project basis. The rate at which revenue is generated by transportation mitigation fees within the East County Regional AOB is dependent on the rate of new development. East County Regional AOB revenue generation, as well as gas tax revenue, and grant funds, drive the timing of construction of Transportation Improvements because it is anticipated that most improvements will be funded through a combination of all these funding sources. (5) Designate the approximate dates on which the funding referred to in paragraph three (3) above is expected to be deposited into the appropriate account or fund. The rate of revenue for capital improvements can vary based upon the economy and political issues, so the anticipated dates for funding are estimated. The rate of development is dependent on the economy and, thus, influences the rate of East County Regional AOB fee collections. Over the last five years approximately $1,048,293 in East County Regional AOB fees were collected. Federal, State, and local dollars can also be unpredictable. Historically, the rate of gas tax revenue was relatively constant, but due to reduced revenue resulting from fuel efficient vehicles and pending legislation, it is difficult to predict the rate of matching funds for these projects in the future. Grant funds are also difficult to predict as local agencies must compete for funding, and awards are not assured. Although the rate of funding is unpredictable, a very rough estimate over the next five years for funding of improvements on the East County Regional AOB project list is approximately $5,300,000 in public dollars from Five-Year Program Report for the East County Area of Benefit 10 OF 13 Local, State and Federal sources plus an estimated $1,300,000 from East County Regional AOB. Although a prediction cannot be made with certainty, it is anticipated that the County will receive sufficient East County Regional AOB and other revenues to complete the following projects or portions of projects over the next five years if the County is awarded grant funding from the United States Department of Transportation Safe Streets and Roads for All Program: • Vasco Road / Camino Diablo Intersection Improvements (Project 1) The County has applied for grant funding for a portion of this project to construct acceleration and deceleration lanes at the intersection and install an advanced dilemma zone detection system. • Marsh Creek Road Improvements (Project 2) The County has applied for grant funding for a portion of this project to install speed feedback warning signs and to construct emergency/law enforcement areas for stopped vehicles. • Byron Hwy Widening – Camino Diablo to the Alameda County Line (Project 7) The County has applied for grant funding for a portion of this project to widen and install delineators along an S-curve segment of the road. IV. GOVERNMENT CODE SECTION 66006(b)(1) INFORMATION FOR FY 2022/2023 As Section III of this report provided accounting information for the past five years, Section IV provides annual reporting for fiscal year 2022/2023. Full accounting will be provided for East County Regional AOB with the AB1600 annual report, which is provided to the Board of Supervisors within 180 days of the end of the fiscal year. (1) A brief description of the type of fee in the account or fund. The East County Regional AOB fee is a development impact fee on new development to fund new development’s share of the cost to construct road Five-Year Program Report for the East County Area of Benefit 11 OF 13 improvements to serve new developments in the east county area of Contra Costa County. Requiring that all new development pay a road improvement fee will ensure that they participate in the cost of improving the road system. (2) The amount of the fee. The fee rates for FY 2022/2023 at the end of the reporting period: Land Use type Fee Per Unit Single Family Residential $ 12,168 per dwelling unit Multi-Family Residential $ 6,989 per dwelling unit Commercial/Retail $ 12.27 per square foot Office $ 8.51 per square foot Industrial $ 4.24 per square foot Other $ 12,045 per peak-hour trip (3) The beginning and ending balance of the account or fund: FY 2022/2023 Beginning Fund Balance – $4,447,671.66 FY 2022/2023 Ending Fund Balance – $4,638,066.61 Five-Year Program Report for the East County Area of Benefit 12 OF 13 (4) The amount of the fees collected, and the interest earned: Developer Fees Collected – $84,068.00 Interest Earned – $118,424.03 (5) An identification of each public improvement on which fees were expended during the fiscal year and the amount of the expenditures on each improvement, including the total percentage of the cost of the public improvement that was funded with fees. No fees were expended on public improvements in this fiscal year. (6) An identification of the approximate date by which the construction of the public improvement will commence if the County determines that sufficient funds have been collected to complete financing on an incomplete public improvement. If funding is awarded from the United States Department of Transportation Safe Streets and Roads for All Program (award announcements anticipated in December 2023), construction of portions of Projects 1, 2, and 7 is expected to commence in Spring 2027. (7) A description of each interfund transfer or loan made from the account or fund, including the public improvement on which the transferred or loaned fees will be expended, and in case of an interfund loan, the date on which the loan will be repaid, and the rate of interest that the account or fund will receive on the loan. An interfund transfer or loan was not made from the fund. (8) The amounts of any refunds under Section 66001(e), and any allocations under Section 66001(f). No refunds have been made to the fund. Five-Year Program Report for the East County Area of Benefit 13 OF 13 V. CONCLUSION The East County Regional AOB program has generated revenue representing new development’s proportional share of the cost of Transportation Improvements needed to mitigate transportation impacts within the East County Regional AOB by 2030. Over the past five years, three such projects have been completed or partially constructed using a combination of East County Regional AOB transportation mitigation fee revenue, State funds such as Highway Safety Improvement Program (HSIP) Grant, and other local funds such as Discovery Bay AOB funds. These funds have been and will continue to be used to fully fund projects on the AOB project list. Therefore, the County has made reasonable progress in implementing the Transportation Improvements included in the East County Regional AOB program. Looking forward to the next five years, it is anticipated that one to three additional projects (or portions thereof) will be constructed from the East County Regional AOB project list with growth’s fair share of funding provided by the East County Regional AOB fund balance. The remainder of funds for the future projects will come from a combination of grants and local road funds. The circulation needs for this area as detailed in the October 2012 Nexus Study remain. The current fund balance will be allocated to the projects listed in Table 1. G:\transeng\AOB\East County Regional AOB\2023 5-Year Review - ECRAOB\5-Year Report East County Regional AOB.docx File #:23-1202,Version:1 East County Regional AOB. FISCAL IMPACT: No fiscal impact. BACKGROUND: Contra Costa County imposes AOB fees on new development within 14 separate Areas of Benefit in unincorporated Contra Costa County,pursuant to Government Code sections 66000 through 66025,66484,and 66484.7.The AOB program is a traffic fee mitigation program imposed to recover new development’s proportional share of the costs of transportation improvements required to meet transportation demands within the AOB.The specific transportation improvements required within each AOB,the costs of those improvements,and new development’s proportional share of those costs,are more particularly described in the most recent Development Program Report (DPR)for each AOB.The DPRs and supporting documentation for all AOBs are on file with the Public Works Department. The East County Regional AOB includes portions of unincorporated Contra Costa County in the East County area.On December 17,2013,the Board of Supervisors adopted Ordinance No.2013-26 to readopt the boundaries of the East County Regional AOB and to impose transportation mitigation fees on new development within the East County Regional AOB to fund transportation improvements on the project list.The DPR and Nexus Study in support of Ordinance No.2013-26 more particularly describes the fee program and the projects on the project list. Government Code section 66001(d)(1)requires the County to make specific findings related to AOB fees, projects,and funds following the fifth fiscal year after monies are first deposited in an AOB fee account. Government Code section 66001(d)(2)requires these findings to be made in connection with providing information required to be released for that fifth fiscal year,in accordance with Government Code section 66006(b)(1). The Public Works Department prepared the Development Impact Fee Five-Year Program Report for East County Regional AOB for fiscal years 2018/2019 through 2022/2023 to satisfy reporting requirements of Government Code sections 66001(d)(1)and 66006(b)(1)that apply to collection and accounting of AOB fee revenues.The Report was made available at the Clerk of the Board’s office at least 15 days before the Board meeting,in accordance with Government Code section 66006(b)(2).Public Works Department staff recommends that the Board accept the Report,make the findings included in the Report based on the information in the Report,and accept the fiscal years 2018/2019 through 2022/2023 information included in the Report, all in accordance with Government Code sections 66001(d) and 66006(b). CONSEQUENCE OF NEGATIVE ACTION: The required findings would not be made, and the required information would not be provided at this time. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 3 powered by Legistar™ File #:23-1202,Version:1 CONTRA COSTA COUNTY Printed on 1/10/2024Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1203 Name: Status:Type:Consent Item Passed File created:In control:11/27/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:ACCEPT the County’s West County Area of Benefit Development Impact Fee Five-Year Program Report for fiscal years 2018/2019 through 2022/2023, and make required findings, as recommended by the Public Works Director, West County area. (No fiscal impact) Attachments:1. 5-Year Report West County AOB.pdf Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Report Title:West County Area of Benefit Development Impact Fee Five-Year Program Report for FY 2018/2019 through 2022/2023, West County area. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT the County’s West County Area of Benefit (AOB)Development Impact Fee Five-Year Program Report (Report)for fiscal years 2018/2019 through 2022/2023,as recommended by the Public Works Director, West County area. (Districts I and V) FIND that: A.The Report describes the types of fees contained in the West County AOB Fund (Fund No.1232) including the amount of the fees,the beginning and ending balance of the Capital Facilities Fund,as well as the amount of fees collected, and the interest earned thereon. B.The Report identifies each public improvement on which West County AOB fees were expended,and the amount of the expenditures on each improvement,including the total percentage of the cost of the public improvement that was funded with West County AOB fees. C.As described in the Report,sufficient funds have not been collected to complete the financing on incomplete public improvements to be funded with West County AOB fees. D.There were no interfund transfers or loans made from the Fund. Sufficient funds have not been collected to complete the financing of any incomplete public improvements on the West County AOB project list,as described in the Report,and there were no refunds made of West County AOB fees. CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 3 powered by Legistar™ File #:23-1203,Version:1 FISCAL IMPACT: No fiscal impact. BACKGROUND: Contra Costa County imposes AOB fees on new development within 14 separate Areas of Benefit in unincorporated Contra Costa County,pursuant to Government Code sections 66000 through 66025,66484,and 66484.7.The AOB program is a traffic fee mitigation program imposed to recover new development’s proportional share of the costs of transportation improvements required to meet transportation demands within the AOB.The specific transportation improvements required within each AOB,the costs of those improvements,and new development’s proportional share of those costs,are more particularly described in the most recent Development Program Report (DPR)for each AOB.The Development Program Reports and supporting documents for all AOBs are on file with the Public Works Department. The West County AOB includes portions of unincorporated Contra Costa County in the West County area.On August 8,1995,the Board of Supervisors adopted Ordinance No.95-37 to readopt the boundaries of the West County AOB and to impose transportation mitigation fees on new development within the West County AOB to fund transportation improvements on the project list.The DPR in support of Ordinance No.95-37 more particularly describe the fee program and the projects on the project list. Government Code section 66001(d)(1)requires the County to make specific findings related to AOB fees, projects,and funds following the fifth fiscal year after monies are first deposited in an AOB fee account. Government Code section 66001(d)(2)requires these findings to be made in connection with providing information required to be released for that fifth fiscal year,in accordance with Government Code section 66006(b)(1). The Public Works Department prepared the Development Impact Fee Five-Year Program Report for West County AOB fiscal years 2018/2019 through 2022/2023 to satisfy reporting requirements of Government Code sections 66001(d)(1)66006(b)(1)that apply to collection and accounting of AOB fee revenues.The Report was made available at the Clerk of the Board’s office at least 15 days before the Board meeting,in accordance with Government Code section 66006(b)(2).Public Works Department staff recommends that the Board accepts the Report,make the findings included in the Report based on the information in the Report,and accepts the Fiscal Year 2022/2023 information included in the Report,all in accordance with Government Code sections 66001(d) and 66006(b). CONSEQUENCE OF NEGATIVE ACTION: The required findings would not be made and the required information would not be provided at this time. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 3 powered by Legistar™ File #:23-1203,Version:1 CONTRA COSTA COUNTY Printed on 1/10/2024Page 3 of 3 powered by Legistar™ "Accredited by the American Public Works Association" 255 Glacier Drive Martinez, CA 94553-4825 TEL: (925) 313-2000 • FAX: (925) 313-2333 www.cccpublicworks.org Brian M. Balbas, Director Deputy Directors Stephen Kowalewski, Chief Allison Knapp Warren Lai Carrie Ricci Joe Yee ADOPTED BY BOARD OF SUPERVISORS ON ___________________ Five-Year Program Report for the West County Area of Benefit November 2023 Prepared Pursuant to Government Code Section 66001(d)(1) Prepared by and for: Contra Costa County Public Works Department, Transportation Engineering Division and Department of Conservation and Development, Community Development Division Five-Year Program Report for the West County Area of Benefit 1 OF 10 I. INTRODUCTION The West County Area of Benefit (AOB) is a traffic mitigation fee program established for developers to contribute their fair share of the cost for transportation improvements necessary to serve growth. On August 8, 1995, the Contra Costa County Board of Supervisors adopted Ordinance No. 95-37, as well as Resolution No. 95/376, to update the AOB Program for the West County AOB. Government Code Section 66001(d)(1) requires that in the fifth fiscal year following the first deposit into the fund established for receipt of deposits of the collected transportation mitigation fees, and every five years thereafter, the Board of Supervisors shall make all of the following findings with respect to that portion of the West County AOB fund remaining unexpended, whether committed or uncommitted: (1) Identify the purpose to which the transportation mitigation fees are to be put. (2) Demonstrate a reasonable relationship between the transportation mitigation fees and the purpose for which they are charged. (3) Identify all sources and amounts of funding anticipated to complete financing of incomplete transportation improvements identified in the Report. (4) Designate the approximate dates on which the funding referred to in paragraph three (3) above is expected to be deposited into the appropriate account or fund. Government Code Section 66001(d)(2) requires the above findings to be made in connection with providing the public information required by Government Code Section 66006(b). Section 66006(b) requires the County to make the following fiscal year information available within 180 days after the end of the fiscal year: (1) A brief description of the type of fee in the account or fund. (2) The amount of the fee. (3) The beginning and ending balance of the account or fund. (4) The amount of the fees collected, and the interest earned. Five-Year Program Report for the West County Area of Benefit 2 OF 10 (5) An identification of each public improvement on which fees were expended during the fiscal year and the amount of the expenditures on each improvement, including the total percentage of the cost of the public improvement that was funded with fees. (6) An identification of the approximate date by which the construction of the public improvement will commence if the County determines that sufficient funds have been collected to complete financing on an incomplete public improvement. (7) A description of each interfund transfer or loan made from the account or fund, including the public improvement on which the transferred or loaned fees will be expended, and in case of an interfund loan, the date on which the loan will be repaid, and the rate of interest that the account or fund will receive on the loan. (8) The amounts of any refunds under Section 66001(e), and any allocations under Section 66001(f). This report has been prepared to satisfy the above five-year findings and reporting requirements. This report includes the findings that the Board of Supervisors is required to make under Government Code Section 66001(d)(1), and information in support of each of those findings. This report also is prepared to provide West County AOB fiscal year 2022/2023 information that must be made publicly available, pursuant to Government Code Section 66006(b). II. BACKGROUND An AOB is a geographic area of unincorporated Contra Costa County in which the County imposes transportation mitigation fees – a type of development impact fee on new development to fund new development’s share of the transportation improvements required to satisfy transportation demands within that geographic area. (See Gov. Code, §§ 66484, 66484.7.) The County has 14 Areas of Benefit. This five-year update report relates to the West County AOB. The West County AOB boundary location is shown in Figure 1. Five-Year Program Report for the West County Area of Benefit 3 OF 10 Figure 1. AOB Boundary Map The current fee structure is based upon the analysis published in the “Development Program Report for the West County Area of Benefit” dated August 1995. The Development Program Report (DPR) is included as Exhibit 1 to Resolution No. 95/376, adopted by the Board of Supervisors on August 8, 1995. The current West County AOB program includes a project list that consists of 6 projects, focused upon safety and capacity improvements throughout the area (see Table 1). Five-Year Program Report for the West County Area of Benefit 4 OF 10 Fee Rates The fee rates established with Ordinance No. 95-37 are listed below. Land Use Type Fee Per Unit Single Family Residential $ 2,550 per dwelling unit Multiple Family Residential $ 2,040 per dwelling unit Commercial $ 4.86 per square foot gross floor area Other $ 2,550 per peak-hour trip The Ordinance also allows for an annual fee adjustment. The current fee rates as of March 1, 2023, are as follows: Land Use Type Fee Per Unit Single Family Residential $ 5,907 per dwelling unit Multiple Family Residential $ 4,727 per dwelling unit Commercial $ 11.28 per square foot gross floor area Other $ 5,907 per peak-hour trip Projects Constructed None of the incomplete AOB projects were designed or constructed during the five-year period between fiscal year 2018/2019 and 2022/2023. Five-Year Program Report for the West County Area of Benefit 5 OF 10 Table 1. West County AOB Project List Cost estimates and fee rate calculations provided below are from the 1995 DPR and, therefore, reflect dollar values at the time of adoption in 1995. ID Project Description Potential AOB Fee Contribution 1 Appian Triangle Improve County portion to two lane rural highway standard $400,000 