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HomeMy WebLinkAboutMINUTES - 06272023 - BOS Completed Min PktCALENDAR FOR THE BOARD OF SUPERVISORS CONTRA COSTA COUNTY AND FOR SPECIAL DISTRICTS, AGENCIES, AND AUTHORITIES GOVERNED BY THE BOARD BOARD CHAMBERS, ADMINISTRATION BUILDING, 1025 ESCOBAR STREET MARTINEZ, CALIFORNIA 94553-1229 JOHN GIOIA, CHAIR, 1ST DISTRICT FEDERAL D. GLOVER, VICE CHAIR, 5TH DISTRICT CANDACE ANDERSEN, 2ND DISTRICT DIANE BURGIS, 3RD DISTRICT KEN CARLSON, 4TH DISTRICT MONICA NINO, CLERK OF THE BOARD AND COUNTY ADMINISTRATOR, (925) 655-2075 PERSONS WHO WISH TO ADDRESS THE BOARD DURING PUBLIC COMMENT OR WITH RESPECT TO AN ITEM THAT IS ON THE AGENDA, MAY BE LIMITED TO TWO (2) MINUTES. A LUNCH BREAK MAY BE CALLED AT THE DISCRETION OF THE BOARD CHAIR. The Board meeting will be accessible in-person, via television, and via live-streaming to all members of the public. Board meetings are televised live on Comcast Cable 27, ATT/U-Verse Channel 99, and WAVE Channel 32, and can be seen live online at www.contracosta.ca.gov. Persons who wish to address the board during public comment or with respect to an item on the agenda may comment in person or may call in during the meeting by dialing 888-278-0254 followed by the access code 843298#. A caller should indicate they wish to speak on an agenda item, by pushing "#2" on their phone. Access via Zoom is also available using the following link: https://cccounty-us.zoom.us/j/87344719204 . Those participating via Zoom should indicate they wish to speak on an agenda item by using the “raise your hand” feature in the Zoom app. To provide contact information, please contact Clerk of the Board at clerkoftheboard@cob.cccounty.us or call 925-655-2000. Meetings of the Board are closed-captioned in real time. Public comment generally will be limited to two minutes. Your patience is appreciated. A Spanish language interpreter is available to assist Spanish-speaking callers. A lunch break or closed session may be called at the discretion of the Board Chair. Staff reports related to open session items on the agenda are also accessible online at www.contracosta.ca.gov. ANNOTATED AGENDA & MINUTES June 27, 2023            9:00 A.M. Convene, call to order and opening ceremonies. Closed Session 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. CONFERENCE WITH LEGAL COUNSEL--EXISTING LITIGATION (Gov. Code § 54956.9(d)(1)) Guy Hayashi v. Contra Costa County, WCAB Nos. ADJ9119367; ADJ15254898; ADJ152549361. Tyrone Pumphrey v. Brandon Battles, et al., United States District Court, Northern District of California, Case No. C21-09005 JSC 2. 3. Karen Evans v. Contra Costa County, Contra Costa County Superior Court, Case No. C22-02060 C. CONFERENCE WITH LEGAL COUNSEL--ANTICIPATED LITIGATION Significant exposure to litigation pursuant to Gov. Code, § 54956.9(d)(2): [One potential case.] Inspirational Thought- "We can change the world and make it a better place. It is in our hands to make a difference." ~Nelson Mandela, activist and first president of South Africa Present: 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 Supervisor Staff Present:Monica Nino, County Administrator Thomas Geiger, County Counsel  Speakers: Pete Bennett; Caller 1. There were no announcements from Closed Session.   CONSIDER CONSENT ITEMS (Items listed as C.1 through C.109 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.   PRESENTATIONS (5 Minutes Each)   PR. 1 PRESENTATION to recognize those who have significantly contributed towards reducing substance abuse in Contra Costa communities on the occasion of “People Who Make a Difference Awards 2023.” (Fatima Matal Sol, Alcohol and Other Drugs Advisory Board Director and Cynthia Chavez, Advisory Board Member)   PR. 2 PRESENTATION recognizing Nancy Adams, Child Support Services Attorney, for the Child Support Directors Association's Outstanding Attorney of the Year Award. (Lori Cruz, Child Support Services Director)   DISCUSSION ITEMS   D. 1 CONSIDER accepting the annual reports on the Policy Options for Protecting Youth from Tobacco Influences in the Retail Environment and the Secondhand Smoke Protections ordinances, including program and funding recommendations for Cannabis education as recommended by the Family and Human Services Committee. (Sefanit Mekuria, MD, MPH, Deputy Health Officer; Mayra Lopez, Tobacco Prevention Program Manager; and Fatima Matal Sol, Alcohol and Other Drugs Program Chief.)       Speakers: Emily Justice, Contra Costa Office of Education ADOPTED the recommendations; and DIRECTED staff to provide a future report to the Family and Human Service and the Board of Supervisors on the Fiscal Year 2023-2024 revenues and their expenditure.   D. 2 CONSIDER adopting the Arts & Culture Master Plan for Contra Costa County, recognize the Ad Hoc Arts    D. 2 CONSIDER adopting the Arts & Culture Master Plan for Contra Costa County, recognize the Ad Hoc Arts Council Steering Committee for their work, and direct staff to proceed with a solicitation process (Request for Proposal) to identify an organization to serve as the Contra Costa County Arts Council. (Lara DeLaney, County Administrator's Office)       Speakers: Nilofar Gardezi: Arlene; Jose; Annette Beckstrand; Margo Melcon, Zellerback Foundation; Written correspondence received from Ben Miyaji, Arts Council Ad Hoc Steering Committee Member, District 5 (attached).    AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover D. 3 HEARING on the itemized costs of abatement for property located located at 549 Grove Ave., Richmond, in unincorporated Contra Costa County, California. (Elizabeth Smith, Owner). (Jason Crapo, Conservation and Development Department).       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover D. 4 HEARING on the itemized costs of abatement for real property located at 1926 4th St., Richmond, in unincorporated Contra Costa County, California. (Christine Ru Chen, Owner). (Jason Crapo, Conservation and Development Department).       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover D. 5 HEARING to consider adopting Ordinance No. 2023-13, establishing amended regulations and permitting procedures for accessory dwelling units. (Ruben Hernandez and Stanley Muraoka, Department of Conservation and Development)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover D. 6 HEARING to consider adopting Traffic Resolution No. 2023/4531 approving and authorizing an 18-month temporary overnight road closure of Carquinez Scenic Drive (Road No. 2191B) between the city limits of Martinez and extending westerly to McEwen Road (Road No. 2784), daily from sunset to sunrise the following day, beginning June 27, 2023 and ending December 27, 2024, to prevent illegal and criminal activity, as recommended by the Public Works Director, Martinez area. (Monish Sen, Public Works Department)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover D. 7 HEARING to consider adopting Traffic Resolution No. 2023/4532 approving and authorizing an 18-month temporary road closure of South Broadway Avenue (Road No. 5385BA) between the city limits of Pittsburg and extending northerly to Maylard Street (Road No. 5385AX), beginning June 27, 2023 and ending December 27, 2024, to prevent illegal and criminal activity, as recommended by the Public Works Director, Bay Point area. (Monish Sen, Public Works Department)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover D. 8 RECEIVE monthly update on the activities and oversight of the County's Head Start Program and ACCEPT the 2023-2024 Admission Priorities / Selection Criteria. (Marla Stuart, Employment and Human Services Director)       Speaker: Caller 1; Stephanie Taddeo.    AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover D. 9 CONSIDER Consent Items previously removed.    