2 El Portal Drive Various safety and capacity improvements $50,000 3 Milton Drive at San Pablo Dam Road Construct signal $50,000 4 San Pablo Dam Road at Appian Way Modify intersection to dual left turn onto Appian Way $50,000 5 San Pablo Dam Road Construct fifth lane from Appian Way to Castro Ranch Road $200,000 6 Arlington Avenue Improve intersections at Amherst and Sunset and install signs $50,000 TOTAL $800,000 AOB Share (as of 1995) $800,000 Existing West County and Kensington AOB Unencumbered Balances (as of 1995) $200,000 Project Funding to be Generated by New Development (as of 1995) $600,000 2% AOB Administration (as of 1995) $12,000 Total Revenue Generated by Development (as of 1995) $612,000 Note: The projects in Table 1 in bold are incomplete. Account Status FY 2018/2019 Beginning Fund Balance – $72,301.45 Funds Expended from FY 2018/2019–FY 2022/2023 – $678.81 Revenue generated between FY 2018/2019–FY 2022/2023 – $80,281.26 Fund Balance as of June 30, 2023 – $151,903.90 Five-Year Program Report for the West County Area of Benefit 6 OF 10 III. GOVERNMENT CODE SECTION 66001(d)(1) FINDINGS (1) Identify the purpose to which the transportation mitigation fees are to be put. The purpose of the fee program is to fund new development’s share of the estimated costs of the transportation improvements identified in the DPR and shown in Table 1 (“Transportation Improvements”), pursuant to Government Code sections 66484 and 66484.7. The Transportation Improvements are necessary to meet transportation demands within the West County AOB. The transportation mitigation fees will be used to partially or entirely fund the Transportation Improvements identified in the DPR, and included on Table 1, including costs related to planning, engineering, administration, right-of-way acquisition, construction, or any other permits or studies required through the construction process for the improvements. From Table 1, the projects on Appian Way (Appian Triangle), Milton Drive, and San Pablo Dam Road have been constructed. There are still remaining improvements to be constructed on the list and the costs of construction have increased since 1995. Therefore, the purpose of the fee program is to continue to construct improvements to serve the needs of the area. (2) Demonstrate a reasonable relationship between the transportation mitigation fees and the purpose for which they are charged. As further described in the DPR, the transportation mitigation fees are imposed to fund new development’s proportional share of the Transportation Improvements that will serve or mitigate the impact of transportation demands caused by new development within the West County AOB. New development within the West County AOB will include new single-family residential, multi-family residential, and commercial/retail developments as well as developments for other uses. Each of these types of development generates vehicle trips at a certain rate. The transportation mitigation fees represent new development’s proportional share of Five-Year Program Report for the West County Area of Benefit 7 OF 10 the cost of the Transportation Improvements. Each new development project pays its fair share of the cost of the Transportation Improvements required to accommodate it, based on the number of equivalent dwelling units and trips generated. The transportation mitigation fee for each new development will be calculated based on a factor of the number of peak-hour vehicle trips that will be generated by each new development project and charged on a per-dwelling-unit, per-square-foot, or per-peak-hour-trip basis. The method of fee apportionment is based upon industry standard trip generation rates per the Trip Generation Manual published by the Institute of Transportation Engineers. (3) Identify all sources and amounts of funding anticipated to complete financing of incomplete transportation improvements identified in the Report. The Transportation Improvements within the West County AOB program will be partially funded by AOB fee revenues. Other sources of funding, such as State or Federal aid, or local funding sources, such as Measure J funds or gas tax revenues, will be pursued to complete financing of these improvements. The rate at which revenue is generated by transportation mitigation fees within the West County AOB is dependent on the rate of new development. West County AOB revenue generation, as well as gas tax revenue and grant funds, drive the timing of construction of Transportation Improvements because it is anticipated that most improvements will be funded through a combination of all these funding sources. (4) Designate the approximate dates on which the funding referred to in paragraph three (3) above is expected to be deposited into the appropriate account or fund. The rate of revenue for capital improvements can vary based upon the economy and political issues, so the anticipated dates for funding are estimated. The rate of development is dependent on the economy and, thus, influences the rate of Five-Year Program Report for the West County Area of Benefit 8 OF 10 West County AOB fee collections. Over the last five years approximately $79,870 in West County AOB fees were collected. Federal, State, and local dollars can also be unpredictable. Historically, the rate of gas tax revenue was relatively constant, but due to reduced revenue resulting from fuel efficient vehicles and pending legislation, it is difficult to predict the rate of matching funds for these projects in the future. Grant funds are also difficult to predict as local agencies compete for funding. Awards are not assured. Although the rate of funding is unpredictable, a very rough estimate over the next five years for funding of circulation improvements on the West County AOB project list is approximately $80,000 from West County AOB. Due to funding constraints, there are no immediate plans to construct or complete any of the projects listed in Table 1 over the next five years. IV. GOVERNMENT CODE SECTION 66006(b)(1) INFORMATION FOR FY 2022/2023 As Section III of this report provided accounting information for the past five years, Section IV provides annual reporting for fiscal year 2022/2023. Full accounting will be provided for West County AOB with the AB 1600 annual report (see Exhibit A), which is provided to the Board of Supervisors within 180 days of the end of the fiscal year. (1) A brief description of the type of fee in the account or fund. The West County AOB fee is a development impact fee on new development to fund new development’s share of the cost to construct road improvements to serve new developments in the West County area of Contra Costa County. Requiring that all new development pay a road improvement fee will ensure that they participate in the cost of improving the road system. (2) The amount of the fee. Five-Year Program Report for the West County Area of Benefit 9 OF 10 The fee rates for FY 2023/2023 at the end of the reporting period: Land Use Type Fee Per Unit Single Family Residential $ 5,907 per dwelling unit Multiple Family Residential $ 4,727 per dwelling unit Commercial $ 11.28 per square foot gross floor area Other $ 5,907 per peak-hour trip (3) The beginning and ending balance of the account or fund: FY 2022/2023 Beginning Fund Balance – $128,055.43 FY 2022/2023 Ending Fund Balance – $151,903.90 (4) The amount of the fees collected and the interest earned: Developer Fees Collected – $23,736.31 Interest Earned – $116.16 (5) An identification of each public improvement on which fees were expended during the fiscal year and the amount of the expenditures on each improvement, including the total percentage of the cost of the public improvement that was funded with fees. No fees were expended on public improvements in this fiscal year. (6) An identification of the approximate date by which the construction of the public improvement will commence if the County determines that sufficient funds have been collected to complete financing on an incomplete public improvement. There is no approximate date to report. (7) A description of each interfund transfer or loan made from the account or fund, including the public improvement on which the transferred or loaned fees will be Five-Year Program Report for the West County Area of Benefit 10 OF 10 expended, and in case of an interfund loan, the date on which the loan will be repaid, and the rate of interest that the account or fund will receive on the loan. An interfund transfer or loan was not made from the fund. (8) The amounts of any refunds under Section 66001(e), and any allocations under Section 66001(f). No refunds have been made to the fund. V. CONCLUSION The West County AOB program has generated revenue representing new development’s proportional share of the cost of Transportation Improvements needed to mitigate transportation impacts within the West County AOB Over the past five years, no such projects have been constructed using West County AOB transportation mitigation fee revenues. Therefore, the County still requires funding from the West County AOB to construct the Transportation Improvements included in the West County AOB program. Looking forward to the next five years, it is anticipated that the West County AOB will be reevaluated and reestablished with an updated project list and fee structure upon adoption of a new ordinance to update the West County AOB, the current fund balance will be allocated to the project listed in Table 1. G:\transeng\AOB\West County AOB\2023 5-yr Review\5-Year Report West County AOB.docx 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1204 Name: Status:Type:Consent Item Passed File created:In control:11/28/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:ACCEPT the 2023 Annual Report for the Iron Horse Corridor Management Program Advisory Committee, as recommended by the Public Works Director. (No fiscal impact) Attachments:1. 2023 Annual Report IHC Advisory Committee.pdf Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Report Title:2023 Annual Report for the Iron Horse Corridor Management Program Advisory Committee ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT the 2023 Annual Report for the Iron Horse Corridor Management Program Advisory Committee,as recommended by the Public Works Director. (District II and District IV) FISCAL IMPACT: No fiscal impact. BACKGROUND: On January 7,2020,the Board of Supervisors adopted Resolution No.2020/1 which requires that each advisory board,commission,or committee report annually on its activities,accomplishments,membership attendance, required training/certification,and proposed work plan or objectives for the following year.This Annual Report is due to the Board of Supervisors in December.The attached report fulfills this requirement for the Iron Horse Corridor Advisory Committee. CONSEQUENCE OF NEGATIVE ACTION: The committee will not be in compliance with Resolution No. 2020/1. CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1204,Version:1 CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ Advisory Body Name: Advisory Body Meeting Time/Location: Chair (during the reporting period): Staff Person (during the reporting period): Reporting Period: I. Activities (estimated response length: 1/2 page) Describe the activities for the past year including areas of study, work, special events, collaborations, etc. ADVISORY BODY ANNUAL REPORT II. Accomplishments (estimated response length: 1/2 page) Describe the accomplishments for the past year, particularly in reference to your work plan and objectives. III.Attendance/Representation (estimated response length: 1/4 page) Describe your membership in terms of seat vacancies, diversity, level of participation, and frequency of achieving a quorum at meetings. Describe the advisory body's workplan, including specific objectives to be achieved in the upcoming year. V. Proposed Work Plan/Objectives for Next Year IV. Training/Certification (estimated response length: 1/4 page) Describe any training that was provided or conducted, and any certifications received, either as a requirement or done on an elective basis by members. NOTE: Please forward copies of any training certifications to the Clerk of the Board. (estimated response length: 1/2 page) 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1205 Name: Status:Type:Consent Item Passed File created:In control:11/15/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:ACCEPT the County’s Richmond/El Sobrante Area of Benefit Development Impact Fee Five-Year Program Report for fiscal years 2018/2019 through 2022/2023, and make required findings, as recommended by the Public Works Director, Richmond/El Sobrante area. (No fiscal impact) Attachments:1. 5-Year Report Richmond El Sobrante AOB.pdf Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Report Title:Richmond/El Sobrante AOB Development Impact Fee Five-Year Program Report for FY 18/19 through 22/23, Richmond/El Sobrante area. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT the County’s Richmond/El Sobrante Regional Area of Benefit (AOB)Development Impact Fee Five- Year Program Report (Report)for fiscal years 2018/2019 through 2022/2023,as recommended by the Public Works Director, Richmond/El Sobrante area. (District I) FIND that: A.The Report describes the types of fees contained in the Richmond/El Sobrante AOB Fund (Fund No. 1394),including the amount of the fees,the beginning and ending balance of the Capital Facilities Fund,as well as the amount of fees collected, and the interest earned thereon. B.The Report identifies each public improvement on which Richmond/El Sobrante AOB fees were expended,and the amount of the expenditures on each improvement,including the total proportion or percentage of the cost of the public improvement that was funded with Richmond/El Sobrante AOB fees. C.As described in the Report,sufficient funds have not been collected to complete the financing on incomplete public improvements to be funded with Richmond/El Sobrante AOB fees. D.There were no interfund transfers or loans made from the Fund. Sufficient funds have not been collected to complete the financing of any incomplete public improvements on the Richmond/El Sobrante AOB project list,as described in the Report,and there were no refunds made of CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 3 powered by Legistar™ File #:23-1205,Version:1 Richmond/El Sobrante AOB fees. FISCAL IMPACT: No fiscal impact. BACKGROUND: Contra Costa County imposes AOB fees on new development within 14 separate Areas of Benefit in unincorporated Contra Costa County,pursuant to Government Code sections 66000 through 66025,66484,and 66484.7.The AOB program is a traffic fee mitigation program imposed to recover new development’s proportional share of the costs of transportation improvements required to meet transportation demands within the AOB.The specific transportation improvements required within each AOB,the costs of those improvements,and new development’s proportional share of those costs,are more particularly described in the most recent Development Program Report (DPR)for each AOB.The DPRs and supporting documentation for all AOBs are on file with the Public Works Department. The Richmond/El Sobrante AOB includes portions of unincorporated Contra Costa County in the Richmond/El Sobrante area.On May 14,1991,the Board of Supervisors adopted Ordinance No.91-27 to adopt the boundaries of the Richmond/El Sobrante AOB and to impose transportation mitigation fees on new development within the Richmond/El Sobrante AOB to fund transportation improvements on the project list. The DPR in support of Ordinance No.91-27 more particularly describes the fee program and the projects on the project list. Government Code section 66001(d)(1)requires the County to make specific findings related to AOB fees, projects,and funds following the fifth fiscal year after monies are first deposited in an AOB fee account. Government Code section 66001(d)(2)requires these findings to be made in connection with providing information required to be released for that fifth fiscal year,in accordance with Government Code section 66006(b)(1). The Public Works Department prepared the Development Impact Fee Five-Year Program Report for the Richmond/El Sobrante AOB for fiscal years 2018/2019 through 2022/2023 to satisfy reporting requirements of Government Code sections 66001(d)(1)and 66006(b)(1)that apply to collection and accounting of AOB fee revenues.The Report was made available at the Clerk of the Board’s office at least 15 days before the Board meeting,in accordance with Government Code section 66006(b)(2).Public Works Department staff recommends that the Board accept the Report,make the findings included in the Report based on the information in the Report,and accept the fiscal years 2018/2019 through 2022/2023 information included in the Report, all in accordance with Government Code sections 66001(d) and 66006(b). CONSEQUENCE OF NEGATIVE ACTION: The required findings would not be made and the required information would not be provided at this time. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 3 powered by Legistar™ File #:23-1205,Version:1 CONTRA COSTA COUNTY Printed on 1/10/2024Page 3 of 3 powered by Legistar™ "Accredited by the American Public Works Association" 255 Glacier Drive Martinez, CA 94553-4825 TEL: (925) 313-2000 • FAX: (925) 313-2333 www.cccpublicworks.org Brian M. Balbas, Director Deputy Directors Stephen Kowalewski, Chief Allison Knapp Warren Lai Carrie Ricci Joe Yee ADOPTED BY BOARD OF SUPERVISORS ON ___________________ Five-Year Program Report for the Richmond/El Sobrante Area of Benefit November 2023 Prepared Pursuant to Government Code Section 66001(d)(1) Prepared by and for: Contra Costa County Public Works Department, Transportation Engineering Division and Department of Conservation and Development, Community Development Division Five-Year Program Report for the Richmond/El Sobrante Area of Benefit 1 OF 11 I. INTRODUCTION The Richmond/El Sobrante Area of Benefit (AOB) is a traffic mitigation fee program established for developers to contribute their fair share of the cost for transportation improvements necessary to serve growth. On May 14, 1991, the Contra Costa County Board of Supervisors adopted Ordinance No. 91-27, as well as Resolution No. 91/309, to update the AOB Program for the Richmond/El Sobrante AOB. Government Code Section 66001(d)(1) requires that in the fifth fiscal year following the first deposit into the fund established for receipt of deposits of the collected transportation mitigation fees, and every five years thereafter, the Board of Supervisors shall make all of the following findings with respect to that portion of the Richmond/El Sobrante AOB fund remaining unexpended, whether committed or uncommitted: (1) Identify the purpose to which the transportation mitigation fees are to be put. (2) Demonstrate a reasonable relationship between the transportation mitigation fees and the purpose for which they are charged. (3) Identify all sources and amounts of funding anticipated to complete financing of incomplete transportation improvements identified in the Report. (4) Designate the approximate dates on which the funding referred to in paragraph three (3) above is expected to be deposited into the appropriate account or fund. Government Code Section 66001(d)(2) requires the above findings to be made in connection with providing the public information required by Government Code section 66006(b). Section 66006(b) requires the County to make the following fiscal year information available within 180 days after the end of the fiscal year: (1) A brief description of the type of fee in the account or fund. (2) The amount of the fee. (3) The beginning and ending balance of the account or fund. (4) The amount of the fees collected, and the interest earned. Five-Year Program Report for the Richmond/El Sobrante Area of Benefit 2 OF 11 (5) An identification of each public improvement on which fees were expended during the fiscal year and the amount of the expenditures on each improvement, including the total percentage of the cost of the public improvement that was funded with fees. (6) An identification of the approximate date by which the construction of the public improvement will commence if the County determines that sufficient funds have been collected to complete financing on an incomplete public improvement. (7) A description of each interfund transfer or loan made from the account or fund, including the public improvement on which the transferred or loaned fees will be expended, and in case of an interfund loan, the date on which the loan will be repaid, and the rate of interest that the account or fund will receive on the loan. (8) The amounts of any refunds under Section 66001 (e), and any allocations under Section 66001(f). This report has been prepared to satisfy the above five-year findings and reporting requirements. This report includes the findings that the Board of Supervisors is required to make under Government Code Section 66001(d)(1), and information in support of each of those findings. This report also is prepared to provide Richmond/El Sobrante AOB fiscal year 2022/2023 information that must be made publicly available, pursuant to Government Code Section 66006(b). II. BACKGROUND An AOB is a geographic