There were no consent items removed for discussion.   D. 10 PUBLIC COMMENT (2 Minutes/Speaker)    Pete Bennett recounted his history of living in Contra Costa County and notes that he is now living in his van; Caller 1 objects to the policy of a cumulative 10 minute commentary total per meeting and requests the policy be placed on an agenda; John Dante requested further consideration for a Measure X innovation projects for technological material for recovery homes; Denarius, thanked the Board for its attention to youth issues and would like to assist in getting youth more involved in community; Caller 6770, spoke on various perceived violations of oaths of office, not only county but statewide, and expressed feeling offended at some of the venues presented at Dodgers Stadium regarding Pride events.   D. 11 CONSIDER reports of Board members.    Supervisor Andersen introduced her office's summer intern, Sami. She served on the San Rmon Teen Council and was Editor-in-Chief of the school newspaper. She will be attending UC Berkeley, studying political science and public policy; Chair Gioia introduced summer intern Olivia Han, a senior at the University of Washington D.C., studying law and criminal justice, with an interest in reentry. She plans to return to Contra Costa County after graduation; Supervisor Carlson noted he had the opportunity to tour the George Miller Center on June 15 and was appreciative of the program; Supervisor Glover said he had the opportunity to attend several Juneteenth events and found them inspiring; Supervisor Burgis was able to participate with the Association of Bay Area Government (ABAG) General Assembly last week and promote the economic development efforts being put forward by Contra Costa County and said she was very encouraged the participants in the discussing the need to distribute more jobs throughout the Bay Area, rather than just focusing on housing connected to transportation, and support from one of the Santa Clara supervisors promoting increased support for childcare.   ADJOURN    Adjourned today's meeting into Closed Session at 12:39. Adjourned at 2:25 p.m.   CONSENT ITEMS   Road and Transportation   C. 1 APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract amendment with PreScience Corporation, effective July 1, 2023, to increase the payment limit by $46,731 to a new payment limit of $1,627,747 and extend the term through December 31, 2023, for construction management services for the Marsh Drive Bridge Replacement Project, Concord area. (89% Federal Highway Bridge Program Funds, 11% Local Road Funds)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 2 AWARD and AUTHORIZE the Public Works Director, or designee, to execute a construction contract with Kerex Engineering, Inc., in the amount of $270,800 for the Westminster and Kenyon Avenue Accessibility Project, Kensington area. (93% Local Road Funds, 7% Transportation Development Act Funds)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 3 ADOPT Resolution No. 2023/247 accepting as complete the contracted work performed by Granite Rock Company for the Byron Highway at Byer Road Safety Improvements Project, as recommended by the Public Works Director, Byron area. (22% Highway Safety Improvement Program Funds, 58% Discovery Bay West Mitigation Funds, 6% Discovery Bay Area of Benefit Funds, 14% East County Area of Benefit Funds)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 4 AWARD and AUTHORIZE the Public Works Director, or designee, to execute three on-call contracts with Dillard Trucking, Inc., LS Trucking, Inc., and C&J Favalora Trucking Inc., in the amount of $300,000 each, for the 2023 On-Call Trucking Services Contract for Aggregate Stockpiling and Transportation, Countywide. (100% Local Road Funds)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover Engineering Services   C. 5 ADOPT Resolution No. 2023/245 accepting completion of private improvements for subdivision MS14-00004, for a project developed by Cynthia Erb & Associates, LLC, as recommended by the Public Works Director, Alamo area. (100% Developer Fees)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover Special Districts & County Airports   C. 6 Acting as the governing body of the Contra Costa County Flood Control and Water Conservation District, APPROVE and AUTHORIZE the County Auditor-Controller, to issue a payment in the amount of $95,679 to Reclamation District No. 2137, to fund emergency repairs on a portion of the west bank of the Marsh Creek Channel, Oakley area, as recommended by the Public Works Department. (100% Flood Control Zone 1 Funds)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 7 AWARD and AUTHORIZE the Chief Engineer, or designee, to execute a construction contract with Pacific    C. 7 AWARD and AUTHORIZE the Chief Engineer, or designee, to execute a construction contract with Pacific States Environmental Contractors, Inc., in the amount of $1,477,165 for the Grayson Creek Desilt Project, Pleasant Hill and Pacheco areas. (100% Flood Control Zone B Funds)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 8 Acting as the governing board of the Contra Costa County Fire Protection District, APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the Fire Chief, to execute a contract amendment with CDW-G, to increase the payment limit by $75,000 for a new payment limit of $250,000, for the purchase of additional information technology equipment with no change to the term. (100% CCCFPD General Fund)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 9 APPROVE and AUTHORIZE the Director of Airports, or designee, to execute an amendment to the Consulting Services Agreement with Kimley-Horn and Associates to add Telamon Engineering Consultants, Inc. as an additional subconsultant to perform the construction survey for the security upgrades project underway at Buchanan Field Airport in Concord. (No fiscal impact)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 10 Acting as the governing board of the Contra Costa County Fire Protection District (District), APPROVE and AUTHORIZE the Fire Chief, or designee, to execute a contract with AP Triton LLC., in an amount not to exceed $260,000 to develop and facilitate an ambulance subcontractor Request for Proposals process and response to the County's Ambulance RFP for the District, for the period of July 1, 2023 through June 30, 2024. (100% CCCFPD EMS Transportation Fund)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover Claims, Collections & Litigation   C. 11 DENY claims filed by Tanya S. Comminey, Danny Lamont Hamilton, Shirin Khaleghi, Vanessa Ochoa, Victor E. Orellana, and Daniel Rycerski. DENY amended claims filed by James and Dianne Browning, and John Simmons. DENY late claim filed by James Johnson for J.A., a minor.       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover Honors & Proclamations   C. 12 ADOPT Resolution No. 2023/264 recognizing Nancy Adams, Child Support Services Attorney, for receiving the Child Support Directors Association’s Outstanding Attorney of the Year award, as recommended by Child Support Services Director.       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 13 ADOPT Resolution No. 2023/246 recognizing Bob Butler on the occasion of his retirement after 42 years of work with KCBS Radio and his contribution to the field of journalism and the residents of the San Francisco Bay Area, as recommended by Supervisor Burgis.       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane  AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 14 RECOGNIZE those who have significantly contributed towards reducing substance abuse in Contra Costa communities on the occasion of “People Who Make a Difference Awards 2023," as recommended by Fatima Matal Sol, Alcohol and Other Drugs Advisory Board Director and Cynthia Chavez, Advisory Board Member.       