area of unincorporated Contra Costa County in which the County imposes transportation mitigation fees – a type of development impact fee on new development to fund new development’s share of the transportation improvements required to satisfy transportation demands within that geographic area. (See Gov. Code, §§ 66484, 66484.7.) The County has 14 Areas of Benefit. This five-year update report relates to the Richmond/El Sobrante AOB. The Richmond/El Sobrante AOB boundary location is shown in Figure 1. Five-Year Program Report for the Richmond/El Sobrante Area of Benefit 3 OF 11 Figure 1. AOB Boundary Map The current fee structure is based upon the analysis published in the “Revised Development Program Report for the Richmond/El Sobrante Area of Benefit” dated June 1985. The Development Program Report (DPR) was adopted by the Board of Supervisors on May 14, 1991, per Resolution No. 91/309. The current Richmond/El Sobrante AOB program includes a project list that consists of 18 projects, focused upon safety and capacity improvements throughout the area (see Table 1). Five-Year Program Report for the Richmond/El Sobrante Area of Benefit 4 OF 11 Fee Rates The current fee rates established with Ordinance No. 91-27 are listed below. Land Use Type Fee Per Unit Single Family Residential $ 3,178 per dwelling unit Multi-Family Residential $ 2,555 per dwelling unit Commercial/Retail $ 7.93 per square foot of gross floor area Office $ 5.05 per square foot of gross floor area Other $ 3,177 per p.m. peak-hour trip The Ordinance does not allow for an annual fee adjustment. Projects Constructed None of the incomplete AOB projects were designed or constructed during the five-year period between fiscal year 2018/2019 and 2022/2023. Five-Year Program Report for the Richmond/El Sobrante Area of Benefit 5 OF 11 Table 1. Richmond/El Sobrante AOB Project List Cost estimates and fee rate calculations provided below are from the 1991 Development Program Report and, therefore, reflect dollar values at the time of adoption in 1991. ID Project Proposed Total Cost Potential AOB Fee Contribution 1 Signal at Dam Road and Castro Ranch $325,000 $325,000 2 Sobrante/Valley View/Appian Triangle $1,883,000 $397,000 3 Dual left turn lanes on Dam Road at Appian Way $400,000 $200,000 4 Signal at Manor Road and Appian $175,000 $54,000 5 Signal at Milton Drive and Dam Road $175,000 $110,000 6 Signal at May Road and Valley View Road $175,000 $139,000 7 Signal at Pebble Drive and Appian Way $175,000 $107,000 8 Castro Ranch Road - Widening $1,600,000 $694,000 9 El Portal – I-80 to Dam Road $400,000 $400,000 10 Fifth lane of Dam Road – Appian to Castro Ranch Road $5,000,000 $3,150,000 11 Signal at Allview Avenue and Appian Way $175,000 $54,000 12 Signal at Clark Road and Dam Road $175,000 $175,000 13 Ultimate improvements on Appian Way – Valley View Road to Pinole City limits $2,200,000 $682,000 14 San Pablo Dam Road Construction Richmond City Limits to Appian Way $6,300,000 $2,602,000 15 Signal at Greenridge Drive on Dam Road $175,000 $110,000 16 Ultimate Improvements on Appian Way – Valley View Road to Dam Road $2,100,000 $1,281,000 17 Signal at La Paloma Road and Appian Way $150,000 $92,000 18 Signal at Barranca and El Portal $125,000 $74,000 Five-Year Program Report for the Richmond/El Sobrante Area of Benefit 6 OF 11 SUBTOTAL $10,646,000 AOB Share (as of 1991) $10,646,000 2% Administration (as of 1991) $213,000 Total AOB Revenue (as of 1991) $10,859,000 Potential Development (as of 1991) 3,172 trips Fee Per Unit (as of 1991) $3,423 Note: The projects in Table 1 in bold are incomplete. Account Status FY 2018/2019 Beginning Fund Balance – $353,739.98 Funds Expended from FY 2018/2019–FY 2022/2023 – $40,403.72 Revenue generated between FY 2018/2019–FY 2022/2023 – $55,085.46 Fund Balance as of June 30, 2023 – $368,421.72 III. GOVERNMENT CODE SECTION 66001(d)(1) FINDINGS (1) Identify the purpose to which the transportation mitigation fees are to be put. The purpose of the fee program is to fund new development’s share of the estimated costs of the transportation improvements identified in the DPR and shown in Table 1 (“Transportation Improvements”), pursuant to Government Code Sections 66484 and 66484.7. The Transportation Improvements are necessary to meet transportation demands within the Richmond/El Sobrante AOB. The transportation mitigation fees will be used to partially or entirely fund the Transportation Improvements identified in the DPR, and included on Table 1, including costs related to planning, engineering, administration, right-of-way acquisition, construction, or any other permits or studies required through the construction process for the improvements. (2) Demonstrate a reasonable relationship between the transportation mitigation fees and the purpose for which they are charged. Five-Year Program Report for the Richmond/El Sobrante Area of Benefit 7 OF 11 As further described in the DPR, the transportation mitigation fees are imposed to fund new development’s proportional share of the Transportation Improvements that will serve or mitigate the impact of transportation demands caused by new development within the Richmond/El Sobrante AOB. New development within the Richmond/El Sobrante AOB will include new single-family residential and multi- family residential dwelling units and new commercial/retail, office, and industrial developments. Each of these types of development generates vehicle trips at a certain rate. The transportation mitigation fees represent new development’s proportional share of the cost of the Transportation Improvements. Each new development project pays its fair share of the cost of the Transportation Improvements required to accommodate it, based on the number of equivalent dwelling units and trips generated. The transportation mitigation fee for each new development will be calculated based on a factor of the number of peak-hour vehicle trips that will be generated by each new development project and charged on a per-dwelling-unit, per-square-foot, or per-peak-hour-trip basis. The method of fee apportionment is based upon industry standard trip generation rates per the Trip Generation Manual published by the Institute of Transportation Engineers. (3) Identify all sources and amounts of funding anticipated to complete financing of incomplete transportation improvements identified in the Report. The Transportation Improvements within the Richmond/El Sobrante AOB program will be partially funded by AOB fee revenues. Other sources of funding, such as State or Federal aid, or local funding sources, such as Measure J funds or gas tax revenues, will be pursued to complete financing of these improvements. The rate at which revenue is generated by transportation mitigation fees within the Richmond/El Sobrante AOB is dependent on the rate of new development. Richmond/El Sobrante AOB revenue generation, as well as gas tax revenue and grant funds, drive the timing of construction of Transportation Improvements Five-Year Program Report for the Richmond/El Sobrante Area of Benefit 8 OF 11 because it is anticipated that most improvements will be funded through a combination of all these funding sources. (4) Designate the approximate dates on which the funding referred to in paragraph three (3) above is expected to be deposited into the appropriate account or fund. The rate of revenue for capital improvements can vary based upon the economy and political issues, so the anticipated dates for funding are estimated. The rate of development is dependent on the economy and, thus, influences the rate of Richmond/El Sobrante AOB fee collections. Over the last five years approximately $46,947 in Richmond/El Sobrante AOB fees were collected. Federal, State, and local dollars can also be unpredictable. Historically, the rate of gas tax revenue was relatively constant, but due to reduced revenue resulting from fuel efficient vehicles and pending legislation, it is difficult to predict the rate of matching funds for these projects in the future. Grant funds are also difficult to predict as local agencies compete for funding, and awards are not assured. Although the rate of funding is unpredictable, a very rough estimate over the next five years for funding of circulation improvements on the Richmond/El Sobrante AOB project list is approximately $55,000 from the Richmond/El Sobrante AOB. Due to funding constraints, there are no immediate plans to construct or complete any of the projects listed in Table 1 over the next five years. IV. GOVERNMENT CODE SECTION 66006(b)(1) INFORMATION FOR FY 2022/2023 As Section III of this report provided accounting information for the past five years, Section IV provides annual reporting for fiscal year 2022/2023. Full accounting will be provided for Richmond/El Sobrante AOB with the AB1600 annual report (see Exhibit A), Five-Year Program Report for the Richmond/El Sobrante Area of Benefit 9 OF 11 which is provided to the Board of Supervisors within 180 days of the end of the fiscal year. (1) A brief description of the type of fee in the account or fund. The Richmond/El Sobrante AOB fee is a development impact fee on new development to fund new development’s share of the cost to construct road improvements to serve new developments in the Richmond/El Sobrante area of Contra Costa County. Requiring that all new development pay a road improvement fee will ensure that they participate in the cost of improving the road system. (2) The amount of the fee. The fee rates for FY 2022/2023 at the end of the reporting period: Land Use Type Fee Per Unit Single Family Residential $3,178 per dwelling unit Multi-Family Residential $2,555 per dwelling unit Commercial/Retail $7.93 per square foot Office $5.05 per square foot Industrial OTHER per square foot Other $3,177 per peak-hour trip (3) The beginning and ending balance of the account or fund: FY 2022/2023 Beginning Fund Balance – $366,993.05 FY 2022/2023 Ending Fund Balance – $368,421.72 (4) The amount of the fees collected and the interest earned: Developer Fees Collected – $0.00 Interest Earned – $2,300.12 Five-Year Program Report for the Richmond/El Sobrante Area of Benefit 10 OF 11 (5) An identification of each public improvement on which fees were expended during the fiscal year and the amount of the expenditures on each improvement, including the total percentage of the cost of the public improvement that was funded with fees. No fees were expended on public improvements in this fiscal year. (6) An identification of the approximate date by which the construction of the public improvement will commence if the County determines that sufficient funds have been collected to complete financing on an incomplete public improvement. There is no approximate date to report. (7) A description of each interfund transfer or loan made from the account or fund, including the public improvement on which the transferred or loaned fees will be expended, and in case of an interfund loan, the date on which the loan will be repaid, and the rate of interest that the account or fund will receive on the loan. An interfund transfer or loan was not made from the fund. (8) The amounts of any refunds under Section 66001 (e), and any allocations under Section 66001(f). No refunds have been made to the fund. V. CONCLUSION The Richmond/El Sobrante AOB program has generated revenue representing new development’s proportional share of the cost of Transportation Improvements needed to mitigate transportation impacts within the Richmond/El Sobrante AOB. Over the past five years, no such projects have been constructed using Richmond/El Sobrante transportation mitigation fee revenues. Therefore, the County still requires funding from Five-Year Program Report for the Richmond/El Sobrante Area of Benefit 11 OF 11 the Richmond/El Sobrante AOB to construct the Transportation Improvements included in the Richmond/El Sobrante program. Looking forward to the next five years, it is anticipated that the Richmond/El Sobrante AOB will be reevaluated and reestablished with an updated project list and fee structure. Upon adoption of a new ordinance to update the Richmond/El Sobrante AOB, the current fund balance will be allocated to the projects listed in Table 1. G:\transeng\AOB\Richmond-El Sobrante AOB\2023 5 year Update 2023\5-Year Report Richmond El Sobrante AOB.docx 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1206 Name: Status:Type:Consent Item Passed File created:In control:11/16/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:ACCEPT the County’s Discovery Bay Area of Benefit Development Impact Fee Five-Year Program Report for fiscal years 2018/2019 through 2022/2023, and make required findings, as recommended by the Public Works Director, Discovery Bay area. (No fiscal impact) Attachments:1. 5-Year Report Discovery Bay AOB.pdf Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Report Title:Discovery Bay Area of Benefit Development Impact Fee Five-Year Program Report for FY 2018/2019 through 2022/2023, Discovery Bay area. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT the County’s Discovery Bay Area of Benefit (AOB)Development Impact Fee Five-Year Program Report (Report)for fiscal years 2018/2019 through 2022/2023,as recommended by the Public Works Director,Discovery Bay area. (District III) FIND that: A.The Report describes the types of fees contained in the Discovery Bay AOB Fund (Fund No.1390),including the amount of the fees,the beginning and ending balance of the Capital Facilities Fund,as well as the amount of fees collected, and the interest earned thereon. B.The Report identifies each public improvement on which Discovery Bay AOB fees were expended,and the amount of the expenditures on each improvement,including the total proportion or percentage of the cost of the public improvement that was funded with Discovery Bay AOB Fees. C.As described in the Report,sufficient funds have not been collected to complete the financing on incomplete public improvements to be funded with Discovery Bay AOB fees. D.There were no interfund transfers or loans made from the Fund. E.Sufficient funds have not been collected to complete the financing of any incomplete public improvements on the Discovery Bay AOB project list,as described in the Report,and there were no refunds made of Discovery Bay AOB fees. FISCAL IMPACT: No fiscal impact. BACKGROUND: Contra Costa County imposes AOB fees on new development within 14 separate AOBs in unincorporated Contra Costa County,pursuant to Government Code sections 66000 through 66025,66484,and 66484.7.The AOB program is a traffic CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1206,Version:1 County,pursuant to Government Code sections 66000 through 66025,66484,and 66484.7.The AOB program is a traffic fee mitigation program imposed to recover new development’s proportional share of the costs of transportation improvements required to meet transportation demands within the AOB.The specific transportation improvements required within each AOB,the costs of those improvements,and new development’s proportional share of those costs,are more particularly described in the most recent Development Program Report for each AOB.The Development Program Reports and supporting documentation for all AOBs are on file with the Public Works Department. The Discovery Bay AOB includes portions of unincorporated Contra Costa County in the Discovery Bay area.On May 22,2018,the Board of Supervisors adopted Ordinance No.2018-16 to readopt the boundaries of the Discovery Bay AOB and to impose transportation mitigation fees on new development within the Discovery Bay AOB to fund transportation improvements on the project list.The Development Program Report and Nexus Study in support of Ordinance No.2023- 28 more particularly describe the fee program and the projects on the project list. Government Code section 66001(d)(1)requires the County to make specific findings related to AOB fees,projects,and funds following the fifth fiscal year after monies are first deposited in an AOB fee account.Government Code section 66001(d)(2)requires these findings to be made in connection with providing information required to be released for that fifth fiscal year, in accordance with Government Code section 66006(b)(1). The Public Works Department prepared the Development Impact Fee Five-Year Program Report for Discovery Bay AOB for fiscal years 2018/2019 through 2022/2023 to satisfy reporting requirements of Government Code sections 66001(d)(1) 66006(b)(1)that apply to collection and accounting of AOB fee revenues.The Report was made available at the Clerk of the Board’s office at least 15 days before the Board meeting,in accordance with Government Code section 66006(b)(2). Public Works Department staff recommends that the Board accepts the Report,make the findings included in the Report based on the information in the Report,and accepts the fiscal years 2018/2019 through 2022/2023 information included in the Report, all in accordance with Government Code sections 66001(d) and 66006(b). CONSEQUENCE OF NEGATIVE ACTION: The required findings would not be made, and the required information would not be provided at this time. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ "Accredited by the American Public Works Association" 255 Glacier Drive Martinez, CA 94553-4825 TEL: (925) 313-2000 • FAX: (925) 313-2333 www.cccpublicworks.org Brian M. Balbas, Director Deputy Directors Stephen Kowalewski, Chief Allison Knapp Warren Lai Carrie Ricci Joe Yee ADOPTED BY BOARD OF SUPERVISORS ON __________________ Five-Year Program Report for the Discovery Bay Area of Benefit November 2023 Prepared Pursuant to Government Code Section 66001(d)(1) Prepared by and for: Contra Costa County Public Works Department, Transportation Engineering Division and Department of Conservation and Development, Community Development Division Five-Year Program Report for the Discovery Bay Area of Benefit 1 OF 10 I. INTRODUCTION The Discovery Bay Area of Benefit (AOB) is a traffic mitigation fee program established for developers to contribute their fair share of the cost for transportation improvements necessary to serve growth. On May 22, 2018, the Contra Costa County Board of Supervisors adopted Ordinance No. 2018-16, as well as Resolution No. 2018/182, to update the AOB Program for the Discovery Bay AOB. Government Code Section 66001(d)(1), and Contra Costa Ordinance No. 2018-16, require that in the fifth fiscal year following the first deposit into the fund established for receipt of deposits of the collected transportation mitigation fees, and every five years thereafter, the Board of Supervisors shall make all the following findings with respect to that portion of the Discovery Bay AOB fund remaining unexpended, whether committed or uncommitted: (1) Identify the purpose to which the transportation mitigation fees are to be put. (2) Demonstrate a reasonable relationship between the transportation mitigation fees and the purpose for which they are charged. (3) Identify all sources and amounts of funding anticipated to complete financing of incomplete transportation improvements identified in the Report. (4) Designate the approximate dates on which the funding referred to in paragraph three (3) above is expected to be deposited into the appropriate account or fund. Government Code Section 66001(d)(2) requires the above findings to be made in connection with providing the public information required by Government Code Section 66006(b). Section 66006(b) requires the County to make the following fiscal year information available within 180 days after the end of the fiscal year: (1) A brief description of the type of fee in the account or fund. (2) The amount of the fee. (3) The beginning and ending balance of the account or fund. Five-Year Program Report for the Discovery Bay Area of Benefit 2 OF 10 (4) The amount of the fees collected, and the interest earned. (5) An identification of each public improvement on which fees were expended during the fiscal year and the amount of the expenditures on each improvement, including the total percentage of the cost of the public improvement that was funded with fees. (6) An identification of the approximate date by which the construction of the public improvement will commence if the County determines that sufficient funds have been collected to complete financing on an incomplete public improvement. (7) A description of each interfund transfer or loan made from the account or fund, including the public improvement on which the transferred or loaned fees will be expended, and in case of an interfund loan, the date on which the loan will be repaid, and the rate of interest that the account or fund will receive on the loan. (8) The amounts of any refunds under Section 66001 (e), and any allocations under Section 66001(f). This report has been prepared to satisfy the above five-year findings and reporting requirements. This report includes the findings that the Board of Supervisors is required to make under Government Code Section 66001(d)(1), and information in support of each of those findings. This report also is prepared to provide Discovery Bay AOB Fiscal Year 2022/2023 information that must be made publicly available, pursuant to Government Code Section 66006(b). II. BACKGROUND An AOB is a geographic area of unincorporated Contra Costa County in