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 15 ADOPT Resolution No. 2023/263 honoring Lillian Roselin, Executive Director of the John Muir Community Health Fund on the occasion of her retirement, as recommended by Supervisor Carlson.       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover Appointments & Resignations   C. 16 APPOINT Dennisha Marsh to the District V Seat on the Library Commission for a term ending on June 30, 2024, as recommended by Supervisor Glover.       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 17 APPOINT Jamin Pursell to the Environmental Organization seat on the Hazardous Materials Commission to complete a term that will expire on December 31, 2024, as recommended by the Internal Operations Committee.       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 18 DECLARE a vacancy in Seat B12 – Contra Costa Office of the Sheriff Representative, on the Emergency Medical Care Committee for a term ending September 30, 2024, and DIRECT the Clerk of the Board to post the vacancy, as recommended by the Health Services Director.       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 19 DECLARE vacancies in the Alcohol and Other Drugs Advisory Board At-Large 3 Seat for a term ending June 30, 2025, At-Large 5 Seat for a term ending June 30, 2023 and At-Large 6 Seat for a term ending June 30, 2024; and DIRECT the Clerk of the Board to post the vacancies, as recommended by the Health Services Director.       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 20 REAPPOINT Kevin Van Buskirk to the District IV Seat of the Contra Costa County Planning Commission for a term ending June 30, 2027 as recommended by Supervisor Carlson.       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 21 REAPPOINT Eizo Kobayashi to the District IV seat of the Contra Costa County Merit Board for a term ending June 30, 2027, as recommended by Supervisor Carlson.       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 22 APPOINT Jeffrey Wright to the District 1 seat of the Contra Costa County Planning Commission for a term    C. 22 APPOINT Jeffrey Wright to the District 1 seat of the Contra Costa County Planning Commission for a term ending June 30, 2027, as recommended by Supervisor Gioia.       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover Appropriation Adjustments   C. 23 Office of the Sheriff’s Support Services Bureau – Forensic Services Division (2557)/ Central Identify Bureau (0270): APPROVE Appropriation and Revenue Adjustment No. BDA-23-00133 authorizing the transfer of appropriations and reimbursements in the amount of $24,116 to recognize new funding and increased personnel costs for the Latent Print Unit. (100% California Identification System (CAL-ID) Remote Access Network)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 24 Acting as the governing board of the Contra Costa Fire Protection District, APPROVE Appropriation and Revenue Adjustment No. BDA-23-00138 authorizing revenue from the City of Pinole and Measure X for the provision of fire protection services. (54% Measure X, 46% City of Pinole)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 25 Contra Costa County Fire Protection District (7300): Acting as the governing board of the Contra Costa County Fire Protection District (District), APPROVE Budget Amendment BDA-23-00149 authorizing revenue in the amount of $696,560 from the CCCFPD General Operating fund balance and appropriating it to the District for the purchase of a wildland firefighting vehicle. (100% CCCFPD General Operating Fund Balance)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 26 Office of the Sheriff Detention (0300),(0255)/ Plant Acquisition-Sheriff Detention Facilities (0111-4411/4407): APPROVE Appropriations and Revenue Adjustment No. BDA-23-00142, appropriating $2,095,000 for various projects at the West County Detention Facility and Martinez Detention Facility to the Plant Acquisition-Sheriff Detention Facilities account and $2,200,000 for the Law Enforcement Training Center tenant improvement project to the Plant Acquisition-Sheriff Coroner account for a total of $4,295,000 to fund capital projects. (100% County General Fund)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover Personnel Actions   C. 27 ADOPT Position Adjustment Resolution No. 26158 to add three Sheriff’s Specialist (represented) positions in the Sheriff's Office – Custody Services Bureau. (100% County General Fund)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover Grants & Contracts   APPROVE and AUTHORIZE execution of agreements between the County and the following agencies for receipt of fund and/or services:     C. 28 ADOPT Resolution No. 2023/244 to approve and authorize the Employment and Human Services Director, or designee, to execute Agreement Number DC-2223-07 to accept funding in an amount not to exceed $19,758 from the California Department of Aging to fund the Digital Connections program in Contra Costa County through the Older Adults Recovery and Resilience Funds for the period February 1, 2023 through December 31, 2023. (100% State)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 29 APPROVE and AUTHORIZE the County Librarian, or designee, to apply for and accept a grant in the amount of $20,000 from the Dean and Margaret Lesher Foundation to provide library books and materials at the Juvenile Hall Library for the period June 1, 2023 through May 31, 2025. (No County match)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 30 APPROVE and AUTHORIZE the Agricultural Commissioner, or designee, to execute a contract with the California Department of Food and Agriculture in an amount not to exceed $14,550, to reimburse the County for inspection of gasoline service stations and others selling petroleum products, for the period of July 1, 2023 through June 30, 2024. (100% State funds)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 31 APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute contracts with 19 local municipalities, 5 local districts, and the County District Attorney's Office to provide and receive reimbursement for County forensic services for the period July 1, 2023 through June 30, 2025. (100% User agency fee revenue)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 32 APPROVE and AUTHORIZE the Agricultural Commissioner, or designee, to execute a contract with the California Department of Food and Agriculture in an amount not to exceed $3,120 to reimburse the County for inspection of recycling establishments licensed as weighmasters for the period of July 1, 2023 through June 30, 2024. (100% State funds)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 33 APPROVE and AUTHORIZE the District Attorney, or designee, to apply for and accept the Organized Retail Theft Vertical Prosecution Grant from the California Board of State and Community Corrections in an amount not to exceed $2,050,000 to fund an Organized Retail Theft Vertical Prosecution Unit for the period October 1, 2023 through June 1, 2027. (100% State, no County match)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 34 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with the City of Richmond for its Police Department, to pay the County an amount not to exceed $144,333 to provide homeless outreach services under the Coordinated Outreach, Referral and Engagement Program for the period July 1, 2022 through June 30, 2023. (No County match)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 35 RATIFY the grant application to the U.S. Department of Transportation's Charging and Fueling    C. 35 RATIFY the grant application to the U.S. Department