which the County imposes transportation mitigation fees – a type of development impact fee on new development to fund new development’s share of the transportation improvements required to satisfy transportation demands within that geographic area. (See Gov. Code, §§ 66484, 66484.7.) The County has 14 Areas of Benefit. This five-year update report Five-Year Program Report for the Discovery Bay Area of Benefit 3 OF 10 relates to the Discovery Bay AOB. The Discovery Bay AOB boundary location is shown in Figure 1. Figure 1. AOB Boundary Map The current fee structure is based upon the analysis published in the “Nexus Study Discovery Bay Area of Benefit”, dated April 2018 (Nexus Study). The Nexus Study is included as an exhibit to the Development Program Report (DPR) attached as Exhibit 1 to Resolution No. 2018/182, adopted by the Board of Supervisors on May 22, 2018. Five-Year Program Report for the Discovery Bay Area of Benefit 4 OF 10 The current Discovery Bay AOB program includes a project list that consists of 9 projects, focused upon safety, pedestrian infrastructure, bicycle infrastructure and capacity improvements throughout the area (see Table 1). Fee Rates The fee rates established with Ordinance No. 2018-16 are listed below. Land Use type Fee Per Unit Single Family Residential $ 9,244 per dwelling unit Multi-Family Residential $ 5,675 per dwelling unit Commercial/Retail $ 9.11 per square foot Office $ 7.37 per square foot Industrial $ 5.85 per square foot Other $ 9,244 per peak-hour trip The Ordinance also allows for an annual fee adjustment. The current fee rates were last adjusted on January 1, 2023, and are as follows: Land Use type Fee Per Unit Single Family Residential $ 11,648 per dwelling unit Multi-Family Residential $ 7,151 per dwelling unit Commercial/Retail $ 11.48 per square foot Office $ 9.28 per square foot Industrial $ 7.38 per square foot Other $ 11,648 per peak-hour trip Projects Constructed The following projects have been designed or constructed since 2018: Byron Highway – Byer Road Improvements (ID No. 3) Five-Year Program Report for the Discovery Bay Area of Benefit 5 OF 10 Table 1. Discovery Bay AOB Project List Cost estimates and fee rate calculations provided below are from the 2018 Nexus Study and DPR and, therefore, reflect dollar values at the time of adoption in 2018. ID Project Total Cost Estimate Discovery Bay AOB Share Discovery Bay AOB Allocation 1 Discovery Bay Boulevard at Clipper Drive Intersection Improvements $1,910,000 31.28% $599,341 2.1 Improvements Along SR-4: Widening and Bicycle Improvements Between Bixler and Discovery Bay Boulevard $4,976,000 30.33% $1,509,204 2.2 Improvements Along SR-4: Rebuild Bridge to Accommodate Four Lanes Between Bixler Road and Discovery Bay Boulevard $8,201,000 30.33% $2,487,336 2.3 Improvements Along SR-4: Intersection Improvements at Newport Drive $731,000 33.33% $243,667 2.4 Improvements Along SR-4: Widen Roadway Between Byron Highway and Regatta Drive $4,096,000 30.33% $1,242,303 3 Byron Highway at Byer Road Intersection Improvements $1,198,000 22.85% $273,738 4 Clipper Drive Traffic Calming Measures $224,000 4.58% $10,262 5 Bixler Road Widening and Bicycle Improvements, Between SR-4 and Byer Road $5,742,000 4.58% $263,068 6 Byer Road Widening and Bicycle Improvements, Between Bixler Road and Byron Highway $5,742,000 4.58% $250,927 TOTAL $32,555,000 20.37% $6,879,847 Existing Fee Account Balance (as of 2018) $240,760 Total Cost Minus Existing Funds (as of 2018) $6,639,087 Projected Growth in Trips (as of 2018) 155 Projected Fee per Trip (as of 2018) $42,832 Five-Year Program Report for the Discovery Bay Area of Benefit 6 OF 10 Account Status FY 2018/2019 Beginning Fund Balance – $130,469.05 Funds Expended from FY 2018/2019–FY 2022/2023 – $130,495.63 Revenue generated between FY 2018/2019–FY 2022/2023 – $147,870.65 Fund Balance as of June 30, 2023 – $147,844.07 III. GOVERNMENT CODE SECTION 66001(d)(1) FINDINGS (1) Identify the purpose to which the transportation mitigation fees are to be put. The purpose of the fee program is to fund new development’s share of the estimated costs of the transportation improvements identified in the Nexus Study and shown in Table 1 (“Transportation Improvements”), pursuant to Government Code sections 66484 and 66484.7. The Transportation Improvements are necessary to meet transportation demands within the Discovery Bay AOB by 2040. The transportation mitigation fees will be used to partially or entirely fund the Transportation Improvements identified in the Nexus Study, and included on Table 1, including costs related to planning, engineering, administration, right-of-way acquisition, construction, or any other permits or studies required through the construction process for the improvements. Project Number 3 as identified in Table 1 was completed in 2022. (2) Demonstrate a reasonable relationship between the transportation mitigation fees and the purpose for which they are charged. As further described in the Nexus Study, the transportation mitigation fees are imposed to fund new development’s proportional share of the Transportation Improvements that will serve or mitigate the impact of transportation demands caused by new development within the Discovery Bay AOB by 2040. New development within the Discovery Bay AOB will include new single-family residential and multi-family residential dwelling units and new commercial/retail, Five-Year Program Report for the Discovery Bay Area of Benefit 7 OF 10 office, and industrial developments. Each of these types of development generates vehicle trips at a certain rate. The transportation mitigation fees represent new development’s proportional share of the cost of the Transportation Improvements. Each new development project pays its fair share of the cost of the transportation improvements required to accommodate it, based on the number of equivalent dwelling units and trips generated. The transportation mitigation fee for each new development will be calculated based on a factor of the number of peak -hour vehicle trips that will be generated by each new development project, and charged on a per-dwelling-unit, per-square-foot, or per-peak-hour-trip basis. The method of fee apportionment is based upon industry standard trip generation rates per the Trip Generation Manual published by the Institute of Transportation Engineers. (3) Identify all sources and amounts of funding anticipated to complete financing of incomplete transportation improvements identified in the Report. The Transportation Improvements within the Discovery Bay AOB program will be partially funded by AOB fee revenues. Other sources of funding, such as State or Federal aid, or local funding sources, such as Measure J funds or gas tax revenues, will be pursued to complete financing of these projects on a project-by-project basis. The rate at which revenue is generated by transportation mitigation fees within the Discovery Bay AOB is dependent on the rate of new development. Discovery Bay AOB revenue generation, as well as gas tax revenue, and grant funds, drive the timing of construction of Transportation Improvements because it is anticipated that most improvements will be funded through a combination of all these funding sources. (4) Designate the approximate dates on which the funding referred to in paragraph three (3) above is expected to be deposited into the appropriate account or fund. Five-Year Program Report for the Discovery Bay Area of Benefit 8 OF 10 The rate of revenue for capital improvements can vary based upon the economy and political issues, so the anticipated dates for funding are estimated. The rate of development is dependent on the economy and, thus, influences the rate of Discovery Bay AOB fee collections. Over the last five years approximately $139,650 in Discovery Bay AOB fees were collected. Federal, State, and local dollars can also be unpredictable. Historically, the rate of gas tax revenue was relatively constant, but due to reduced revenue resulting from fuel efficient vehicles and pending legislation, it is difficult to predict the rate of matching funds for these projects in the future. Grant funds are also difficult to predict as local agencies must compete for funding, and awards are not assured. Although the rate of funding is unpredictable, a very rough estimate over the next five years for funding of improvements on the Discovery Bay AOB project list is $150,000 from Discovery Bay AOB. IV. GOVERNMENT CODE SECTION 66006(b)(1) INFORMATION FOR FY 2022/2023 As Section III of this report provided accounting information for the past five years, Section IV provides annual reporting for fiscal year 2022/2023. Full accounting will be provided for Discovery Bay AOB with the AB1600 annual report, which is provided to the Board of Supervisors within 180 days of the end of the fiscal year. (1) A brief description of the type of fee in the account or fund. The Discovery Bay AOB fee is a development impact fee on new development to fund new development’s share of the cost to construct road improvements to serve new developments in the Discovery Bay area of Contra Costa County. Requiring that all new development pay a road improvement fee will ensure that they participate in the cost of improving the road system. Five-Year Program Report for the Discovery Bay Area of Benefit 9 OF 10 (2) The amount of the fee. The fee rates for FY 2022/2023 at the end of the reporting period: Land Use type Fee Per Unit Single Family Residential $ 11,648 per dwelling unit Multi-Family Residential $ 7,151 per dwelling unit Commercial/Retail $ 11.48 per square foot Office $ 9.28 per square foot Industrial $ 7.38 per square foot Other $ 11,648 per peak-hour trip (3) The beginning and ending balance of the account or fund: FY 2022/2023 Beginning Fund Balance – $123,295 FY 2022/2023 Ending Fund Balance – $147,844 (4) The amount of the fees collected, and the interest earned: Developer Fees Collected – $22,236 Interest Earned – $2,323 (5) An identification of each public improvement on which fees were expended during the fiscal year and the amount of the expenditures on each improvement, including the total percentage of the cost of the public improvement that was funded with fees. There are no expenditures to report. (6) An identification of the approximate date by which the construction of the public improvement will commence if the County determines that sufficient funds have been collected to complete financing on an incomplete public improvement. Five-Year Program Report for the Discovery Bay Area of Benefit 10 OF 10 There are no approximate dates to report. (7) A description of each interfund transfer or loan made from the account or fund, including the public improvement on which the transferred or loaned fees will be expended, and in case of an interfund loan, the date on which the loan will be repaid, and the rate of interest that the account or fund will receive on the loan. An interfund transfer or loan was not made from the fund. (8) The amounts of any refunds under Section 66001 (e), and any allocations under Section 66001(f). No refunds have been made to the fund. V. CONCLUSION The Discovery Bay AOB program has generated revenue representing new development’s proportional share of the cost of Transportation Improvements needed to mitigate transportation impacts within the Discovery Bay AOB by 2040. Over the past five years, one project has been completed using a combination of Discovery Bay AOB transportation mitigation fee revenue, Federal funds such as Highway Safety Improvement Program, (HSIP), and other local funds such as East County Regional AOB funds. These funds have been and will continue to be used to fully fund projects on the AOB project list. The remainder of funds for the future projects will come from a combination of grants and local road funds. The circulation needs for this area as detailed in the 2018 Nexus Study remain. The current fund balance will be allocated to the projects listed in Table 1. G:\transeng\AOB\Discovery Bay AOB\2023 5-yr review\5-Year Report Discovery Bay AOB.docx 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1207 Name: Status:Type:Consent Item Passed File created:In control:11/27/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:ACCEPT the County’s Development Impact Fee Annual Report for fiscal year 2022/2023 for the Area of Benefit program in unincorporated Contra Costa County, as recommended by the Public Works Director, Countywide. (No fiscal impact) Attachments:1. AB1600 Report FY 22-23.pdf Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Report Title:Development Impact Fee Annual Report for fiscal year 2022/2023 for AOB Program, Countywide. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT the County’s Development Impact Fee Annual Report for fiscal year 2022/2023 for Area of Benefit (AOB)program in unincorporated Contra Costa County,as recommended by the Public Works Director, Countywide. FISCAL IMPACT: No fiscal impact. BACKGROUND: Contra Costa County imposes AOB fees on new development within 14 separate AOBs in unincorporated Contra Costa County,pursuant to Government Code sections 66000 through 66025,66484,and 66484.7.The AOB program is a traffic mitigation fee program imposed to recover new development’s proportional share of the costs of transportation improvements required to meet transportation demands within the AOB.The specific transportation improvements required within each AOB,the costs of those improvements,and new development’s proportional share of those costs are more particularly described in the most recent Development Program Report for each AOB.Development Program Reports and supporting documentation for all AOBs are on file with the Public Works Department. The Public Works Department prepared the attached Development Impact Traffic Fee Annual Report (Report) for fiscal year 2022/2023 to satisfy annual reporting requirements of Government Code section 66006(b)(1) that apply to collection and accounting of AOB fee revenues.The Report was made available at the Clerk of the Board’s office at least 15 days before the Board meeting,in accordance with Government Code section 66006 (b)(2).Public Works Department staff recommends that the Board accept the Report,make the findings included in the Report based on the information in the Report,and accept the fiscal year 2022/2023 information CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1207,Version:1 included in the Report based on the information in the Report,and accept the fiscal year 2022/2023 information included in the Report, all in accordance with Government Code section 66006(b). CONSEQUENCE OF NEGATIVE ACTION: The required findings would not be made, and the required information would not be provided at this time. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ Development Impact Traffic Fee Annual Report Contra Costa County Area of Benefit Program In Compliance with Mitigation Fee Act/Assembly Bill 1600 Fiscal Year 2022/2023 Table of Contents Reporting Requirements for Development Impact Traffic Fees 1 Report Format 2 Attachments Fiscal Year 2022/2023 A Traffic Fee Schedule Fund Balance/Revenue/Expenditures Project Expenditures Areas of Benefit Boundary Map B 1 Development Impact Traffic Fee Annual Report Contra Costa County Area of Benefit Program Legal Requirements for Development Impact Traffic Fees California Government Code Section 66006 provides that each local agency that imposes development impact traffic fees must prepare an annual report that includes specific information about those fees. In addition, Assembly Bill 1600 imposes certain accounting and reporting requirements with respect to the fees collected. The fees, for accounting purposes, must be segregated from the general funds of the County and from other funds or accounts containing fees collected for other improvements. Interest on each development fund must be credited to that fund or account and used only for the purposes for which the fees were collected. For each separate development impact fund that the local agency maintains, California Government Code Section 66006(b)(1) requires the local agency to make available to the public, within 180 days after the end of each fiscal year, the following information for that fiscal year: A. A brief description of the type of fee in the account or fund. B. The amount of the fee. C. The beginning and ending balance of the account or fund. D. The amount of the fees collected and interest earned. E. An identification of each public improvement on which fees were expended and the amount of expenditures on each improvement, including the total percentage of the cost of the public improvement that was funded with fees. F. An identification of an approximate date by which the construction of the public improvement will commence if the local agency determines that sufficient funds have been collected to complete financing on an incomplete public improvement. G. A description of each inter-fund transfer or loan made from the account or fund, including the public improvement on which the transferred or loaned fees will be expended, and, in the case of an inter-fund loan, the date on which the loan will be repaid and the rate of interest that the account or fund will receive on the loan. H. The amount of refunds made due to sufficient funds being collected to complete financing on incomplete public improvements, and the amount of reallocation of funds made due to administrative costs of refunding unexpended revenues exceeding the amount to be refunded. 2 Area of Benefit An “Area of Benefit” (AOB) is a transportation mitigation program related to a specific geographic area of unincorporated Contra Costa County in which the County imposes transportation mitigation fees. This fee is a type of development impact fee on new development to fund new development’s share of the transportation improvements required to satisfy transportation demands within that geographic area. (See Gov. Code, § 66484, 66484.7.) As of the end of fiscal year 2022/2023, the County had 14 areas within the AOB program. A map of the AOBs is included as Attachment B to this report. The current project list for each AOB is included in the most recent development program report for the AOB, a copy of which can be obtained from the Public Works Department. Report Format Attachment A to this report is a financial report that provides accounting information for fiscal year 2022/2023, as required by Government Code section 66006(b)(1). For the fiscal year the report includes three primary tables: Table 1 is a “Fee Schedule” table that identifies the transportation mitigation fees imposed on new development within each AOB during the fiscal year; Table 2 is a “Fund Balance” table that identifies the beginning and ending fund balance, amount of fees collected, total revenue, and total expenditures for each AOB; and Table 3 is a “Project Expenditures” table that identifies each project on which fees were expended, the amount of the AOB funds expended on each project, total project expenditures, and percentage of the total project cost funded with AOB fees. The total project cost listed in the third Table is an estimate and may be modified in future years as a project develops. The initial project estimates developed during the preparation of the Nexus Study are based upon assumptions related to the site conditions. As the project develops and data become available related to topography, geometry, soil conditions, environmental studies, drainage studies, etc., the cost estimate becomes more refined. At close-out of project construction, the total project cost reflects the actual cost. The “Other Expenses” column within Table 2 identifies those expenses that are not identified in Table 3 but relate to any of the following activities: overall programming of projects, project development activities prior to issuance of a project-specific work order, coordinating with project applicants, preparation of AOB fee calculations, coordination through the Building Permit and Application Center, and accounting administration. Each of the AOB programs has been evaluated, and it has been determined that the need still exists for each of the AOB programs. Therefore, the fund balance has not been refunded or re-allocated, but rather efforts continue to move towards full implementation of projects within the project lists. ATTACHMENT A Fiscal Year 2022/2023 Table 1. Fee Schedule Table 2. Fund Balance/Revenue/Expenditures Table 3. Project Expenditures TABLE 1. FEE SCHEDULE Single Family Multi Family Residential Residential Office Industrial Light Industrial Commercial Other TRAFFIC FEE AREAS Fund ($/DU) ($/DU) ($/SF) ($/SF) ($/SF) ($/SF) ($/Peak Hour Trip) Alamo 1260 $16,142.00 $13,446.00 $14.91 $14.91 $14.91 $14.91 $16,142.00 Bay Point 1395 $10,880.00 $6,638.00 $5.17 $4.10 OTHER $6.37 $10,880.00 Bethel Island 1290 $2,235.00 $1,364.00 $2.58 $2.03 OTHER $3.20 $2,235.00 Briones 1241 $2,300.00 $1,840.00 $3.68 $1.60 OTHER $5.75 $2,300.00 Central County 1242 $5,702.00 $3,500.00 $6.54 $5.20 OTHER $8.09 $5,702.00 Discovery Bay 1390 $11,648.00 $7,151.00 $9.28 $7.38 OTHER $11.48 $11,648.00 East County Regional 1282 $12,168.00 $6,989.00 $8.51 $4.24 OTHER $12.27 $12,045.00 Hercules/Rodeo/Crockett 1231 $1,648.00 $1,319.00 $2.63 $1.15 OTHER $4.12 $1,648.00 