of Transportation's Charging and Fueling Infrastructure Discretionary Grant Program for up to $15,000,000 in federal funding to construct Electric Vehicle Charging Stations at various County library sites, Countywide, as recommended by the Public Works Department. (100% Sustainability Fund, Measure X)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 36 APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to accept funding in an amount not to exceed $1,453,277 from the California Department of Social Services through the Foundation for California Community Colleges for one-time stipends for childcare providers caring for children receiving specified state-subsidized child care services. (100% Federal)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 37 APPROVE and AUTHORIZE the Health Services Director, or designee, to accept a grant award from the U.S. Department of Health and Human Services, Health Resources & Services Administration, to pay the County an amount not to exceed $251,474 for the Ryan White, Part C, HIV Early Intervention Services to reduce the transmission of HIV, improve access to health care, and to enhance quality of life for those with HIV in West Contra Costa County for the period May 1, 2023 through April 30, 2024. (No County match)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 38 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with the California Department of Public Health, to increase the total amount payable to the County by $276,636 to a new total of $16,588,344 for additional Supplemental Food Program for Women, Infants and Children services with no change in the term. (No County match)       Speaker: Caller 6770.    AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 39 APPROVE and AUTHORIZE the Agricultural Commissioner, or designee, to execute a contract with the California Department of Food and Agriculture in an amount not to exceed $71,264 to reimburse the County for trapping and detection of the European Grapevine Moth for the period of January 1, 2023 through December 31, 2023. (100% State funds)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover APPROVE and AUTHORIZE execution of agreement between the County and the following parties as noted for the purchase of equipment and/or services:   C. 40 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Allied Medical and Consultation Services, P.C., in an amount not to exceed $1,100,000 to provide Medi-Cal specialty mental health services for the period July 1, 2023 through June 30, 2024. (50% Federal Medi-Cal; 50% State Mental Health Realignment)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 41 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with A Step    C. 41 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with A Step Forward Child Abuse Treatment and Training Programs, A Marriage, Family and Child Counseling Corporation, in an amount not to exceed $290,000 to provide Medi-Cal specialty mental health services for the period July 1, 2023 through June 30, 2024. (50% Federal Medi-Cal; 50% State Mental Health Realignment)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 42 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Bay Area Doctors, Inc., in an amount not to exceed $450,000 to provide Medi-Cal specialty mental health services for the period July 1, 2023 through June 30, 2024. (50% Federal Medi-Cal; 50% State Mental Health Realignment)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 43 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Planned Parenthood: Shasta-Diablo, Inc., in an amount not to exceed $1,325,688 to provide prenatal services for Contra Costa Regional Medical Center and Health Center patients for the period July 1, 2023 through June 30, 2024. (100% Hospital Enterprise Fund I)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 44 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Health Care Interpreter Network, in an amount not to exceed $1,577,500 to provide consulting, technical assistance and translation services on the Healthcare Interpreter Network System at Contra Costa Regional Medical Center and Health Centers for the period July 1, 2023 through June 30, 2025. (100% Hospital Enterprise Fund I)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 45 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Mauricio Kuri, M.D., PC, effective May 1, 2023, to increase the payment limit by $274,000 to a new payment limit of $2,097,000, to provide additional plastic surgery services at Contra Costa Regional Medical Center and Health Centers with no change in the term. (100% Hospital Enterprise Fund I)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 46 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Arati Pratap, M.D., effective May 1, 2023, to increase the payment limit by $270,000 to a new payment limit of $540,000, to provide additional gastroenterology services at Contra Costa Regional Medical Center and Health Centers with no change in the term. (100% Hospital Enterprise Fund I)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 47 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Kevin Beadles, M.D., in an amount not to exceed $1,500,000 to provide ophthalmology services at Contra Costa Regional Medical Center and Health Centers for the period June 1, 2023 through May 31, 2026. (100% Hospital Enterprise Fund I)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 48 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with    C. 48 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Traditions Psychology Group, Inc (dba Traditions Behavioral Health), in an amount not to exceed $39,500,000 to provide physician management and psychiatric staffing for the Inpatient Psychiatric Crisis Stabilization Unit at Contra Costa Regional Medical Center, the County’s Main Detention Facility and Mental Health Clinics for the period June 1, 2023 through May 31, 2025. (100% Hospital Enterprise Fund I)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 49 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Symplr Care Management, LLC., in an amount not to exceed $900,000 to provide credentialing support regarding health care operations for Contra Costa Health Plan for the period July 1, 2023 through June 30, 2026. (100% Contra Costa Health Plan Enterprise Fund II)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 50 APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract amendment with Quality Assurance Engineering, Inc. (dba Consolidated Engineering Laboratories), to extend the term through June 25, 2024 with no change to the payment limit, to continue providing as-needed materials testing and inspection services for County projects, Countywide. (No fiscal impact)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 51 APPROVE and AUTHORIZE the Conservation and Development Director, or designee, to execute a contract with the Contra Costa Centre Association in an amount not to exceed $450,680 to provide transportation demand management services for the Contra Costa Centre area, for the period July 1, 2023 through June 30, 2024. (100% County Service Area M-31 funds)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 52 APPROVE and AUTHORIZE the Director of Risk Management to execute a contract with BSI America Professional Services, Inc. in an amount not to exceed $4,505,578 to provide on-site environmental health & safety and sustainability consulting support for the period of July 1, 2023 through June 30, 2025. (40% Workers' Compensation Internal Service Fund, 60% User departments)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 53 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute contracts with 26 contractors to provide community-based outpatient Medi-Cal mental health services for the period from July 1, 2023 through June 30, 2024 with no individual contract to exceed $9,068,043. (Federal Medi-Cal, Mental Health Realignment, Mental Health Services Act revenue)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 54 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with JWG Consulting, LLC, in an amount not to exceed $638,000 to provide consulting services, training, and technical assistance to the Department’s Information Systems Unit for the period July 1, 2023 through June 30, 2025. (100% Hospital Enterprise Fund I)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 55 APPROVE and AUTHORIZE the County Counsel, or designee, to execute, on behalf of Contra Costa    C. 55 APPROVE and AUTHORIZE the County Counsel, or designee, to execute, on behalf of Contra Costa County, a third amended and restated legal services contract, effective June 27, 2023, among Soluri Meserve, a Law Corporation, and the Counties of Contra Costa, Solano, and San Joaquin, to pay the firm an amount not to exceed $299,000 in connection with the firm’s legal work for these three Delta Counties Coalition counties through December 31, 2023. (33% Contra Costa Water Agency, 67% Outside Agencies)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 56 APPROVE and AUTHORIZE the Conservation and Development Director, or designee, to execute a contract with GMO GlobalSign, Inc., in an amount not to exceed $28,740 to provide electronic signature services for the period June 27, 2023 through June 26, 2024, and year to year thereafter until terminated. (100% Land Development Fund)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 57 APPROVE and AUTHORIZE the Conservation and Development Director, or designee, to execute a contract with Danville Area Chamber of Commerce, a private non-profit organization, in an amount not to exceed $10,000 for the Women's Enterprise Initiative Program to mentor, instruct, and train female business owners and their staff, as recommended by Supervisor Andersen. (100% Livable Communities Trust Fund, District II share)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 58 APPROVE and AUTHORIZE the County Administrator, or designee, to execute a contract amendment with The Congress of Neutrals to increase the payment limit by $10,001 to a new payment limit of $130,001, and extend the term through July 31, 2023 for mediation services through the County Dispute Resolution Program. (100% Dispute Resolution Funds)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 59 APPROVE and AUTHORIZE the County Administrator, or designee, to execute a contract amendment with Center for Human Development to increase the payment limit by $5,035 to a new payment limit of $65,035, and extend the term through July 31, 2023 for mediation services through the County Dispute Resolution Program. (100% Dispute Resolution Funds)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 60 APPROVE clarification of Board action of June 13, 2023 (C.120) for a contract amendment with Hinderliter, de Llamas and Associates, effective July 1, 2023, to reflect the intent of the parties to increase the payment limit from $1,000,000 to $1,125,000.       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 61 APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a contract with The Act 1 Group, Inc., dba ATIMS, in an amount not to exceed $1,302,404 for yearly maintenance fees, upgrades, and requested changes to the Jail Management System for the period February 26, 2023 to February 25, 2028. (100% County General Fund, budgeted)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 62 APPROVE and AUTHORIZE the County Administrator, or designee, to execute a contract with the    C. 62 APPROVE and AUTHORIZE the County Administrator, or designee, to execute a contract with the Industrial Employers and Distributor's Association in an amount not to exceed $77,220 to provided labor negotiations and support services for the period of July 1, 2023 to September 30, 2023. (100% General Fund)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 63 APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract amendment with Glen Price Group to increase the payment limit by $100,000 to a new payment limit of $235,000 for strategic planning, fund monitoring and grant writing services, and to extend the term through June 30, 2024. (59% Federal, 35% State, 6% County)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 64 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract amendment with Tegria Services Group – US, Inc, to increase the payment limit by $1,000,000 to a new payment limit of $3,500,000 for additional consulting, technical support, and training to the Health Services Information Systems Unit with no change in the term. (100% Hospital Enterprise Fund I)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 65 APPROVE and AUTHORIZE the Employment Human Services Director, or designee, to execute an interagency agreement with First 5 Contra Costa and Families Commission in an amount not to exceed $810,000, to develop and implement the Children with Disabilities Project and support providers that are serving young children with disabilities for the period May 1, 2023 through April 30, 2025. (100% Measure X)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 66 APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract amendment with Pacific Clinics, formerly known as Uplift Family Services, to increase the payment limit by $169,600 to a new payment limit of $508,800 and to extend the term through December 31, 2023 to provide Child Welfare Differential Response Program Path 2 and After Care Case Management Services in East Contra Costa County. (100% State)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 67 APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract amendment with Contra Costa Youth Service Bureau, to increase the payment limit by $156,367 to a new payment limit of $469,102 and to extend the contract term through December 31, 2023 to provide Child Welfare Redesign Differential Response Program Path 2 and After Care Case Management Services in West Contra Costa County. (100% State)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 68 APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract amendment with Catholic Charities of the Diocese of Oakland (dba Catholic Charities of the East Bay), to increase the payment limit by $135,000 to a new payment limit of $405,000 and to extend the contract term through December 31, 2023 to provide Child Welfare Redesign Differential Response Program Path 2 and After Care Case Management Services in Central Contra Costa County. (100% State)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 69 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Aspire Neuro Psychological Services, Inc., in an amount not to exceed $300,000 to provide medical specialty services, including but not limited to behavioral health treatment, neuropsychological testing and bariatric surgery evaluation services to Contra Costa Health Plan members and county recipients for the period July 1, 2023 through June 30, 2025. (100% Contra Costa Health Plan Enterprise Fund II)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 70 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with KCI USA, Inc., in an amount not to exceed $900,000 to provide durable medical equipment, training services and related supplies to Contra Costa Health Plan members for the period July 1, 2023 through June 30, 2026. (100% Contra Costa Health Plan Enterprise Fund II)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 71 APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Pacific Clinics, in an amount not to exceed $1,225,000 to provide family preservation and support services to families referred from existing child welfare cases and/or the County Probation Department for the period July 1, 2023 through June 30, 2025. (30% General Fund, 70% State)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 72 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Q Metrics, Inc., in an amount not to exceed $116,412 to provide administration of the Timely Access Provider Appointment Availability Survey for Contra Costa Health Plan for the period May 1, 2023 through April 30, 2024. (100% Contra Costa Health Plan Enterprise Fund II)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 73 APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract amendment with CocoKids, Inc., to increase the payment limit by $1,057,204 to a new payment limit of $2,280,944, to provide Emergency Child Care Bridge Program services for foster children, with no change to term July 1, 2022 through June 30, 2024. (85% State, 15% Federal)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 74 APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a contract with Integrated Solutions Consulting, Corp. in an amount not to exceed $230,075 to provide consulting, technical assistance, data analytics, and training for the update to the Contra Costa County Local Hazard Mitigation Plan for the period of June 1, 2023 through the end of the grant period. (100% FEMA Hazard Mitigation funding)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 75 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Mt. Diablo Rheumatology Consultant, Inc., in an amount not to exceed $690,000 to provide rheumatology services at Contra Costa Regional Medical Center and health centers for the period July 1, 2023 through June 30, 2026. (100% Hospital Enterprise Fund I)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover    C. 76 APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Seneca Family of Agencies, in an amount not to exceed $770,987 to provide an Enhanced Intensive Services Foster Care Program delivering in home-based placement and intensive supportive services to Contra Costa County dependent foster youth for the period July 1, 2023 through June 30, 2024. (30% General Fund, 70% State)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 77 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Addiction Research and Treatment, Inc., in an amount not to exceed $8,474,886 to provide methadone maintenance treatment services to county residents for the period July 1, 2023 through June 30, 2024. (50% Federal Drug Medi-Cal; 50% Mental Health Realignment)       CORRECTED TO READ: APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Addiction Research and Treatment, Inc., in an amount not to exceed $8,474,886 to provide methadone maintenance treatment services to county residents for the period July 1, 2023 through June 30, 2024. (50% Federal Drug Medi-Cal; 50% Mental Health Behavioral Heath Realignment)   C. 78 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with 5C Consulting Group LLC in an amount not to exceed $670,200 to provide temporary workers, as needed, that will provide technical support, training, and consulting services to the Department’s Information Systems Unit for the period from July 1, 2023, through June 30, 2026. (100% Hospital Enterprise Fund I)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 79 APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a contract with Speedway Sonoma, LLC, in an amount not to exceed $12,000 to provide recruiting space and advertising for the term June 1, 2023 to December 31, 2023. (100% County General Fund, budgeted)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 80 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Applied Behavior Consultants, Inc., in an amount not to exceed $600,000 to provide behavioral health treatment – applied behavioral analysis services to Contra Costa Health Plan members and county recipients for the period July 1, 2023 through June 30, 2025. (100% Contra Costa Health Plan Enterprise Fund II)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 81 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Boutros Dental Corporation, in an amount not to exceed $400,000 to provide oral surgery services at Contra Costa Regional Medical Center, Health Centers and Martinez Adult Detention Facility for the period July 1, 2023 through June 30, 2025. (100% Hospital Enterprise Fund I)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 82 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Syntrix Consulting Group, LLC, in an amount not to exceed $350,000 to provide temporary workers, as needed, that will provide technical support, training, and consulting services to the Department’s Information Systems Unit for the period July 1, 2023, through June 30, 2024. (100% Hospital Enterprise Fund I)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane  AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 83 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with San Pablo Healthcare & Wellness Center, LLC (dba San Pablo Healthcare & Wellness Center), in an amount not to exceed $900,000 to provide skilled nursing facility services for Contra Costa Health Plan members and county recipients for the period July 1, 2023 through June 30, 2025. (100% Contra Costa Health Plan Enterprise Fund II)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 84 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Minh Nguyen, M.D., in an amount not to exceed $1,840,000 to provide pulmonary critical care services including but not limited to consultation, training, sleep studies, and medical and or surgical procedures at Contra Costa Regional Medical Center and Health Centers for the period June 1, 2023 through May 31, 2026. (100% Hospital Enterprise Fund I)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 85 APPROVE and AUTHORIZE the County Probation Officer, or designee, to execute a contract with the Contra Costa County Office of Education, in an amount not to exceed $615,500 to provide one-on-one academic support for justice-involved youth, ages 14-17 for the period July 1, 2023 through June 30, 2024. (100% State Juvenile Justice Crime Prevention Act)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 86 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with KPJ Consulting, LLC, in an amount not to exceed $1,401,000 to provide consulting, technical assistance, data analytics and training for the Electronic Medical Records Systems for the Department’s Information Systems Unit for the period from July 1, 2023, through June 30, 2026. (100% Hospital Enterprise Fund I)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover  AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 87 APPROVE and AUTHORIZE the County Probation Officer, or designee, to execute a contract with the Contra Costa County Office of Education, in an amount not to exceed $615,500 to provide one-on-one academic support for Transition Age Youth who are justice-involved or at risk of involvement for the period July 1, 2023 through June 30, 2024. (100% State Community Corrections Performance Incentive funds)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 88 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with San Ramon Regional Medical Center, LLC, in an amount not to exceed $5,000,000 to provide inpatient and outpatient healthcare services for Contra Costa Health Plan members for the period September 1, 2023 through August 31, 2024. (100% Contra Costa Health Plan Enterprise Fund II)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 89 APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute, for    C. 89 APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute, for