Martinez 1240 $7,579.00 $6,087.00 $12.14 $5.32 $8.52 $19.02 $7,579.00 North Richmond 1234 $4,740.00 $3,803.00 $8.35 $6.62 $6.62 $12.01 $7,287.00 Pacheco 1399 $7,228.00 $4,409.00 $8.32 $6.58 OTHER $10.27 $7,228.00 Richmond/El Sobrante 1394 $3,178.00 $2,555.00 $5.05 OTHER OTHER $7.93 $3,178.00 South County 1270 $3,766.00 $3,766.00 OTHER OTHER OTHER OTHER $3,766.00 West County 1232 $5,907.00 $4,727.00 OTHER OTHER OTHER $11.28 $5,907.00 TABLE 2. FUND BALANCE/REVENUE/EXPENDITURES Beginning Developer Interest Other Revenue Total Project Other Total Ending Fund Bal Fees Income / Transfers Revenue Expenditures Expenses Expenses Fund Bal TRAFFIC FEE AREAS Fund Alamo 0641 1260 $1,223,218.09 $96,016.00 $38,212.12 $0.00 $134,228.12 $0.00 $595.71 $595.71 $1,356,850.50 Baypoint 0685 1395 $2,004,576.81 $1,037,640.07 $68,869.78 $0.00 $1,106,509.85 $0.00 $2,471.14 $2,471.14 $3,108,615.52 Bethel Island 0653 1290 $295,412.18 $17,100.00 $0.00 $0.00 $17,100.00 $0.00 $0.00 $0.00 $312,512.18 Briones 0636 1241 $544,143.45 $0.00 $3,649.35 $0.00 $3,649.35 $0.00 $75.00 $75.00 $547,717.80 Central County 0637 1242 $5,237,662.45 $63,723.00 $193,864.68 $0.00 $257,587.68 $0.00 $67,360.75 $67,360.75 $5,427,889.38 Discovery Bay 0680 1390 $123,294.72 $22,236.00 $2,323.35 $0.00 $24,559.35 $0.00 $10.00 $10.00 $147,844.07 East County 0645 1282 $4,447,671.66 $84,068.00 $118,424.03 $0.00 $202,492.03 $0.00 $12,097.08 $12,097.08 $4,638,066.61 Hercules/Rodeo/Crockett 0631 1231 $28,758.87 $1,648.00 $0.00 $0.00 $1,648.00 $0.00 $0.00 $0.00 $30,406.87 Martinez 0635 1240 $2,589,827.12 $14,797.00 $74,889.85 $0.00 $89,686.85 $3,169.78 $12,034.63 $15,204.41 $2,664,309.56 North Richmond 0634 1234 $5,864,406.31 $58,550.46 $209,623.94 $0.00 $268,174.40 $0.00 $33,882.35 $33,882.35 $6,098,698.36 Pacheco 0687 1399 $579,196.14 $0.00 $1,488.50 $0.00 $1,488.50 $0.00 $67.00 $67.00 $580,617.64 Richmond/El Sobrante 0684 1394 $366,993.05 $0.00 $2,300.12 $0.00 $2,300.12 $0.00 $871.45 $871.45 $368,421.72 South County 0642 1270 $2,696,246.92 $20,983.43 $95,506.60 $0.00 $116,490.03 $0.00 $21,902.32 $21,902.32 $2,790,834.63 South Walnut Creek* 0638 1243 $133,727.54 $0.00 $12.60 $0.00 $12.60 $0.00 $22.00 $22.00 $133,718.14 West County 0632 1232 $128,055.43 $23,736.31 $116.16 $0.00 $23,852.47 $0.00 $4.00 $4.00 $151,903.90 Traffic AOB Totals $26,263,190.74 $1,440,498.27 $809,281.08 $0.00 $2,249,779.35 $3,169.78 $151,393.43 $154,563.21 $28,358,406.88 Fund Balances FY 22/23 *The South Walnut Creek AOB was absorbed into the Central County AOB during fiscal year 2021/2022 but is still shown as final adjustments must be made to close the South Walnut Creek fund. Fee Schedule FY 22/23 TABLE 3. PROJECT EXPENDITURES TRAFFIC FEE AREAS Project # Project Name (FY 22/23) (FY 22/23) (To Date) (To Date)(To Date) Total $0.00 Total $0.00 Total $0.00 Total $0.00 Total $0.00 Total $0.00 Total $0.00 Total $0.00 WO4113 Pacheco Boulevard: Improvements Blum $3,169.78 $67,521.50 $75,000.00 $150,779.46 50% Construct in 2025 Total $3,169.78 Total $0.00 Total $0.00 Total $0.00 Total $0.00 Total $0.00 Total Estimated Project Expenditures All Funding Sources Development Fees as Percentage of Total Expenditures Project Expenditures FY 22/23 Pacheco Project Status Alamo Baypoint Bethel Island Briones Central County Traffic Impact Fee Expenditures Total Project Expenditures All Funding Sources Traffic Impact Fee Expenditures Richmond/ El Sobrante South County West County Discovery Bay East County Hercules/ Rodeo/ Crockett Martinez North Richmond ATTACHMENT B AREAS OF BENEFIT BOUNDARY MAP SOUTHCOUNTY CENTRAL COUNTY ALAMO EAST COUNTYREGIONAL AREAOF BENEFIT DISCOVERYBAY BETHELISLANDBAY POINT PACHECOMARTINEZNORTHRICHMOND WESTCOUNTY RICHMOND/EL SOBRANTE BRIONES HERCULES/CROCKETT/RODEO §¨¦680 §¨¦80 §¨¦580 4 24 160 4 255 GLACIER DRIVE MARTINEZ, CALIFORNIA 94553 PH: (925) 313-2000 FAX: (925-313-2333 BOUNDARY MAPCONTRA COSTA COUNTY AREAS OF BENEFIT FEDERAL ID NO:DB: CB:DATE:SHEET OFE T SEP. 2023 1 1ÜJ S 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1208 Name: Status:Type:Consent Item Passed File created:In control:11/27/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:ACCEPT the Contra Costa County Flood Control and Water Conservation District Drainage Fee Program Annual Report for fiscal year 2022/23, as recommended by the Chief Engineer, Flood Control and Water Conservation District, Countywide. (No fiscal impact) Attachments:1. Drainage Fee Report 2022-23 Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:The Contra Costa County Flood Control and Water Conservation District Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Report Title:Accept the Drainage Fee Program Annual Report, Countywide. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ACCEPT the Contra Costa County Flood Control and Water Conservation District (FC District) Drainage Fee Program Annual Report (Report) for fiscal year 2022/23, as recommended by the Chief Engineer, FC District, Countywide. FISCAL IMPACT: No fiscal impact. BACKGROUND: The FC District Act (FCD Act)authorizes the FC District to set up drainage areas and associated fees (Section 12.2,FCD Act).The FC District is not the approving local agency for development projects.The approving local agency is either the city in which the development is located or the county,when the development is located in an unincorporated area.However,the FC District does recommend that the local approving agency collect a fee to support drainage infrastructure if the development is within a formed drainage area.The fee is described in each drainage area’s ordinance that is approved by the County Board of Supervisors.The FC District has an agreement with each city allowing each city to collect the fee on behalf of the FC District during the typical land development process and approval. For the purpose of transparency and recordkeeping,FC District staff produces this Report as a best practice. The FC District uses requirements listed in California Government Code Section 66006,and others listed below, as the guide for this Report. In conjunction with state law requirements that apply to impact fees paid in connection with the approval of a development project,California State legislation set certain legal and procedural parameters for the charging of development impact fees.This legislation was passed as AB1600 by the California Legislature and is now CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1208,Version:1 development impact fees.This legislation was passed as AB1600 by the California Legislature and is now codified as California Government Code Sections (GC §)66000 through 66025 (the “Mitigation Fee Act”).The Mitigation Fee Act imposes requirements on local agencies related to the accounting of fee revenues and expenditures.The FC District’s Drainage Fee Program consists of approximately 50 separate fee areas or boundaries throughout Contra Costa County,each with a separate list of eligible projects and a separate account to ensure that revenue collected from developments within a specific drainage area boundary will be spent specifically for projects identified within that drainage area. The attached Report provides accounting information for each of the drainage areas and is current as of the end of fiscal year 2022/23. CONSEQUENCE OF NEGATIVE ACTION: Without the approval of the Board of Supervisors, the public may not be aware of this accounting information. cc:Allison Knapp, Deputy Chief Engineer, allison.knapp@pw.cccounty.us Tim Jensen, Flood Control, tim.jensen@pw.cccounty.us Michelle Cordis, Flood Control, michelle.cordis@pw.cccounty.us Beth Balita, Finance,Elizabeth.Balita@pw.cccounty.us Rachelle Untal, Flood Control, Rachelle.Untal@pw.cccounty.us Catherine Windham, Flood Control, catherine.windham@pw.cccounty.us CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ Contra Costa County Flood Control and Water Conservation District Drainage Fee Program Annual Report In Support of Mitigation Fee Act/Assembly Bill 1600 Fiscal Year 2022/23 Page 1 of 2 Contra Costa County Flood Control and Water Conservation District Drainage Fee Program Annual Report Contra Costa County Flood Control and Water Conservation District’s Role The Contra Costa County Flood Control and Water Conservation District (District) Act (FCD Act) authorizes the District to set up Drainage Areas and associated fees (Section 12.2, FCD Act). The District is not the approving local agency of development projects. The approving local agency is either the City in which the development is located or the County when the development is located in an unincorporated area. However, the District does recommend that the approving local agency collect a fee to support drainage infrastructure if the development is within a formed Drainage Area. The fee is described in each Drainage Area’s ordinance, which is approved by the County Board of Supervisors. The District has an agreement with each City allowing each City to collect the fee on behalf of the District during the typical land development process and approval. For the purposes of transparency and record keeping, District staff produces this Drainage Fee Annual Report as a best practice. The District uses requirements listed in California Government Code Section 66006 and below as the guide for this report. Legal Requirements for Development Impact Fees California Government Code Section 66006 provides that each local agency that imposes development impact fees must prepare an annual report that includes specific information about these fees. In addition, Assembly Bill 1600 imposes certain accounting and reporting requirements with respect to the fees collected. The fees, for accounting purposes, must be segregated from the general funds of the County and from other funds or accounts containing fees collected for other improvements. Interest on each development fee fund or account must be credited to that fund or account and used only for the purposes for which the fees were collected. For each separate development impact fee fund that the local agency maintains, California Government Code Section 66006(b)(1) requires the local agency to make available to the public, within 180 days after the end of each fiscal year, the following information for that fiscal year: A.A brief description of the type of fee in the account or fund. B.The amount of the fee. C.The beginning and ending balance of the account or fund. D.The amount of the fees collected and interest earned. E.An identification of each public improvement on which fees were expended and the amount of expenditures on each improvement, including the total percentage of the cost of the public improvement that was funded with fees. Page 2 of 2 F.An identification of an approximate date by which the construction of the public improvement will commence if the local agency determines that sufficient funds have been collected to complete financing on an incomplete public improvement. G.A description of each interfund transfer or loan made from the account or fund, including the public improvement on which the transferred or loaned fees will be expended, and in the case of an interfund loan, the date on which the loan will be repaid and the rate of interest that the account or fund will receive on the loan. H.The amount of refunds made due to sufficient funds being collected to complete financing on incomplete public improvements and the amount of reallocation of funds made due to administrative costs of refunding unexpended revenues exceeding the amount to be refunded. Drainage Area A Drainage Area is a geographic area of Contra Costa County in which the County imposes a Drainage Fee on new development to fund new development’s share of the improvements required to satisfy drainage demands within that geographic area. The County currently has approximately 50 Drainage Areas (the number may vary from year to year) for which fees are collected. Report Format Attachment A to this report contains the “Fee Schedule” that identifies the drainage fees collected on new development within each Drainage Area during the calendar year. Attachment B to this report is a financial report that provides accounting information, as required by Government Code section 66006(b)(1). Attachment B includes two primary tables: •Table 1 is a “Fund Balance” Table that identifies the beginning and ending fund balance, amount of fees collected, total revenue, and total expenses for each Drainage Area during the fiscal year. •Table 2 is a “Project Expenditures” Table that identifies each project and the project’s expenditures on which fees were expended within each Drainage Area during the fiscal year. Attachment C to this report is a “Revolving Fund Balance” Table showing outstanding loans during the fiscal year. Attachment D to this report is a map of the Drainage Areas covered by this report. The current project list for each Drainage Area is included in the most recent Drainage Plan for the Drainage Area, a copy of which may be obtained from the District. Attachment A Drainage Fee Schedules for 2022 & 2023 Contra Costa County Flood Control and Water Conservation District Agricultural lots must be used for agricultrual purposes, generally greater than 20 acre lots * DA with Annual Construction Cost Index Adjustment Based on 2021 ENR index of 3.16% Effective Effective Maximum Drainage NT Fee Date of Date Last FEE Base Maximum Standard Deferral Drainage Involved Area CODE Fund #Org#Ordinance Ordinance Increase Base Unit Measure Exemption Pool Fee Excess Of Plan Jurisdictions DA8/CSAD2 AE 2602 7602 79-40 05/03/79 05/03/79 $2,667 Per Acre 500 Sq Ft None 1 Acre FD-11263 CCC / Walnut Creek DA9/SNCRN AH 1110 120 79-45 05/10/79 05/10/79 $900 Per Acre $4000 Value Base Fee 5 Acres FD-11435 CCC / Walnut Creek DA 10 AK 2554 7554 92-52 10/03/92 10/03/92 0.34$ Per Sq Ft 100 Sq Ft $290 2 Acres FD-12264 CCC / Danville DA 13 AN 2552 7552 86-36 07/12/86 07/12/86 0.17$ Per Sq Ft 100 Sq Ft $145 2 Acres FD-12475 & 6 CCC / Walnut Creek DA 15A AQ 2559 7559 85-19 04/22/85 04/22/85 0.35$ Per Sq Ft 100 Sq Ft $290 2 Acres FD-11936 CCC/Walnut Creek/Laf. DA 16 *AS 2583 7583 2002-41 02/03/03 01/01/22 1.45$ Per Sq Ft 100 Sq Ft $1,276 2 Acres FD-12473 CCC / Pleasant Hill DA 19A AV 2540 7540 89-24 06/10/89 06/10/89 0.35$ Per Sq Ft 100 Sq Ft $300 2 Acres FD-12421 CCC / Richmond DA 22 BF 2588 7588 87-44 08/22/87 08/22/87 0.05$ Per Sq Ft 100 Sq Ft $33 2 Acres FD-12548 & 9 Concord / Walnut Creek DA 29C*BI 2555 7555 2006-46 02/19/07 01/01/22 1.02$ Per Sq Ft 100 Sq Ft $898 2 Acres FD-13010 Oakley DA 29D*BJ 2556 7556 2006-47 02/19/07 01/01/22 2.59$ Per Sq Ft 100 Sq Ft $2,279 2 Acres FD-13011 Oakley DA 29E*BK 2548 7548 2006-48 02/19/07 01/01/22 2.43$ Per Sq Ft 100 Sq Ft $2,138 2 Acres FD-12604 Oakley DA 29G*BM 2568 7568 2006-49 02/19/07 01/01/22 1.88$ Per Sq Ft 100 Sq Ft $1,654 2 Acres FD-12031-1 CCC/Antioch/Oakley DA 29H*BN 2569 7569 2006-50 02/19/07 01/01/22 1.37$ Per Sq Ft 100 Sq Ft $1,201 2 Acres FD-12575 Oakley DA 29J*BP 2570 7570 2002-29 12/22/02 01/01/22 0.73$ Per Sq Ft 100 Sq Ft $642 2 Acres FD-12249 CCC/Antioch DA 30A*CC 2557 7557 2007-07 11/10/07 01/01/22 0.74$ Per Sq Ft 100 Sq Ft $651 2 Acres FD-12367.1 & 8.1 Oakley DA 30B*CD 2546 7546 2006-51 02/19/07 01/01/22 2.02$ Per Sq Ft 100 Sq Ft $1,778 2 Acres FD-11927 CCC/Brentwood/Oakley DA 30C*CE 2558 7558 2007-08 11/10/07 01/01/22 0.49$ Per Sq Ft 100 Sq Ft $431 2 Acres FD-11928.1 CCC/Brentwood/Oakley DA 33A CL 2535 7535 85-51 09/26/85 09/26/85 0.21$ Per Sq Ft 100 Sq Ft $185 2 Acres FD-12429 & 30 CCC/Concord DA 33B CM 2541 7541 89-57 11/11/89 11/11/89 0.70$ Per Sq Ft 100 Sq Ft $600 2 Acres FD-12631 CCC/Concord DA 33C CN 2561 7561 90-07 03/30/90 03/30/90 0.44$ Per Sq Ft 100 Sq Ft $380 2 Acres FD-12649 CCC/Concord DA 37A CQ 2534 7534 85-41 07/04/85 07/04/85 $925 Per Acre 500 Sq Ft None 2 Acres FD-12406 CCC/Danville DA 40A DC 2565 7565 82-09 02/04/82 02/04/82 0.21$ Per Sq Ft 100 Sq Ft $180 2 Acres FD-12090 & 1 CCC/Martinez DA 44B*DM 2547 7547 2002-42 02/03/03 01/01/22 1.22$ Per Sq Ft 100 sq ft $1,074 1 Acre FD-12009.1 & 10.1CCC/Pleasant Hill/W.C. DA 46*DP 2578 7578 2002-43 02/03/03 01/01/22 0.92$ Per Sq Ft 100 Sq Ft $810 2 Acres FD-12555 CCC/Laf/Pl.Hill/W.Crk DA 47*DQ 2597 7597 2001-04 03/26/01 01/01/22 1.40$ Per Sq Ft 100 Sq Ft $1,232 2 Acres FD-13075 Martinez/Pleasant Hill DA 48B*DS 2574 7574 2002-28 12/22/02 01/01/22 0.63$ Per Sq Ft 100 Sq Ft $554 2 Acres FD-12661 CCC/Pitts/Concord Drainage Fee Schedule Updated January 1, 2022 Drainage Fee Sched 01-01-22DA Fee Schedule Summary 1 of 2 12/21/2021 Contra Costa County Flood Control and Water Conservation District Agricultural lots must be used for agricultrual purposes, generally greater than 20 acre lots * DA with Annual Construction Cost Index Adjustment Based on 2021 ENR index of 3.16% Effective Effective Maximum Drainage NT Fee Date of Date Last FEE Base Maximum Standard Deferral Drainage Involved Area CODE Fund #Org#Ordinance Ordinance Increase Base Unit Measure Exemption Pool Fee Excess Of Plan Jurisdictions Drainage Fee Schedule Updated January 1, 2022 DA 48C DT 2572 7572 93-73 11/20/93 11/20/93 0.43$ Per Sq Ft 100 Sq Ft $379 2 Acres FD-12296 CCC (Bay Point) DA 48D DU 2573 7573 93-53 10/02/93 10/02/93 0.54$ Per Sq Ft 100 Sq Ft $465 2 Acres FD-12438 CCC (Bay Point) DA 52A*ED 2553 7553 2007-09 11/10/07 01/01/22 0.36$ Per Sq Ft 100 Sq Ft $317 2 Acres FD-12007 CCC / Brentwood DA 52B*EF 2549 7549 2007-10 11/10/07 01/01/22 0.33$ Per Sq Ft 100 Sq Ft $290 2 Acres FD-11926 CCC / Brentwood DA 52C*EG 2571 7571 2007-11 11/10/07 01/01/22 1.32$ Per Sq Ft 100 Sq Ft $1,162 2 Acres FD-13077 CCC / Brentwood DA 52D*EH 2584 7584 2006-52 02/19/07 01/01/22 1.59$ Per Sq Ft 100 Sq Ft $1,399 2 Acres FD-12630 CCC/Brentwood/Oakley DA 55*EP 2579 7579 2002-23 11/11/02 01/01/22 1.05$ Per Sq Ft 100 Sq Ft $924 2 Acres FD-12606 CCC / Antioch DA 56*ER 2566 7566 2002-24 11/11/02 01/01/22 1.05$ Per Sq Ft 100 Sq Ft $924 2 Acres FD-12085.1 & 6.1 CCC/Antioch/Oakley/Brent DA 57 ET 2538 7538 88-86 01/07/89 01/07/89 0.35$ Per Sq Ft 100 Sq Ft $300 2 Acres FD-12576 & 7 CCC / Martinez DA 62*FB 2543 7543 2002-35 02/03/03 01/01/22 0.92$ Per Sq Ft 100 Sq Ft $810 2 Acres FD-13080 CC/Martinez/Pleas. Hill DA 67 FM 2539 7539 89-12 04/16/89 04/16/89 0.38$ Per Sq Ft 100 Sq Ft $325 2 Acres FD-12023 & 12624CCC / Walnut Creek DA 72*GE 2544 7544 2002-36 02/03/03 01/01/22 0.92$ Per Sq Ft 100 Sq Ft $810 2 Acres FD13081 CCC/Martinez/Pleas. Hill DA 73 GF 2567 7567 88-68 10/22/88 10/22/88 0.10$ Per Sq Ft 100 Sq Ft $86 2 Acres FD-12177 CCC/Richmond/San Pablo DA 76 GY 2542 7542 94-20 04/29/94 04/29/94 0.70$ Per Sq Ft 100 Sq Ft $620 2 Acres FD-13007 CCC / Walnut Creek DA 78*GZ 2545 7545 2002-37 02/03/03 01/01/22 0.92$ Per Sq Ft 100 Sq Ft $810 2 Acres FD-13082 CCC/Pleasant Hill DA 87*HA 2585 7585 2002-38 02/03/03 01/01/22 0.92$ Per Sq Ft 100 Sq Ft $810 2 Acres FD-13083 CCC/Martinez/Pacheco DA 88*HB 2586 7586 2002-39 02/03/03 01/01/22 0.92$ Per Sq Ft 100 Sq Ft $810 2 Acres FD-13084 CCC/Pacheco/Martinez DA 89*HC 2587 7587 2002-40 02/03/03 01/01/22 0.92$ Per Sq Ft 100 Sq Ft $810 2 Acres FD-13085 CCC/Martinez/Pleas. Hill DA 101A JC 2581 7581 88-36 07/09/88 07/09/88 0.20$ Per Sq Ft 100 Sq Ft $172 2 Acres FD-12618 CCC/Danville/San Ramon DA 104 JH 2589 7589 Repealed 11/10/07 11/10/07 $0.00 Per Sq Ft 100 Sq Ft $0 2 Acres FD-12625 CCC/Antioch/Brentwood DA 105 JJ 2590 7590 Repealed 11/10/07 11/10/07 $0.00 Per Sq Ft 100 Sq Ft $0 2 Acres FD-12626 CCC / Brentwood DA 106 JL 2591 7591 Repealed 11/10/07 11/10/07 $0.00 Per Sq Ft 100 Sq Ft $0 2 Acres FD-12627.1 CCC / Brentwood DA 107 JN 2592 7592 Repealed 11/10/07 11/10/07 $0.00 Per Sq Ft 100 Sq Ft $0 2 Acres FD-12628.1 CCC / Brentwood DA 108 JQ 2593 7593 Repealed 11/10/07 11/10/07 $0.00 Per Sq Ft 100 Sq Ft $0 2 Acres FD-12629.1 CCC / Brentwood DA 109 JS 2595 7595 94-75 02/16/95 02/16/95 0.35$ Per Sq Ft 400 Sq Ft $310 2 Acres FD-13041 CCC / Brentwood DA 128 LM 2537 7537 85-72 01/18/86 01/18/86 0.17$ Per Sq Ft 100 Sq Ft $145 2 Acres FD-12415 thru 7 CCC/Concord/W.C. DA 130*KG 2562 7562 2007-06 11/10/07 01/01/22 0.85$ Per Sq Ft 100 Sq Ft $748 2 Acres FD-13111 CCC/Antioch/Oakley/Brent Drainage Fee Sched 01-01-22DA Fee Schedule Summary 2 of 2 12/21/2021 Contra Costa County Flood Control and Water Conservation District Agricultural lots must be used for agricultrual purposes, generally greater than 20 acre lots * DA with Annual Construction Cost Index Adjustment Based on 2022 ENR index of 4.37% Effective Effective Maximum Drainage NT Fee Date of Date Last FEE Base Maximum Standard Deferral Drainage Involved Area CODE Fund #Org#Ordinance Ordinance Increase Base Unit Measure Exemption Pool Fee Excess Of Plan Jurisdictions DA8/CSAD2 AE 2602 7602 79-40 05/03/79 05/03/79 $2,667 Per Acre 500 Sq Ft None 1 Acre FD-11263 CCC / Walnut Creek DA9/SNCRN AH 1110 120 79-45 05/10/79 05/10/79 $900 Per Acre $4000 Value Base Fee 5 Acres FD-11435 CCC / Walnut Creek DA 10 AK 2554 7554 92-52 10/03/92 10/03/92 0.34$ Per Sq Ft 100 Sq Ft $290 2 Acres FD-12264 CCC / Danville DA 13 AN 2552 7552 86-36 07/12/86 07/12/86 0.17$ Per Sq Ft 100 Sq Ft $145 2 Acres FD-12475 & 6 CCC / Walnut Creek DA 15A AQ 2559 7559 85-19 04/22/85 04/22/85 0.35$ Per Sq Ft 100 Sq Ft $290 2 Acres FD-11936 CCC/Walnut Creek/Laf. DA 16 *AS 2583 7583 2002-41 02/03/03 01/01/23 1.51$ Per Sq Ft 100 Sq Ft $1,329 2 Acres FD-12473 CCC / Pleasant Hill DA 19A AV 2540 7540 89-24 06/10/89 06/10/89 0.35$ Per Sq Ft 100 Sq Ft $300 2 Acres