the In-Home Supportive Services Public Authority, a contract Subscription Agreement with Excellesoft Partners, LLC, a Limited Liability Company, for the provision and maintenance of a customized software database tracking system for Provider and Consumer Registry in the amount of $40,000 for the period July 1, 2023 through June 30, 2025. (48% Federal, 33% State, 19% General Fund)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 90 APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the County Probation Officer, a purchase order with Blackhawk Network Inc., in the amount of $20,000 to purchase gift cards for adult probationers who have attained rehabilitative goals as part of its evidence based practices program. (100% State Community Corrections Performance Incentive funds)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 91 APPROVE and AUTHORIZE the County Probation Officer, or designee, to execute a contract with the Seneca Family of Agencies in an amount not to exceed $745,459 to provide wraparound services for youth in Contra Costa County for the period July 1, 2023 through June 30, 2025. (100% State Juvenile Justice Crime Prevention Act)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 92 APPROVE and AUTHORIZE the County Administrator, or designee, to execute a contract amendment with Great-West Life & Annuity Insurance Company, d/b/a Empower Retirement, with no change in payment limit, to extend the term through July 31, 2024, for recordkeeping and administrative services for the 457 Deferred Compensation Plan. (100% Employee participant fees)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 93 APPROVE and AUTHORIZE the Auditor-Controller, or designee, to pay the San Ramon Valley Fire Protection District $33,000 for EMS (Emergency Medical Services) Fire First Responder medical equipment, medical supplies and EMS training to the San Ramon Valley Fire Protection District for Fiscal Year 2022-23, as recommended by the Health Services Director. (100% Measure H Fund, CSA EM-1, Zone A)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 94 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with La Clinica De La Raza, Inc., in an amount not to exceed $2,000,000 to provide primary care physician and optometry services for Contra Costa Health Plan members and county recipients for the period July 1, 2023 through June 30, 2024. (100% Contra Costa Health Plan Enterprise Fund II)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 95 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Firststeps for Kids - Bay Area, Inc., in an amount not to exceed $400,000 to provide behavioral health treatment - applied behavioral analysis services for Contra Costa Health Plan members for the period July 1, 2023 through June 30, 2025. (100% Contra Costa Health Plan Enterprise Fund II)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 96 APPROVE and AUTHORIZE the County Administrator, or designee, to execute a contract with Sloan Sakai    C. 96 APPROVE and AUTHORIZE the County Administrator, or designee, to execute a contract with Sloan Sakai Yeung & Wong LLC, in an amount not to exceed $500,000 to serve as labor negotiators and to provide consulting services regarding labor relations for the period of July 1, 2023 to June 30, 2026. (100% General Fund)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 97 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Center for Human Development, in an amount not to exceed $868,907 to provide social need resource linkage, prison and jail reentry support services, health education and community outreach services to patients and residents of Contra Costa County for the period July 1, 2023 through June 30, 2024. (25% Medi-Cal Administrative Activities; 75% Health Services Ambulatory Care).       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 98 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Breg, Inc., in an amount not to exceed $300,000 to provide durable medical equipment, training services and related supplies for Contra Costa Health Plan members and county recipients for the period July 1, 2023 through June 30, 2025. (100% Contra Costa Health Plan Enterprise Fund II)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C. 99 APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Aspiranet, a nonprofit corporation, in an amount not to exceed $1,520,948, to provide Early Head Start, Early Head Start Childcare Partnership, and CalWORKs Home Visiting Program services for the period July 1, 2023, through June 30, 2024. (64% Federal, 36% State)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C.100 APPROVE and AUTHORIZE the County Administrator, or designee, to execute a revised contract amendment with Karpel Computer Systems, Inc., to extend the term by six months through December 31, 2023 and increase the payment limit by $74,522 to a new payment limit of $2,421,644 to provide ongoing hosting, maintenance, and support of the case management system for District Attorney prosecution services. (100% General Fund)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C.101 APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, on behalf of the Family and Children’s Trust Committee, to execute an interagency agreement, with the Mount Diablo Unified School District in an amount not to exceed $80,000 for the Crossroads High School Project serving pregnant and parenting youth for the period July 1, 2023 through June 30, 2024. (25% Ann Adler Children and Family Trust Donations, 75% Federal)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover Other Actions   C.102 APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a nonfinancial Memorandum of Understanding with the Housing Authority of the County of Contra Costa to support and administer the Foster Youth to Independence Voucher Program for housing vouchers for the period July 1, 2023 through June 30, 2026. (No fiscal impact)         AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C.103 APPROVE the 2023/2024 North Richmond Waste and Recovery Mitigation Fee Expenditure Plan, as recommended by the North Richmond Waste and Recovery Mitigation Fee Joint Expenditure Planning Committee. (100% North Richmond Mitigation Funds)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C.104 APPROVE out of cycle grant in the amount of $10,343 from the Fish and Wildlife Propagation Fund to the Contra Costa Resource Conservation District to cover eligible past and future costs for the 2023 Contra Costa County Creek and Watershed Symposium to be held on October 26, 2023, as recommended by the Internal Operations Committee. (100% Fish and Wildlife Propagation Fund)      C.105 APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with University of Arizona, to provide supervised field instruction to Public Health students in the County’s Public Health Division for the period June 1, 2023 through June 30, 2025. (No fiscal impact)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C.106 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 and by the Health Services Director. (No fiscal impact)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C.107 APPROVE Administrative Bulletin No. 600.3, “Purchasing Policy and Procedures;” ADOPT resolutions to update warrant request and procurement card procedures; INTRODUCE Ordinance No. 2023-14, amending the Purchasing Agent’s authority to execute contracts for special services under Government Code section 31000, WAIVE reading, and FIX July 11, 2023, for adoption; and take related implementation actions, as recommended by the Internal Operations Committee. (No fiscal impact)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C.108 RECEIVE Civil Grand Jury Report No. 2304, entitled "Investigating