FD-12421 CCC / Richmond DA 22 BF 2588 7588 87-44 08/22/87 08/22/87 0.05$ Per Sq Ft 100 Sq Ft $33 2 Acres FD-12548 & 9 Concord / Walnut Creek DA 29C*BI 2555 7555 2006-46 02/19/07 01/01/23 1.06$ Per Sq Ft 100 Sq Ft $933 2 Acres FD-13010 Oakley DA 29D*BJ 2556 7556 2006-47 02/19/07 01/01/23 2.71$ Per Sq Ft 100 Sq Ft $2,385 2 Acres FD-13011 Oakley DA 29E*BK 2548 7548 2006-48 02/19/07 01/01/23 2.53$ Per Sq Ft 100 Sq Ft $2,226 2 Acres FD-12604 Oakley DA 29G*BM 2568 7568 2006-49 02/19/07 01/01/23 1.96$ Per Sq Ft 100 Sq Ft $1,725 2 Acres FD-12031-1 CCC/Antioch/Oakley DA 29H*BN 2569 7569 2006-50 02/19/07 01/01/23 1.42$ Per Sq Ft 100 Sq Ft $1,250 2 Acres FD-12575 Oakley DA 29J*BP 2570 7570 2002-29 12/22/02 01/01/23 0.76$ Per Sq Ft 100 Sq Ft $669 2 Acres FD-12249 CCC/Antioch DA 30A*CC 2557 7557 2007-07 11/10/07 01/01/23 0.78$ Per Sq Ft 100 Sq Ft $686 2 Acres FD-12367.1 & 8.1 Oakley DA 30B*CD 2546 7546 2006-51 02/19/07 01/01/23 2.11$ Per Sq Ft 100 Sq Ft $1,857 2 Acres FD-11927 CCC/Brentwood/Oakley DA 30C*CE 2558 7558 2007-08 11/10/07 01/01/23 0.51$ Per Sq Ft 100 Sq Ft $449 2 Acres FD-11928.1 CCC/Brentwood/Oakley DA 33A CL 2535 7535 85-51 09/26/85 09/26/85 0.21$ Per Sq Ft 100 Sq Ft $185 2 Acres FD-12429 & 30 CCC/Concord DA 33B CM 2541 7541 89-57 11/11/89 11/11/89 0.70$ Per Sq Ft 100 Sq Ft $600 2 Acres FD-12631 CCC/Concord DA 33C CN 2561 7561 90-07 03/30/90 03/30/90 0.44$ Per Sq Ft 100 Sq Ft $380 2 Acres FD-12649 CCC/Concord DA 37A CQ 2534 7534 85-41 07/04/85 07/04/85 $925 Per Acre 500 Sq Ft None 2 Acres FD-12406 CCC/Danville DA 40A DC 2565 7565 82-09 02/04/82 02/04/82 0.21$ Per Sq Ft 100 Sq Ft $180 2 Acres FD-12090 & 1 CCC/Martinez DA 44B*DM 2547 7547 2002-42 02/03/03 01/01/23 1.27$ Per Sq Ft 100 sq ft $1,118 1 Acre FD-12009.1 & 10.1CCC/Pleasant Hill/W.C. DA 46*DP 2578 7578 2002-43 02/03/03 01/01/23 0.97$ Per Sq Ft 100 Sq Ft $854 2 Acres FD-12555 CCC/Laf/Pl.Hill/W.Crk DA 47*DQ 2597 7597 2001-04 03/26/01 01/01/23 1.46$ Per Sq Ft 100 Sq Ft $1,285 2 Acres FD-13075 Martinez/Pleasant Hill DA 48B*DS 2574 7574 2002-28 12/22/02 01/01/23 0.66$ Per Sq Ft 100 Sq Ft $581 2 Acres FD-12661 CCC/Pitts/Concord Drainage Fee Schedule Updated January 1, 2023 DA Fee Sched Internal 01-01-23DA Fee Schedule Summary 1 of 2 12/20/2022 Contra Costa County Flood Control and Water Conservation District Agricultural lots must be used for agricultrual purposes, generally greater than 20 acre lots * DA with Annual Construction Cost Index Adjustment Based on 2022 ENR index of 4.37% Effective Effective Maximum Drainage NT Fee Date of Date Last FEE Base Maximum Standard Deferral Drainage Involved Area CODE Fund #Org#Ordinance Ordinance Increase Base Unit Measure Exemption Pool Fee Excess Of Plan Jurisdictions Drainage Fee Schedule Updated January 1, 2023 DA 48C DT 2572 7572 93-73 11/20/93 11/20/93 0.43$ Per Sq Ft 100 Sq Ft $379 2 Acres FD-12296 CCC (Bay Point) DA 48D DU 2573 7573 93-53 10/02/93 10/02/93 0.54$ Per Sq Ft 100 Sq Ft $465 2 Acres FD-12438 CCC (Bay Point) DA 52A*ED 2553 7553 2007-09 11/10/07 01/01/23 0.38$ Per Sq Ft 100 Sq Ft $334 2 Acres FD-12007 CCC / Brentwood DA 52B*EF 2549 7549 2007-10 11/10/07 01/01/23 0.35$ Per Sq Ft 100 Sq Ft $308 2 Acres FD-11926 CCC / Brentwood DA 52C*EG 2571 7571 2007-11 11/10/07 01/01/23 1.38$ Per Sq Ft 100 Sq Ft $1,214 2 Acres FD-13077 CCC / Brentwood DA 52D*EH 2584 7584 2006-52 02/19/07 01/01/23 1.66$ Per Sq Ft 100 Sq Ft $1,461 2 Acres FD-12630 CCC/Brentwood/Oakley DA 55*EP 2579 7579 2002-23 11/11/02 01/01/23 1.10$ Per Sq Ft 100 Sq Ft $968 2 Acres FD-12606 CCC / Antioch DA 56*ER 2566 7566 2002-24 11/11/02 01/01/23 1.10$ Per Sq Ft 100 Sq Ft $968 2 Acres FD-12085.1 & 6.1 CCC/Antioch/Oakley/Brent DA 57 ET 2538 7538 88-86 01/07/89 01/07/89 0.35$ Per Sq Ft 100 Sq Ft $300 2 Acres FD-12576 & 7 CCC / Martinez DA 62*FB 2543 7543 2002-35 02/03/03 01/01/23 0.97$ Per Sq Ft 100 Sq Ft $854 2 Acres FD-13080 CC/Martinez/Pleas. Hill DA 67 FM 2539 7539 89-12 04/16/89 04/16/89 0.38$ Per Sq Ft 100 Sq Ft $325 2 Acres FD-12023 & 12624CCC / Walnut Creek DA 72*GE 2544 7544 2002-36 02/03/03 01/01/23 0.97$ Per Sq Ft 100 Sq Ft $854 2 Acres FD13081 CCC/Martinez/Pleas. Hill DA 73 GF 2567 7567 88-68 10/22/88 10/22/88 0.10$ Per Sq Ft 100 Sq Ft $86 2 Acres FD-12177 CCC/Richmond/San Pablo DA 76 GY 2542 7542 94-20 04/29/94 04/29/94 0.70$ Per Sq Ft 100 Sq Ft $620 2 Acres FD-13007 CCC / Walnut Creek DA 78*GZ 2545 7545 2002-37 02/03/03 01/01/23 0.97$ Per Sq Ft 100 Sq Ft $854 2 Acres FD-13082 CCC/Pleasant Hill DA 87*HA 2585 7585 2002-38 02/03/03 01/01/23 0.97$ Per Sq Ft 100 Sq Ft $854 2 Acres FD-13083 CCC/Martinez/Pacheco DA 88*HB 2586 7586 2002-39 02/03/03 01/01/23 0.97$ Per Sq Ft 100 Sq Ft $854 2 Acres FD-13084 CCC/Pacheco/Martinez DA 89*HC 2587 7587 2002-40 02/03/03 01/01/23 0.97$ Per Sq Ft 100 Sq Ft $854 2 Acres FD-13085 CCC/Martinez/Pleas. Hill DA 101A JC 2581 7581 88-36 07/09/88 07/09/88 0.20$ Per Sq Ft 100 Sq Ft $172 2 Acres FD-12618 CCC/Danville/San Ramon DA 104 JH 2589 7589 Repealed 11/10/07 11/10/07 $0.00 Per Sq Ft 100 Sq Ft $0 2 Acres FD-12625 CCC/Antioch/Brentwood DA 105 JJ 2590 7590 Repealed 11/10/07 11/10/07 $0.00 Per Sq Ft 100 Sq Ft $0 2 Acres FD-12626 CCC / Brentwood DA 106 JL 2591 7591 Repealed 11/10/07 11/10/07 $0.00 Per Sq Ft 100 Sq Ft $0 2 Acres FD-12627.1 CCC / Brentwood DA 107 JN 2592 7592 Repealed 11/10/07 11/10/07 $0.00 Per Sq Ft 100 Sq Ft $0 2 Acres FD-12628.1 CCC / Brentwood DA 108 JQ 2593 7593 Repealed 11/10/07 11/10/07 $0.00 Per Sq Ft 100 Sq Ft $0 2 Acres FD-12629.1 CCC / Brentwood DA 109 JS 2595 7595 94-75 02/16/95 02/16/95 0.35$ Per Sq Ft 400 Sq Ft $310 2 Acres FD-13041 CCC / Brentwood DA 128 LM 2537 7537 85-72 01/18/86 01/18/86 0.17$ Per Sq Ft 100 Sq Ft $145 2 Acres FD-12415 thru 7 CCC/Concord/W.C. DA 130*KG 2562 7562 2007-06 11/10/07 01/01/23 0.89$ Per Sq Ft 100 Sq Ft $783 2 Acres FD-13111 CCC/Antioch/Oakley/Brent DA Fee Sched Internal 01-01-23DA Fee Schedule Summary 2 of 2 12/20/2022 Attachment B Fund Balance & Project Expenditures by Drainage Area SERV AREA D-S W C 7602 421,057 8,617 0 0 16,396 25,013 (349)445,721 DA 9 0120 302,670 10,256 0 0 10,247 20,503 (334)322,839 DA 10 7554 6,573,791 0 22,188 537,461 266,431 826,080 (14,189)7,385,682 DA 13 7552 6,146,958 2,828 2,122 455,234 245,937 706,121 (10,069)6,843,010 DA 15A 7559 151,992 8,573 0 0 0 8,573 (269)160,296 DA 16 7583 1,964,500 27,849 531 113,955 81,979 224,314 (1,276)2,187,538 DA 19A 7540 573,114 31,889 0 0 0 31,889 (266)604,737 DA 22 7588 189,266 203 0 0 0 203 (266)189,203 DA 29C 7555 465,929 409 0 0 10,247 10,656 (334)476,251 DA 29D 7556 72,690 42,868 0 0 0 42,868 (266)115,292 DA 29E 7548 35,495 8,257 0 0 0 8,257 (266)43,486 DA 29G 7568 954,296 0 0 0 0 0 (611,448)342,848 DA 29H 7569 1,550,629 149,117 0 0 49,187 198,304 (36,938)1,711,995 DA 29J 7570 54,084 0 0 0 0 0 (451)53,633 DA 30A 7557 64,000 3,782 0 0 0 3,782 (1,689)66,093 DA 30B 7546 1,990,844 15,820 0 0 61,484 77,304 (24,157)2,043,991 DA 30C 7558 3,554,085 4,021 0 0 102,474 106,495 (4,002)3,656,578 DA 33A 7535 215,980 185 0 0 8,198 8,383 (330)224,033 DA 33B 7541 77,297 25,772 0 0 0 25,772 (269)102,800 DA 33C 7561 90,012 74 0 0 0 74 (88,958)1,128 DA 37 7534 5,539 0 0 0 0 0 (266)5,273 DA 40A 7565 830,053 746 427 0 24,594 25,767 (455,786)400,034 Fiscal Year 2022 - 2023 Contra Costa County Flood Control and Water Conservation District Fund Balance Table Attachment B - Table 1 Loan/Other Revenue Total Revenue Total Expenses Ending Fund BalanceDrainage Area ORG Beginning Fund Balance Developer Fees Interest Income Property Tax Revenue Page 1 of 2 DA 44B 7547 471,783 44,404 89,406 0 14,346 148,156 (743)619,196 DA 46 7578 1,681,492 91,068 0 0 61,484 152,552 (1,586)1,832,458 DA 47 7597 258,842 3,935 0 0 8,198 12,133 (339)270,636 DA 48B 7574 1,395,789 83,137 0 0 0 83,137 (1,371,281)107,645 DA 48C 7572 654,545 590 0 0 24,594 25,184 (372)679,357 DA 48D 7573 19,446 4,660 0 0 0 4,660 (3,469)20,637 DA 52A 7553 577,719 0 0 0 20,495 20,495 (366)597,848 DA 52B 7549 108,756 0 0 0 0 0 (266)108,490 DA 52C 7571 4,142,368 173,318 0 0 163,958 337,276 (8,009)4,471,635 DA 52D 7584 26,718 551 0 0 0 551 (552)26,717 DA 55 7579 759,399 8,608 0 0 0 8,608 (750,551)17,456 DA 56 7566 10,773,838 867,099 707 0 389,400 1,257,206 (136,572)11,894,472 DA 57 7538 159,332 40,286 0 0 0 40,286 (3,518)196,100 DA 62 7543 240,975 15,000 0 0 8,198 23,198 (355)263,818 DA 67 7539 42,183 5,292 0 0 0 5,292 (299)47,176 DA 72 7544 46,386 3,821 0 0 0 3,821 (304)49,903 DA 73 7567 239,458 1,493 0 0 0 1,493 (4,753)236,198 DA 76 7542 376,341 10,002 0 0 12,297 22,299 (413)398,227 DA 78 7545 30,454 5,300 0 0 0 5,300 (312)35,442 DA 87 7585 46,554 1,714 0 0 0 1,714 (290)47,978 DA 88 7586 20,891 2,211 0 0 0 2,211 (340)22,762 DA 89 7587 121,804 17,417 0 0 0 17,417 (287)138,934 DA 101A 7581 955,204 172 0 0 36,891 37,063 (402)991,865 DA 109 7595 21,118 4,739 0 0 0 4,739 (2,761)23,096 DA 128 7537 104,725 23,715 0 0 0 23,715 (28,769)99,671 DA 130 7562 10,133,905 1,370,314 454,913 0 286,926 2,112,153 (204,368)12,041,690 DA 290 7550 32,863 0 13 2,854 0 2,867 (17)35,713 DA 300 7551 95,733 0 32 6,809 0 6,841 (41)102,533 59,822,902 3,120,112 570,339 1,116,313 1,903,961 6,710,725 (3,773,513)62,760,114 Ending Fund Balance Drainage Area Totals ORG Beginning Fund Balance Developer Fees Interest Income Property Tax Revenue Loan/Other Revenue Total Revenue Total Expenses Page 2 of 2 DA 130 7562 Upper Sand Creek Detention Excavation 6D8517 56,627.99$ 56,627.99$ 100% 2023 DA 130 7562 DA 130 MARSH CREEK WIDENING PHASE 2 DAINTY TO SAND CREEK 6D8490 26,389.16$ 26,389.16$ 100% 2023 DA 130 7562 DA 130 LOWER SAND CREEK BASIN EXCAVATION 6D8492 115,123.52$ 115,123.52$ 100% 2025 DA 56 7566 DA 56 TREMBATH & OAKLEY DETENTION BASIN 6D8532 33,207.69$ 33,207.69$ 100%2025 231,348.36$ 231,348.36$ Fiscal Year 2022 - 2023 Attachment B - Table 2 Project Expenditures Table Contra Costa County Flood Control and Water Conservation District Project Expenditures from DA Fees (%) Construction Completion DateDrainage Area ORG Project Description Activity Project Expenditures from DA Fees ($) Project Expenditures All Sources ($) Drainage Area Totals Attachment C Revolving Fund Balance by Drainage Area 6/30/2023 6/30/2023 FCD 7505 D 49.A Finance Completion of Basin Modifications at Laurel Rd Basin 350,000.00 DA 30A 7557 L 49.1 Finance Completion of Basin Modifications at Laurel Rd Basin 350,000.00 FCD 7505 D 57.A Refinance Prior Revolving Fund Loan 120,000.00 DA 30A 7557 L 57.1 Refinance Prior Revolving Fund Loan 20,000.00 FCD 7505 D 61.A Refinance Prior Revolving Fund Loan 266,000.00 DA 48D 7573 L 61.1 Refinance Prior Revolving Fund Loan 266,000.00 FCZ 3B 7520 D 65.A Refinance Various Capital Projects 140,000.00 FCZ 9 7532 L 65.3 Refinance Various Capital Projects 140,000.00 DA 55 7579 D 65.D Refinance Various Capital Projects 0.00 DA 127 7563 L 65.7 Refinance Various Capital Projects 100,000.00 FCZ 3B 7520 D 67.A Finance Expansion of Rossmoor Detention Basin 50,000.00 DA 67 7539 L 67.1 Finance Expansion of Rossmoor Detention Basin 50,000.00 FCZ 3B 7520 D 69.A Finance Construction Activities 700,000.00 DA 67 7539 L 69.1 Finance Construction Activities 700,000.00 FCD 7505 D 70.A Finance Maintenance Activities 55,000.00 FCZ9 7532 L 70.1 Finance Maintenance Activities 55,000.00 FCZ 3B 7520 D 71.A Finance Maintenance Activities 850,000.00 DA 29G 7568 L 71.1 Finance Maintenance Activities 850,000.00 Fiscal Year 2022 - 2023 Contra Costa County Flood Control and Water Conservation District Revolving Fund Table - Loan and Deposit Attachment C End Balance Deposits Drainage Area Product Funded by Loan End Balance LoansLoan Number Page 1 of 2 6/30/2023 6/30/2023 DA 56 7566 D 72.A Finance Construction Activities 350,000.00 DA 29G 7568 L 72.1 Finance Construction Activities 350,000.00 FCD 7505 D 72.Y Finance Construction Activities 425,000.00 FCZ9 7532 L 72.3 Finance Construction Activities 425,000.00 FCD 7505 D 75.A Finance Construction of Flood Walls 820,000.00 FCZ9 7532 L 75.1 Finance Construction of Flood Walls 820,000.00 FCD 7505 D 76.A Finance Ongoing Right of Way Work, Planning and Annl Mtce 100,000.00 FCZ9 7532 L 76.1 Finance Ongoing Right of Way Work, Planning and Annl Mtce 100,000.00 FCD 7505 D 77.A Finance Ongoing Right of Way Work, Planning and Annl Mtce 200,000.00 FCZ9 7532 L 77.1 Finance Ongoing Right of Way Work, Planning and Annl Mtce 200,000.00 FCD 7505 D 77.B Finance Ongoing Annual Maintenance 100,000.00 DA 127 7563 L 77.2 Finance Ongoing Annual Maintenance 100,000.00 FCD 7505 D 78.A Finance Ongoing Right of Way Work, Planning and Annl Mtce 200,000.00 FCZ9 7532 L 78.1 Finance Ongoing Right of Way Work, Planning and Annl Mtce 200,000.00 FCD 7505 D 79.A Finance Administrative Costs 50,000.00 DA 52D 7584 L 79.1 Finance Administrative Costs 50,000.00 4,776,000.00 4,776,000.00 D = Funds Deposited in the Revolving Fund L = Funds Loaned out by the Revolving Fund Loan NumberDrainage Area Total Revolving Fund Loans Product Funded by Loan End Balance Loans End Balance Deposits Page 2 of 2 Attachment D Map of Drainage Areas 121°32'30"W 121°32'30"W 121°35'0"W 121°35'0"W 121°37'30"W 121°37'30"W 121°40'0"W 121°40'0"W 121°42'30"W 121°42'30"W 121°45'0"W 121°45'0"W 121°47'30"W 121°47'30"W 121°50'0"W 121°50'0"W 121°52'30"W 121°52'30"W 121°55'0"W 121°55'0"W 121°57'30"W 121°57'30"W 122°0'0"W 122°0'0"W 122°2'30"W 122°2'30"W 122°5'0"W 122°5'0"W 122°7'30"W 122°7'30"W 122°10'0"W 122°10'0"W 122°12'30"W 122°12'30"W 122°15'0"W 122°15'0"W 122°17'30"W 122°17'30"W 122°20'0"W 122°20'0"W 122°22'30"W 122°22'30"W 122°25'0"W 122°25'0"W 38°7'30"N 38°5'27"N 38°5'27"N 38°3'24"N 38°3'24"N 38°1'21"N 38°1'21"N 37°59'18"N 37°59'18"N 37°57'15"N 37°57'15"N 37°55'12"N 37°55'12"N 37°53'9"N 37°53'9"N 37°51'6"N 37°51'6"N 37°49'3"N 37°49'3"N 37°47'0"N 37°47'0"N 37°44'57"N 37°44'57"N 37°42'54"N 37°42'54"N 37°40'51"N 37°40'51"N Path: \\pw-data\grpdata\fldctl\GIS\Map of DAs and Zones\FC Zones and DA 2015-08-25.mxd By: M. Boucher Date: 8/25/2015 Sources: Esri, HE RE, DeLorme, Tom Tom, Intermap, increment P C orp., GEBCO, USGS, FAO , NPS, N RCAN, G eoBase, IGN , Kadaster N L, Ordnance Survey, E sri Japan, MET I, Esri China (Hong Kong), swisstopo, MapmyIndia, © O penS treetM ap contributors, and the G IS User Comm unity Disclaimer:This m ap was created by the Contra C osta County Public Works Departm ent with data from the Contra Costa County GIS Program. This m ap 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 inform ation. http://ww w.ccmap.us/legal.asp/ Basins/Reservoirs 0 5 10 152.5 Miles 0 5 10 15 202.5 Kilometers 1 in = 1.58 miles1:100,0001 cm = 1 kmScale: Contra Costa County Flood Control & Water Conservation DistrictZones and Drainage Areas Formed Drainage Areas Drainage Areas Flood Control Zones Creeks City Limits Basins/Reservoirs District CCCo City Private DA 130 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1209 Name: Status:Type:Consent Item Passed File created:In control:12/4/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract with Inside Source, Inc., (dba Sam Clar Office Furniture) in an amount not to exceed $360,000 for moving filing system shelving from 1020 Ward Street to 1026 Escobar Street in support of the relocation of the County Public Law Library for the period February 1, 2024 through December 31, 2024. (100% General Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Report Title:Inside Source, Inc. Contract ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract with Inside Source, Inc., (dba Sam Clar Office Furniture) in an amount not to exceed $360,000 for moving filing system shelving from 1020 Ward Street to 1026 Escobar Street in support of the relocation of the County Public Law Library for the period February 1, 2024 through December 31, 2024. FISCAL IMPACT: The funds for this contract are already in the budget for the Administration Demo and Redevelopment (ADR) project budget. BACKGROUND: In order to relocate the County Public Law Library from 1020 Ward Street, the A.F. Bray Courthouse, to 1026 Escobar Street the County will need to relocate the high density shelving and filing systems used by the law library. Sam Clar, the County’s furniture vendor who is supplying the other fixtures and equipment for the project will also be used to relocate this shelving system. It was originally contemplated that the project would be acquiring new high density shelving but the existing shelving is in good condition and moving it to the new location is more cost effective than purchasing new. CONSEQUENCE OF NEGATIVE ACTION: If the Board does not approve the County Public Law Library will be unable to house their materials in their CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1209,Version:1 new location. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1210 Name: Status:Type:Consent Item Passed File created:In control:11/7/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract amendment with Loving Campos Associates, Architects, Inc., effective December 12, 2023 to increase the payment limit by $750,000 to a new payment limit of $1,500,000 for on-call architectural services with no change to the term, April 18, 2023 through April 17, 2026, Countywide. (100% Various Funds) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Report Title:Consultant Services Agreement for On-Call Architectural Services with Loving Campos Associates, Architects, Inc. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Public Works director, or designee, to execute a contract amendment with Loving Campos Associates, Architects, Inc., effective December 12, 2023 to increase the payment limit by $750,000 to a new payment limit of $1,500,000 for on-call architectural services with no change to the term April 18, 2023 through April 17, 2026, Countywide. FISCAL IMPACT: 100% Various Funds. Projects will be assigned to the on-call architect when there is an approved project and funding. BACKGROUND: On April 18, 2023, the Board of Supervisors approved an on-call Consulting Services Agreement with Loving Campos Associates, Architects, Inc. in the amount of $750,000. The contract payment limit has been nearly reached. Loving Campos Associates, Architects, Inc. is currently engaged to provide services on multiple County projects. Due to their demonstrated expertise and responsiveness, they have developed into a preferred option to provide architectural services for many projects including tenant improvement projects and deferred maintenance projects. Some of the County projects that Loving Campos Associates, Architects, Inc. is currently engaged on include a chiller replacement, a fire suppression system upgrade, a roofing replacement, two dog CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1210,Version:1 parks for Behavioral Health and tenant improvement projects for Animal Services, Child Support Services and at two Head Start childcare facilities. The projects noted and others have nearly exhausted the fee limit available under the current Agreement between Loving Campos Associates, Architects, Inc. and the County. Meanwhile, new projects with immediate needs are presenting themselves, and some of these, such as tenant improvement projects for Health Services and the Sheriff, are projects for which Loving Campos Associates, Architects, Inc. is particularly well-suited. Loving Campos Associates, Architects, Inc. is also experienced with and well-suited for supportive housing and homeless shelter work which makes them a valuable asset for other potential projects. To accommodate these projects and to prepare for future projects that will arise over the course of the Agreement with Loving Campos Associates, Architects, Inc., Public Works needs to execute a contract amendment increasing the fee limit of the Agreement. CONSEQUENCE OF NEGATIVE ACTION: If the amendment is not approved, the County will soon be unable to use its on-call Consulting Services Agreement with Loving Campos Associates, Architects, Inc. for any new projects. Consequently, the County will need to select other options for retention of architectural services for projects that Loving Campos Associates, Architects, Inc. is particularly well-suited to provide. The timeline for completing certain important projects will increase, and Public Works would expect a decrease in the level of professional service rendered on these certain projects. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1211 Name: Status:Type:Consent Item Passed File created:In control:11/14/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the Public Works Director, or designee, to submit two grant applications for the San Francisco Bay Area Rapid Transit District (BART) Safe Routes to BART grant program for the Treat Boulevard Corridor Improvements Project and the North Bailey Road Active Transportation Corridor Project, Contra Costa Centre and Bay Point areas. (50% Federal, 40% Regional, and 10% Local Road Funds) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Report Title:Grant Applications for Cycle 3 of the Safe Routes to BART program, Contra Costa Centre and Bay Point areas. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Public Works Director,or designee,to submit two grant applications for the San Francisco Bay Area Rapid Transit District (BART)Safe Routes to BART grant program for the Treat Boulevard Corridor Improvements Project and the North Bailey Road Active Transportation Corridor Project, Contra Costa Centre and Bay Point areas. (Districts IV and V) FISCAL IMPACT: If awarded,it is estimated that the sum of the project costs will be funded by 50%Federal,40%Regional,and 10% Local Road Funds. BACKGROUND: On October 11,2023,the San Francisco BART released a Call for Projects for the Safe Routes to BART (SR2B)grant program funded by Measure RR.This grant program is in its third and final cycle.In the Call for Projects,BART solicits applications for transportation projects that focus on improving active access through construction of infrastructure improvements to municipal facilities.Applications must be submitted by 5:00 p.m. Pacific Standard Time on December 14, 2023. BART has authorized and appropriated $16 million to be awarded as part of the SR2B Cycle 3 grant program from Measure RR funds.Public Works is preparing to submit grant applications to fund construction of projects currently in the design phase and located adjacent to BART stations. The maximum award amount is approximately $3 million for construction and construction management costs, with a local match requirement of thirty percent (30%)of the total project cost.The local match requirement CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 3 powered by Legistar™ File #:23-1211,Version:1 with a local match requirement of thirty percent (30%)of the total project cost.The local match requirement can be satisfied by any non-BART source. Projects must deliver near term,enduring,active access infrastructure improvements that demonstrate a clear nexus to access a BART station by walking and/or biking.In addition,the projects must have design review construction documents at the 35%level or greater and be constructed within three and a half years of the award date. BART will evaluate applications based on the following evaluation criteria:(A)project readiness;(B) leveraged funding;(C)connectivity and mode shift;(D)customer experience,safety,and security;(E)equitable access; (F) complete communities; and (G) partnerships. On November 13,2023,the Transportation,Water &Infrastructure Committee reviewed the candidate projects listed below and recommended that the Board of Supervisors approve their submission as grant applications. RECOMMENDED CANDIDATE PROJECTS: Public Works staff recommends submitting two applications.A summary of each proposed project is provided below: (1)Treat Boulevard Corridor Improvements (District IV) - Pleasant Hill/Contra Costa Centre Station This project will construct bicycle and pedestrian improvements and optimize traffic signals along Treat Boulevard between North Main Street and Jones Road.Improvements include Class IV bicycle lanes in both directions,a Class I shared use path on the northern side of Treat Boulevard between Oak Road and Buskirk Avenue, and mobility improvements to curb ramps and passageways. (2)North Bailey Road Active Transportation Corridor (District V) - Pittsburg/Bay Point Station This project will construct a Class IV two-way cycle track on the west side of Bailey Road between the westbound onramp to State Route 4 and Willow Pass Road.Construction will include a new concrete path, protected intersections to improve safety for pedestrians and bicyclists,and signal modifications including a new traffic signal at the intersection with Mary Ann Lane/Placer Drive. If authorized to proceed,staff will finalize and submit the grant applications for both projects by December 14, 2023. CONSEQUENCE OF NEGATIVE ACTION: If the Public Works Department is not authorized to submit the application,grant funding will not be available, which will delay the design and construction of this project. c: Brian M. Balbas - Public Works Director, Steve Kowalewski - Chief Deputy Public Works Director, Jerry Fahy -Transportation Engineering Division Manager CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 3 powered by Legistar™ File #:23-1211,Version:1 CONTRA COSTA COUNTY Printed on 1/10/2024Page 3 of 3 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1212 Name: Status:Type:Consent Item Passed File created:In control:11/22/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract amendment with Zachary Neal Keas (dba Z.N. Keas Painting Co.) to change the name to Z.N. Keas Painting Inc. and increase the hourly labor rate and payment limit by $200,000 to a new payment limit of $2,700,000, with no change to the contract term for on-call painting services at various County facilities, Countywide. (100% General Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Report Title:Approve Amendment No.2 with Z.N. Keas Painting Inc., Countywide. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Public Works Director,or designee,to execute Amendment No.2,name change from Zachary Neal Keas d/b/a Z.N.Keas Painting Co.(sole proprietor)to Z.N.Keas Painting Inc.and increase the hourly labor rate and payment limit by $200,000 from $2,500,000 to a new payment limit of $2,700,000,with no change to the contract term for on-call painting services at various County facilities, Countywide. FISCAL IMPACT: Facilities Maintenance Budget. (100% General Fund) BACKGROUND: Facilities Services is responsible for the maintenance of all County sites and facilities.On-call painting contracts are on an as-needed basis, and utilized when the demand for painting services exceeds staffing levels. Originally,bid on BidSync #2102-455,Public Works conducted a thorough evaluation and Zachary Neal Keas d/b/a Z.N.Keas Painting Co.(sole proprietor)was one of the two responsive and responsible vendors awarded a contract. The contract has a term of three (3) years with the option of two (2) one-year extensions, as-needed. Z.N.Keas Painting Inc.will be able to request rate increases equal to the rate of increase in the Consumer Price Index for the San Francisco -Oakland,area as published by the Bureau of Labor Statistics,plus two percent,on each anniversary effective date November 1, 2023. Government Code Section 25358 authorizes the County to contract for maintenance and upkeep of County CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1212,Version:1 Government Code Section 25358 authorizes the County to contract for maintenance and upkeep of County facilities. Amendment No.1 was approved by the Board of Supervisors on January 10,2023,to increase the payment limit by $1,000,000 from $1,500,000,to a new payment limit of $2,500,000,for on-call painting services with no change to the term, Countywide. If approved,this contract Amendment No.2 will increase the hourly labor rate and payment limit by $200,000 to a new payment limit of $2,700,000,with no change to the contract term.Mr.Keas has also changed the name of his company from Zachary Neal Keas d/b/a Z.N.Keas Painting a (sole proprietor)to Z.N.Keas Painting,Inc.and converted his business entity into an S-Corporation.This amendment makes Z.N.Keas Painting, Inc. the new party to the contract. All other terms and conditions in the original contract entered into on November 1,2021,between the County and Contractor, not modified by this Amendment No. 2, shall remain in full force and effect. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved,Z.N.Keas Painting Inc.services will be discontinued and unable to complete the painting services at the Public Defender and District Attorney’s office,as well as assist the County with their additional painting needs. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1213 Name: Status:Type:Consent Item Passed File created:In control:11/22/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a lease amendment with 2600 Stanwell, LLC, for continued use of a 92 square foot storage room located at 2600 Stanwell Drive, Suite 104A, Concord, for a four-year term at an annual rent of $4,802, with annual increases beginning July 1, 2027, as requested by Employment and Human Services. (100% General Fund) Attachments:1. 2600 Stanwell_Sutie 104A_Lease Amendment_final Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Report Title:Lease Amendment for Storage Space at 2600 Stanwell Drive, Suite 104A, Concord. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a lease amendment and any renewal options with 2600 Stanwell, LLC for approximately 92 square feet of storage space located at 2600 Stanwell Drive, Suite 104A in Concord, for a four-year term at an annual rent of $4,802, with an annual increase in rent beginning July 1, 2027, as requested by the Employment and Human Services Department. FISCAL IMPACT: The lease will obligate the County to pay rent of approximately $19,208 over the four-year term. (100% General Fund) BACKGROUND: Employment and Human Services Department -Staff Development- has leased this space located in the same building of their training center since September 2018, as a storage room for supplies necessary for reoccurring training sessions that cannot be stored elsewhere. CONSEQUENCE OF NEGATIVE ACTION: Not authorizing the amendment for the continued use of the storage space would require finding another suitable storage area at increased rent, together with the associated expenses of moving. CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1213,Version:1 CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ FIRST AMENDMENT TO LEASE EMPLOYMENT AND HUMAN SERVICES DEPARTMENT 2600 STANWELL DRIVE, SUITE 104A CONCORD, CALIFORNIA This first amendment is dated ________________, and is between 2600 Stanwell, LLC, a California limited liability company (the “Lessor”) and the County of Contra Costa, a political subdivision of the State of California (the “County”). Recitals A. Under a lease dated September 1, 2018, (the “Lease”), the County is leasing approximately 92 square feet of floor space known as Suite 104A in the building commonly known as 2600 Stanwell Drive, Concord. B. At the time the County entered into the Lease, the building was owned by Balco Properties, Ltd., LLC (the “Original Owners”). The Lessor is the successor-in- interest to the Original Owners. C. The parties desire to extend the term of the lease. The parties therefore agree as follows: Agreement 1. Section 2. Term is deleted in its entirety and replaced with the following: Term. The “Term” of this lease is comprised of an Initial Term and, at County’s election, Renewal Terms, each as defined below. a. Initial Term. The “Initial Term” is eight years, ten months, commencing on September 1, 2018 (the “Commencement Date”) and ending June 30, 2027. b. Renewal Terms. County has two options to renew this lease for a term of five years for each option (each, a “Renewal Term”) upon all the terms and conditions set forth herein. i. County will provide Lessor with written notice of its election to renew the Lease 30 days prior to the end of the Term. However, if County fails to provide such notice, its right to renew the Lease will not expire until 15 working days after County’s receipt of Lessor’s written demand that County exercise or forfeit the option to renew. ii. Upon the commencement of a Renewal Term, all references to the Term of this lease will be deemed to mean the Term as extended pursuant to this Section. 2. Section 3. Rent is deleted in its entirety and replaced with the following: Rent. County shall pay rent (“Rent”) to Lessor monthly in advance beginning on the Commencement Date. Rent is payable on the tenth day of each month during the Initial Term and, if applicable, the Renewal Terms, in the amounts set forth below: a. Initial Term. Months Rent September 1, 2018 - August 31, 2019 $510.00 September 1, 2019 - August 31, 2020 $525.30 September 1, 2020 - August 31, 2021 $541.06 September 1, 2021 - August 31, 2022 $557.29 September 1, 2022 - August 31, 2023 $574.00 September 1, 2023 – June 30, 2027 $400.20 b. First Renewal Term. Months Rent July 1, 2027 – June 30, 2032 $412.00 c. Second Renewal Term. Months Rent July 1, 2032 – June 30, 2037 $424.00 3. All other terms of the Lease remain unchanged. [Remainder of Page Intentionally Left Blank] Lessor and County are causing this first amendment to be executed as of the date set forth in the introductory paragraph. COUNTY OF CONTRA COSTA, a political subdivision of the State of California By: ________________________________ Brian M. Balbas Public Works Director RECOMMENDED FOR APPROVAL: By: _________________________________ Jessica L. Dillingham Principal Real Property Agent By: _________________________________ Stacey Sinclair Senior Real Property Agent APPROVED AS TO FORM: THOMAS L. GEIGER, COUNTY COUNSEL By: _________________________________ Kathleen M. Andrus Deputy County Counsel 2600 STANWELL, LLC a California limited liability company By: ___________________________ Mollie Westphal President \\PW-DATA\grpdata\realprop\LEASE MANAGEMENT\CONCORD\2600 STANWELL DR STE 104A - T00721\LEASES\Working file\2600 Stanwell_Sutie 104A_Lease Amendment_final.doc 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1214 Name: Status:Type:Consent Item Passed File created:In control:11/22/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the Public Works Director, or designee, to exercise renewal options in the First Amendment to Lease with Lessor, Ambrose Recreation and Park District for approximately 5,193 square feet of space located 3105 Willow Pass Road Bay Point for two 1-year term commencing on January 1, 2024 and January 1, 2025 at monthly rates of $7,791 and $8,025 respectively, for Employment and Human Services Department Service Integration Team operations. (100% General Fund) Attachments:1. 3105 Willow Pass Rd_Bay Point_First Amendment Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Report Title:Lease renewal options at 3105 Willow Pass Road, Bay Point. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Public Works Director, or designee, to exercise renewal options in the First Amendment to Lease with Ambrose Recreation and Park District from January 1, 2024 through December 31, 2024 and January 1, 2025 through December 31, 2025, for continued use of approximately 5,193 square feet of space located at 3105 Willow Pass Road, Bay Point for continued occupancy by the Employment & Human Services Department - Service Integration Tea, (EHSD-SIT). The monthly rent for each term is $7,791 and $8,025 respectively. FISCAL IMPACT: $93,492 lease costs are charged to EHSD. (100% General Fund) BACKGROUND: The County has been leasing the premises at 3105 Willow Pass Road in Bay Point since 1996 for the EHSD- SIT Team operations. The County provides employment and career counseling services at this location for the local community. These extensions will provide for the continuation of those services. CONSEQUENCE OF NEGATIVE ACTION: CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1214,Version:1 Not authorizing the amendment to lease for the continued operation of EHSD - SIT at this location would require finding another suitable location at significantly increased rent, together with the associated expenses of moving and constructing new tenant improvements. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1215 Name: Status:Type:Consent Item Passed File created:In control:11/27/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a lease amendment with Gerald Jeffry Family Limited Partnership and Eugene H. Ross, to extend the term of the lease through December 31, 2025, for 3,800 square feet of office space located at 900 Thompson Street, Martinez, at an annual rent of $69,636. (100% General Fund) Attachments:1. 900 Thompson St_Second Amendment to Lease_final Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Report Title:Amendment to Lease for office space at 900 Thompson Street, Martinez for Sheriff - Coroner Department - Custody Alternative Facility. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a lease amendment with Gerald Jeffry Family Limited Partnership and Eugene H. Ross, to extend the term of the lease through December 31, 2025, for 3,800 square feet of office space located at 900 Thompson Street, Martinez, at an annual rent of $69,636. FISCAL IMPACT: The second amendment will obligate the County to pay rent in total of $177,594 over the two and half year term. (100% General Fund) BACKGROUND: The Sheriff - Coroner Department - Custody Alternative Facility has been operating at this location since 1985. The Custody Alternative Facility provides alternatives to traditional incarceration. These programs provide for public safety, maintain judicial confidence, and at the same time allow the offender to be contributing members of society while fulfilling their court-ordered sentences. This lease amendment provides for the County’s continued occupancy of the premises by Sheriff - Coroner Department - Custody Alternative Facility. CONSEQUENCE OF NEGATIVE ACTION: CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1215,Version:1 Not authorizing the lease for the continued operations of the Sheriff - Coroner Department - Custody Alternative Facility at this location would require finding another suitable location, at increased rent, together with the associated expenses of moving and constructing new tenant improvements. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ SECOND AMENDMENT TO LEASE SHERIFF-CORONER CUSTODY ALTERNATIVE FACILTIY 900 THOMPSON STREET MARTINEZ, CALIFORNIA This second amendment is dated _____________, and is between the Gerald Jeffry Family Limited Partnership and Eugene H. Ross, (together, the “Landlord”) and the County of Contra Costa, a political subdivision of the State of California (the “County”). Recitals A. The Landlord and the County are parties to a lease dated January 9, 2007, as amended by a first amendment dated June 22, 2021, under which the County is leasing approximately 3,800 square feet in the building located at 900 Thompson Street, Martinez (the “Lease”). B. The parties desire to extend the term of the lease through June 30, 2025 and include a provision for minor tenant improvements. The parties therefore agree as follows: Agreement 1. Section A.3 Term is deleted in its entirety and replaced with the following: Term. The “Term” of this lease begins on February 1, 2007 and ends on December 31, 2025. 2. Rent for the period July 1, 2023 through December 31, 2025 is as follows: Rent. County shall pay rent (“Rent”) to Lessor monthly in advance beginning on the Commencement Date. Rent is payable on the tenth day of each month in the amounts set forth below: Period Monthly Rent July 1, 2023 – June 30, 2024 $5,803.00 July 1, 2024 – June 30, 2025 $5,948.00 July 1, 2025 – December 31, 2025 $6,097.00 3. All other terms of the Lease remain unchanged. Landlord and County are causing this second amendment to be executed as of the date set forth in the introductory paragraph. COUNTY OF CONTRA COSTA, a political subdivision of the State of California By: _______________________________ Brian M. Balbas Public Works Director JEFFREY FAMILY LIMITED PARTNERHSIP and EUGENE H. ROSS By: _______________________________ Gerald Jeffry Partner for the Jeffry Family Limited Partnership RECOMMENDED FOR APPROVAL: By:_______________________________ Jessica L. Dillingham Principal Real Property Agent By: _______________________________ Stacey Sinclair Senior Real Property Agent By: _______________________________ Eugene H. Ross Trustee of the EH &MA Family Trust APPROVED AS TO FORM: THOMAS L. GEIGER, COUNTY COUNSEL By: _______________________________ Kathleen M. Andrus Deputy County Counsel \\PW-DATA\grpdata\realprop\LEASE MANAGEMENT\MARTINEZ\900 THOMPSON ST - T00013\LEASES\Working file\900 Thompson St_Second Amendment to Lease_v3.doc 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1216 Name: Status:Type:Consent Item Passed File created:In control:11/27/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract amendment with Jon K. Takata (dba Restoration Management Company) effective October 1, 2023, to increase the hourly rates and to extend the term to September 30, 2025, with no change to the payment limit of $4,000,000, for on-call restoration services at various County facilities, Countywide. (100% General Fund) Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Report Title:APPROVE Amendment No.1 with Jon. K. Takata Corporation d/b/a Restoration Management Company, Countywide ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Public Works Director,or designee,to execute a contract Amendment No.1 with Jon K.Takata d/b/a Restoration Management Company,effective October 1,2023,to increase the hourly rates and to extend the term to September 30,2025,with no change to the payment limit of $4,000,000,for on -call restoration services at various County facilities, Countywide. FISCAL IMPACT: Facilities Maintenance Budget. (100% General Fund) BACKGROUND: Public Works Facilities Services is responsible for maintenance of County buildings.At times when an unexpected event occurs,such as flooding from a broken water pipe,leaking roof or fire damage causing massive damage, Restoration Management Services, are needed. Originally bid on BidSync #2101-451,Public Works Department conducted a formal solicitation for on-call restoration services.Restoration Management Company was one of the responsive and responsible vendors awarded a contract.The new contract has a term of three (3)years with the option of two (2)one-year extensions, as-needed. Government Code Section 25358 authorizes the County to contract for maintenance and upkeep of County CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1216,Version:1 buildings. The contractor has requested an increase in hourly labor rates effective October 1,2023,that allows a yearly increase by a factor equal to the rate of increase in the Consumer Price Index for the San Francisco -Oakland area, as published by the Bureau of Labor Statistics for the year immediately preceding, plus 2 percent (%). Jon K. Takata d/b/a Restoration Management Company’s contract of $4,000,000 was approved by the Board of Supervisors on September 14, 2021, and due to expire September 30, 2024. Public Works Department is requesting the approval of a labor rates increase and to extend the term to September 30, 2025, with no increase to the payment limit. CONSEQUENCE OF NEGATIVE ACTION: If this Amendment No.1 is not approved, on-call restoration services with Jon K. Takata d/b/a Restoration Management Company may become unavailable thereafter to assist the County with massive restoration needs at various County facilities, Countywide. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1217 Name: Status:Type:Consent Item Passed File created:In control:11/28/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a Joint Exercise Powers Agreement between Contra Costa County and the City of Walnut Creek for the design and construction of the San Miguel Drive Pedestrian Path Project, Walnut Creek area. (8% Transportation Development Act Funds, 55% City of Walnut Creek Funds, and 37% Central County Area of Benefit Funds) Attachments:1. Agreement Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Report Title:Agreement between Contra Costa County and the City of Walnut Creek for the San Miguel Drive Pedestrian Path Project, Walnut Creek area. ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE and AUTHORIZE the Public Works Director,or designee,to execute a Joint Exercise Powers Agreement (Agreement)between Contra Costa County and the City of Walnut Creek (City)for the design and construction of the San Miguel Drive Pedestrian Path Project (Project No.0662-6R4174),Walnut Creek area. (District IV) FISCAL IMPACT: 8%Transportation Development Act (State)Funds,55%City of Walnut Creek Funds,37%Central County Area of Benefit Funds BACKGROUND: The San Miguel Drive Pedestrian Path Project is a joint project with the City that consists of constructing an all -weather,Americans with Disabilities Act (ADA)compliant pedestrian path on the south side of San Miguel Drive from Newell Avenue to Blackwood Drive.The scope of work includes two primary components:(1)an asphalt pathway and berm within unincorporated County from Blackwood Drive to Adeline Drive;and (2) concrete sidewalk,curb,and gutter within the City from Newell Avenue to Blackwood Drive.In addition,the project scope includes installation of storm drain lines within the City from Andrea Drive to Blackwood Drive. San Miguel Drive currently has two travel lanes with narrow shoulders and horizontal curves and is absent pedestrian pathways,resulting in pedestrians walking close to or within the travel lane.In the summer of 2022, County staff issued a survey to the Walnut Heights community to determine which of two multi-modal projects should be prioritized in the community -the other being a path along Mountain View Boulevard -and this CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1217,Version:1 should be prioritized in the community -the other being a path along Mountain View Boulevard -and this project was selected as the one to move forward for implementation.The survey responses revealed that this project is supported by both pedestrians and drivers and that safety for walking is a resounding concern due to the speeding cars around the curves in the road. The purpose of this Agreement is to set forth the parties’financial and project responsibilities pertaining to design,environmental clearance,right of way acquisition,and construction of the roadway improvements.The City of Walnut Creek will contribute a maximum of $125,000 towards design engineering and real estate costs. The Agreement is structured to allow design activities to commence,including right of way activities,with the construction phase only to begin by written agreement of both parties’ authorized representatives. CONSEQUENCE OF NEGATIVE ACTION: If the Public Works Department is not authorized to execute the Joint Exercise Powers Agreement,the design and construction of the project will be delayed and funding will not be available for improvements within the City’s portion of the project. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ AN D R E A D R NEWELL AVESAN MIGUEL DRSAN MIGUEL DRProject BeginEL MIRADOR LEGENDConcrete SidewalkAsphalt at GradeDetectable Warning SurfaceAsphalt BermProposed / Existing Storm DrainPotential ObstructionTree Within ProjectFile Path G:\transeng\Projects\San Miguel Drive Pedestrian Path\10- CAD\7 - Layout (v4, 2023-09-13).dwg Plot Date:9/13/2023 11:22:23 AMContra Costa CountyPublic Works Department255 Glacier Drive Martinez, CA 94553PH: (925) 313-2000 FAX: (925) 313-2333CONCEPTUAL PLANSAN MIGUEL DRIVE PEDESTRIAN PATHNEWELL AVENUE TO ADELINE DRIVE DRAWN BY: JL SHEET: 1 OF 5 DATE: 09/12/2023 CAD FILE:SCALE:1'' = 15' CHECKED BY: JSSAN MIGUEL DRIVE PED PATHInstall Case A rampModify existingramp to Case CFire hydrantModify or relocatedrainage inletCity Limits14' Existing Travel LaneRelocate stop barbehind path of traveland centerline dots as neededModify or relocate drainage inletInstall Case A rampRaise manhole, locateout of curb rampMatch Line Sheet 2 NOTES:1. Sidewalk within City of Walnut Creek shallconform to City Standard Plans CC-1 to CC-9.2. Drainage has not been finalized.3. Utility poles will typically have an AC dike or6" curb, 10' before and after the pole, whenpossible.4. Obstructions may need to be relocated.5. Conform pathway to existing driveways.6. Curb ramps are Type C unless otherwisenoted. Proposed curb ramp cases maychange upon further design and as dictatedby site conditions.Exhibit A SANT A R I T A D R MEADOW CREEK CT SAN MIGUEL DRFile Path G:\transeng\Projects\San Miguel Drive Pedestrian Path\10- CAD\7 - Layout (v4, 2023-09-13).dwg Plot Date:9/13/2023 11:25:06 AMContra Costa CountyPublic Works Department255 Glacier Drive Martinez, CA 94553PH: (925) 313-2000 FAX: (925) 313-2333CONCEPTUAL PLANSAN MIGUEL DRIVE PEDESTRIAN PATHNEWELL AVENUE TO ADELINE DRIVE DRAWN BY: JL SHEET: 2 OF 5 DATE: 09/12/2023 CAD FILE:SCALE:1'' = 15' CHECKED BY: JSSAN MIGUEL DRIVE PED PATH5' Typ.Match LineSheet 1Match Line Sheet 3Retaining walls12' Existing Travel LaneExhibit A BLACKWOOD DR SAN MIGUEL DRCITY OF WALNUT CREEKCOUNTY OF CONTRA COSTAFile Path G:\transeng\Projects\San Miguel Drive Pedestrian Path\10- CAD\7 - Layout (v4, 2023-09-13).dwg Plot Date:9/13/2023 11:26:18 AMContra Costa CountyPublic Works Department255 Glacier Drive Martinez, CA 94553PH: (925) 313-2000 FAX: (925) 313-2333CONCEPTUAL PLANSAN MIGUEL DRIVE PEDESTRIAN PATHNEWELL AVENUE TO ADELINE DRIVE DRAWN BY: JL SHEET: 3 OF 5 DATE: 09/12/2023 CAD FILE:SCALE:1'' = 15' CHECKED BY: JSSAN MIGUEL DRIVE PED PATHMailboxRelocatedrainage inletEdge ofpavementEdge of pavementUtility pole11' Existing Travel Lane12' Existing Travel Lane5' Typ.5' Typ.Stripe crosswalkRelocate stop barbehind path of travelMatch LineSheet 2Match Line Sheet 4Inground utility boxesExhibit A CITY OF WALNUT CREEKCOUNTY OF CONTRA COSTASAN MIGUEL DRFile Path G:\transeng\Projects\San Miguel Drive Pedestrian Path\10- CAD\7 - Layout (v4, 2023-09-13).dwg Plot Date:9/13/2023 11:23:35 AMContra Costa CountyPublic Works Department255 Glacier Drive Martinez, CA 94553PH: (925) 313-2000 FAX: (925) 313-2333CONCEPTUAL PLANSAN MIGUEL DRIVE PEDESTRIAN PATHNEWELL AVENUE TO ADELINE DRIVE DRAWN BY: JL SHEET: 4 OF 5 DATE: 09/12/2023 CAD FILE:SCALE:1'' = 15' CHECKED BY: JSSAN MIGUEL DRIVE PED PATHUtility poleUtility polePlace porous rubberized surfaceunder existing drip line of tree11' Existing Travel Lane5' Typ.Match LineSheet 3Match Line Sheet 5 Exhibit A A D E L I N E D R NO R R I S R D EL CAMINO CORTO SAN MIGUEL DRProject EndCITY OF WALNUT CREEKCOUNTY OF CONTRA COSTAFile Path G:\transeng\Projects\San Miguel Drive Pedestrian Path\10- CAD\7 - Layout (v4, 2023-09-13).dwg Plot Date:9/13/2023 11:28:06 AMContra Costa CountyPublic Works Department255 Glacier Drive Martinez, CA 94553PH: (925) 313-2000 FAX: (925) 313-2333CONCEPTUAL PLANSAN MIGUEL DRIVE PEDESTRIAN PATHNEWELL AVENUE TO ADELINE DRIVE DRAWN BY: JL SHEET: 5 OF 5 DATE: 09/12/2023 CAD FILE:SCALE:1'' = 15' CHECKED BY: JSSAN MIGUEL DRIVE PED PATHRelocate stop marking andstop bar behind path of travel11' Existing Travel Lane5' Typ.Match LineSheet 4Exhibit A Transportation Engineering Planning Cost Estimate Contra Costa County Public Works Department WOXXXX Description:Prepared by:Joe Smithonic Date of Estimate:1/23/2023 R = 5, TI = 6.5 Revision No.: 2100 Revision Date: Revised by: No.Bid Code Unit Quantity Total (2023)Escalated Unit Costs (2026) Escalated Total (2026) 1 070030 LS 1 2,000$ $ 2,336.00 $ 2,336 2 120090 LS 1 10,000$ $ 11,680.00 $ 11,680 3 120100 LS 1 50,000$ $ 58,401.00 $ 58,401 4 130200 LS 1 1,000$ $ 1,168.00 $ 1,168 5 130200 LS 1 5,000$ $ 5,840.00 $ 5,840 6 999990 LS 1 75,000$ $ 87,601.50 $ 87,602 City of Walnut Creek: Newell Avenue to Blackwood Drive 7 260202 TON 160 32,000$ $ 233.50 $ 37,360 8 390132 TON 60 21,000$ $ 409.00 $ 24,540 9 731504 LF 640 128,000$ $ 233.50 $ 149,440 10 731510 SF 4300 129,000$ $ 35.00 $ 150,500 11 731510 CY 12 10,800$ $ 1,051.00 $ 12,612 12 846035 LS 1 2,000$ $ 2,336.00 $ 2,336 13 707106 EA 3 25,500$ $ 9,928.00 $ 29,784 14 707106 EA 1 7,000$ $ 8,176.00 $ 8,176 15 650012 LF 600 120,000$ $ 233.50 $ 140,100 16 840519 SF 30 600$ $ 23.50 $ 705 17 730070 SF 96 7,680$ $ 93.50 $ 8,976 Contra Costa County: Blackwood Drive to Adeline Drive 18 260202 TON 395 79,000$ $ 233.50 $ 92,233 19 390132 TON 200 70,000$ $ 409.00 $ 81,800 20 390401 TON 3 2,700$ $ 1,051.00 $ 3,153 21 394073 LF 615 24,600$ $ 46.50 $ 28,598 22 731510 CY 0 -$ $ 1,051.00 $ - 23 846035 LS 1 2,000$ $ 2,336.00 $ 2,336 24 707106 EA 1 7,000$ $ 8,176.00 $ 8,176 25 840519 SF 140 2,800$ $ 23.50 $ 3,290 26 840515 SF 22 440$ $ 23.50 $ 517 27 730070 SF 48 3,840$ $ 93.50 $ 4,488 $ - $ - Contract Cost:818,960$ 956,146$ SOFT COSTS Current Cost Escalated Cost Contingency:10%81,896$ 95,615$ 20,000$ 23,000$ Total Contract Cost:900,856$ $ 1,051,760 5,000$ 6,000$ 215,000$ 250,000$ SUBTOTALS SUBTOTALS (2026) 15,000$ 18,000$ PE Phase:240,000$ $ 279,000 5,000$ 6,000$ R/W Phase:40,000$ $ 47,000 20,000$ 23,000$ CON Phase:1,023,856$ $ 1,195,760 123,000$ 144,000$ GRAND TOTAL:1,303,856$ $ 1,521,760 -$ -$ SUBTOTAL 403,000$ 470,000$ ESTIMATE YEAR:2023 * Design Engineering is minimum 15% of contract items. ($100,000 min.)ESCALATION YEAR:2026 * Construction Engineering is minimum 15% of contract items. ($20,000 min.)ESCALATION RATE:16.80% TOTAL (2026 Dollars)1,522,000$ Project Name:San Miguel Drive Pedestrian Pathway Construct an ADA-compliant pedestrian pathway in two segments: (1) asphalt with berm, and (2) concrete sidewalk with curb and gutter. Location:San Miguel Drive from Newell Avenue to Adeline Drive Assumptions: Length (LF): Description Unit Cost (2023) Lead Compliance Plan 2,000.00$ Construction Area Signs 10,000.00$ Traffic Control System 50,000.00$ Prepare Water Pollution Control Program 1,000.00$ Minor Concrete (Curb and Gutter)200.00$ Water Pollution Control 5,000.00$ Class 2 Aggregate Base (TON)200.00$ Hot Mix Asphalt (Type A)350.00$ Mobilization 75,000.00$ Minor Concrete (Sidewalk)30.00$ Minor Concrete (Driveway)900.00$ Remove Traffic Stripe and Pavement Markings 2,000.00$ Thermoplastic Pavement Marking - Stop Line/Crosswalk (12")20.00$ Detectable Warning Surfaces 80.00$ Minor Concrete (Type G Inlet)8,500.00$ Minor Concrete (Type J Inlet)7,000.00$ 15" Reinforced Concrete Pipe 200.00$ PEPreliminary Engineering (TE) Environmental Design Engineering*R/WRight-of-Way Engineering Real Estate Right-of-Way Acquisition CONConstruction Engineering* Environmental Monitoring and Mitigation Fees Class 2 Aggregate Base (TON)200.00$ Hot Mix Asphalt (Type A)350.00$ Hot Mix Asphalt-Open Graded (Open Graded Friction Course)900.00$ Minor Concrete (Driveway)900.00$ Remove Traffic Stripe and Pavement Markings 2,000.00$ Place Hot Mix Asphalt Dike (Type A)40.00$ Minor Concrete (Type J Inlet)7,000.00$ Detectable Warning Surfaces 80.00$ Thermoplastic Pavement Marking - Stop Line/Crosswalk (12")20.00$ Thermoplastic Pavement Marking - Stop 20.00$ G:\transeng\Projects\San Miguel Drive Pedestrian Path\06 - Cost - Qty\Cost Estimate (v6, 2023-0321)Date Printed: 9/5/2023 Exhibit B 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1218 Name: Status:Type:Consent Item Passed File created:In control:11/30/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:DENY claims filed by Theresa A. Grill for K.G., Nations Insurance, Susan Hardman Paz, Flindell Marie Ray, CSAA for Luis Rivera, Rolando Rubio, and Nichole Simpson. DENY late claims filed by Blake Davis-Murry and Chela Martinez, DENY amended claim filed by Aspire Insurance ASO Maria T. Longoria and CSAA for Luis Rivera. GRANT amended claim filed by A.S. by Guardian Jden Smith. Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Monica Nino, County Administrator Report Title:Claims ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: DENY claims filed by Theresa A. Grill for K.G., Nations Insurance, Susan Hardman Paz, Flindell Marie Ray, CSAA for Luis Rivera, Rolando Rubio, and Nichole Simpson. DENY late claims filed by Blake Davis-Murry and Chela Martinez, DENY amended claim filed by Aspire Insurance ASO Maria T. Longoria and CSAA for Luis Rivera. GRANT amended claim filed by A.S. by Guardian Jden Smith. FISCAL IMPACT: No fiscal impact. BACKGROUND: Theresa A. Grill for K.G.: Claim for public disclosure of private facts in the amount of $200,000. Nations Insurance: Subrogation claim for damage to vehicle in the amount of $9,000.28. Susan Hardman Paz: Employment claim for discrimination and sexual harassment in an amount to be determined. Flindell Marie Ray: Personal injury claim related to bus accident in an amount to exceed $25,000. CSAA for Luis Rivera: Subrogation claim for damage to vehicle in the amount of $5,157.69. Rolando Rubio: Property claim for damage to vehicle in an amount to be determined. Nichole Simpson: Claim for failure to issue building permit in the amount of $66,364. Aspire Insurance, a subrogee of Maria T. Longoria: Amended subrogation claim for damage to vehicle in the amount of $4,150.01. CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1218,Version:1 CSAA for Luis Rivera: Amended subrogation claim for damage to vehicle in the amount of $5,007.69. A.S. by Guardian Jden Smith: Request that the Board of Supervisors accept late claim related to car accident. CONSEQUENCE OF NEGATIVE ACTION: Not acting on the claims could extend the claimants’ time limits to file actions against the County. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:123-1219 Name: Status:Type:Consent Item Passed File created:In control:11/30/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:Acting as the governing board of the Contra Costa County Fire Protection District, DENY claim filed by Berrellesa Palms Apartments. Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 1 Pass To:Board of Supervisors From:Monica Nino, County Administrator Report Title:Claim for Fire Protection District ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: Acting as the governing board of the Contra Costa County Fire Protection District, DENY claim filed by Berrellesa Palms Apartments. FISCAL IMPACT: No fiscal impact. BACKGROUND: Berrellesa Palms Apartment: Property claim for damage to apartment door in the amount of $2,985. CONSEQUENCE OF NEGATIVE ACTION: Not acting on the claims could extend the claimants’ time limits to file actions against the County. CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1219,Version:1 CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:1RES 23-648 Name: Status:Type:Consent Resolution Passed File created:In control:11/30/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:ADOPT Resolution No. 23-648 approving and authorizing the Sheriff-Coroner or designee, to apply for, accept, and execute a grant award agreement, including any modifications or extensions thereof pursuant to the grant guidelines, with the Governor's Office of Emergency Services for the FY 2023 Paul Coverdell Forensic Services Improvement Grant, in an initial amount of $81,448, for forensic training and equipment for the initial period April 1, 2024, through June 30, 2025. (100% Federal) Attachments: Action ByDate Action ResultVer.Tally adoptedBOARD OF SUPERVISORS12/12/2023 1 Pass To: Board of Supervisors From:David O. Livingston, Sheriff-Coroner Report Title:FY 2023 Paul Coverdell Forensic Science Improvement Grants Program ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: ADOPT a Resolution approving and authorizing the Sheriff-Coroner or designee, to apply for, accept and execute a grant award agreement, including any modifications or extensions thereof, pursuant to the grant guidelines, with the Governor's Office of Emergency Services as fiscal agent, for the FY 2023 Paul Coverdell Forensic Services Improvement Grant, in an initial amount of $81,448, for support of forensic training for the initial period April 1, 2024, through June 30, 2025. FISCAL IMPACT: Approval of this request will result in an initial grant amount of $81,448 for the Sheriff’s Office. No County match is required. BACKGROUND: The purpose of the Paul Coverdell Forensic Services Improvement Grant Program is to improve the quality and timelines of forensic science services over current operations. The non-competitive funds are available for distribution during the initial period beginning April 1, 2024,through June 30, 2025. The Office of the Sheriff’s Forensic Services Division is an ANAB (ANSI-ASQ National Accreditation Board) accredited laboratory that has on-going training requirements to fulfill accreditation criteria. This grant provides funding for crime laboratory equipment and annual training of forensic staff. CONSEQUENCE OF NEGATIVE ACTION: If the Board does not approve, the County will not receive grant funding for training necessary to retain ANAB accreditation. CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:RES 23-648,Version:1 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board IN THE MATTER OF Applying for and accepting the FY 2023 Paul Coverdell Forensic Science Improvement Grants Program. WHEREAS,the County of Contra Costa is seeking funds available through the U.S. Department of Justice for the FY 2023 Paul Coverdell Forensic Science Improvement Grants Program; NOW, THEREFORE, BE IT RESOLVED that the Board of Supervisors:Authorizes the Sheriff-Coroner, Undersheriff or Chief of Management Services, to execute for and on the behalf of the County of Contra Costa, a public entity established under the laws of the State of California, any actions necessary for the purpose of obtaining Federal assistance including grant modifications and extensions related to the FY 2023 Paul Coverdell Forensic Science Improvement Grants Program; provided by the U.S. Department of Justice. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™ 1025 ESCOBAR STREET MARTINEZ, CA 94553CONTRA COSTA COUNTY Legislation Details (With Text) File #: Version:223-1221 Name: Status:Type:Consent Item Passed File created:In control:11/21/2023 BOARD OF SUPERVISORS On agenda:Final action:12/12/2023 12/12/2023 Title:APPROVE the delegation of authority to the County Treasurer for investing and reinvesting County funds and the funds of other depositors in the County treasury, or to sell or exchange securities so purchased, pursuant to section 53607 of the State Government Code. Attachments: Action ByDate Action ResultVer.Tally approvedBOARD OF SUPERVISORS12/12/2023 2 Pass To:Board of Supervisors From:Russell Watts, Treasurer-Tax Collector Report Title:DELEGATION OF INVESTMENT AUTHORITY TO THE COUNTY TREASURER FOR CALENDAR YEAR 2024 ☒Recommendation of the County Administrator ☐ Recommendation of Board Committee RECOMMENDATIONS: APPROVE the delegation of authority to the County Treasurer for investing and reinvesting County funds and the funds of other depositors in the County treasury, or to sell or exchange securities so purchased, pursuant to section 53607 of the State Government Code. FISCAL IMPACT: The County Treasurer manages and invests the funds of all County agencies, 17 Special Districts, 19 School Districts and one Community College District. Centralizing this function creates a dedicated staff of investment professionals and creates greater efficiency, economies of scale and greater investment power. BACKGROUND: State law provides that the Board of Supervisors may delegate to the County Treasurer the authority "to invest or to reinvest funds of a local agency, or to sell or exchange securities so purchased" for a one year period. It is recommended that this delegation be renewed through the calendar year 2024. CONSEQUENCE OF NEGATIVE ACTION: CONTRA COSTA COUNTY Printed on 1/10/2024Page 1 of 2 powered by Legistar™ File #:23-1221,Version:2 If the Delegation of Authority is not approved, each of the County Agencies, 17 Special Districts, 19 School Districts and one Community College District would have to manage their own funds. This would be less cost efficient for all entities. CONTRA COSTA COUNTY Printed on 1/10/2024Page 2 of 2 powered by Legistar™