Deaths Involving Law Enforcement - Expanding Transparency and Reducing Delays", and REFER the report to the Sheriff and District Attorney for response. (No fiscal impact)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover C.109 APPROVE and AUTHORIZE the Health Services Director , or designee, to execute, on behalf of the County, an amendment to a grant award by the California Department of Public Health, Tuberculosis (TB) Control Branch, to increase the amount payable to County by $41,426, from $345,345, to a new total of $386,771, with no change to the original term of July 1, 2022, through June 30, 2023; and APPROVE and AUTHORIZE the Purchasing Agent to issue, on behalf of the Health Services Department, related purchase orders totaling $41,426 for the purchase of medical equipment, gas and food gift cards, rental assistance payments, transportation services, travel expenses connected with the TB grant program. (No County match)       AYE: District I Supervisor John Gioia, District II Supervisor Candace Andersen, District III Supervisor Diane Burgis, District IV Supervisor Ken Carlson, District V Supervisor Federal D. Glover   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. 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. STANDING COMMITTEES The Airport Committee (Supervisors Karen Mitchoff and Diane Burgis) meets quarterly on the second Wednesday of the month at 11:00 a.m. at the Director of Airports Office, 550 Sally Ride Drive, Concord. The Family and Human Services Committee (Supervisors John Gioia and Candace Andersen) meets on the fourth Monday of the month at 9:00 a.m. in Room 110, County Administration Building, 1025 Escobar Street, Martinez. The Finance Committee (Supervisors John Gioia and Karen Mitchoff) meets on the first Monday of the month at 9:00 a.m. in Room 110, County Administration Building, 1025 Escobar Street, Martinez. The Hiring Outreach Oversight Committee (Supervisors Federal D. Glover and John Gioia) meets quarterly on the first Monday of the month at 10:30 a.m.. in Room 110, County Administration Building, 1025 Escobar Street, Martinez. The Internal Operations Committee (Supervisors Candace Andersen and Diane Burgis) meets on the second Monday of the month at 10:30 a.m. in Room 110, County Administration Building, 1025 Escobar Street, Martinez. The Legislation Committee (Supervisors Karen Mitchoff and Diane Burgis) meets on the second Monday of the month at 1:00 p.m. in Room 110, County Administration Building, 1025 Street, Martinez. The Public Protection Committee (Supervisors Andersen and Federal D. Glover) meets on the fourth Monday of the month at 10:30 a.m. in Room 110, County Administration Building, 1025 Escobar Street, Martinez. The Sustainability Committee (Supervisors Federal D. Glover and John Gioia) meets on the fourth Monday of every other month at 1:00 p.m. in Room 110, County Administration Building, 1025 Escobar Street, Martinez. The Transportation, Water & Infrastructure Committee (Supervisors Candace Andersen and Karen Mitchoff) meets on the second Monday of the month at 9:00 a.m. in Room 110, County Administration Building, 1025 Escobar Street, Martinez. AGENDA DEADLINE: Thursday, 12 noon, 12 days before the Tuesday Board meetings. Glossary of Acronyms, Abbreviations, and other Terms (in alphabetical order): Contra Costa County has a policy of making limited use of acronyms, abbreviations, and industry-specific language in its Board of Supervisors meetings and written materials. Following is a list of commonly used language that may appear in oral presentations and written materials associated with Board meetings: AB Assembly Bill ABAG Association of Bay Area Governments ACA Assembly Constitutional Amendment ADA Americans with Disabilities Act of 1990 AFSCME American Federation of State County and Municipal Employees AICP American Institute of Certified Planners AIDS Acquired Immunodeficiency Syndrome ALUC Airport Land Use Commission AOD Alcohol and Other Drugs ARRA American Recovery & Reinvestment Act of 2009 BAAQMD Bay Area Air Quality Management District BART Bay Area Rapid Transit District BayRICS Bay Area Regional Interoperable Communications System BCDC Bay Conservation & Development Commission BGO Better Government Ordinance BOS Board of Supervisors CALTRANS California Department of Transportation CalWIN California Works Information Network CalWORKS California Work Opportunity and Responsibility to Kids CAER Community Awareness Emergency Response CAO County Administrative Officer or Office CCCPFD (ConFire) Contra Costa County Fire Protection District CCHP Contra Costa Health Plan CCTA Contra Costa Transportation Authority CCRMC Contra Costa Regional Medical Center CCWD Contra Costa Water District CDBG Community Development Block Grant CFDA Catalog of Federal Domestic Assistance CEQA California Environmental Quality Act CIO Chief Information Officer COLA Cost of living adjustment ConFire (CCCFPD) Contra Costa County Fire Protection District CPA Certified Public Accountant CPI Consumer Price Index CSA County Service Area CSAC California State Association of Counties CTC California Transportation Commission dba doing business as DSRIP Delivery System Reform Incentive Program EBMUD East Bay Municipal Utility District ECCFPD East Contra Costa Fire Protection District EIR Environmental Impact Report EIS Environmental Impact Statement EMCC Emergency Medical Care Committee EMS Emergency Medical Services EPSDT Early State Periodic Screening, Diagnosis and Treatment Program (Mental Health) et al. et alii (and others) FAA Federal Aviation Administration FEMA Federal Emergency Management Agency F&HS Family and Human Services Committee First 5 First Five Children and Families Commission (Proposition 10) FTE Full Time Equivalent FY Fiscal Year GHAD Geologic Hazard Abatement District GIS Geographic Information System HCD (State Dept of) Housing & Community Development HHS (State Dept of ) Health and Human Services HIPAA Health Insurance Portability and Accountability Act HIV Human Immunodeficiency Syndrome HOV High Occupancy Vehicle HR Human Resources HUD United States Department of Housing and Urban Development IHSS In-Home Supportive Services Inc. Incorporated IOC Internal Operations Committee ISO Industrial Safety Ordinance JPA Joint (exercise of) Powers Authority or Agreement Lamorinda Lafayette-Moraga-Orinda Area LAFCo Local Agency Formation Commission LLC Limited Liability Company LLP Limited Liability Partnership Local 1 Public Employees Union Local 1 LVN Licensed Vocational Nurse MAC Municipal Advisory Council MBE Minority Business Enterprise M.D. Medical Doctor M.F.T. Marriage and Family Therapist MIS Management Information System MOE Maintenance of Effort MOU Memorandum of Understanding MTC Metropolitan Transportation Commission NACo National Association of Counties NEPA National Environmental Policy Act OB-GYN Obstetrics and Gynecology O.D. Doctor of Optometry OES-EOC Office of Emergency Services-Emergency Operations Center OPEB Other Post Employment Benefits OSHA Occupational Safety and Health Administration PARS Public Agencies Retirement Services PEPRA Public Employees Pension Reform Act Psy.D. Doctor of Psychology RDA Redevelopment Agency RFI Request For Information RFP Request For Proposal RFQ Request For Qualifications RN Registered Nurse SB Senate Bill SBE Small Business Enterprise SEIU Service Employees International Union SUASI Super Urban Area Security Initiative SWAT Southwest Area Transportation Committee TRANSPAC Transportation Partnership & Cooperation (Central) TRANSPLAN Transportation Planning Committee (East County) TRE or TTE Trustee TWIC Transportation, Water and Infrastructure Committee UASI Urban Area Security Initiative VA Department of Veterans Affairs vs. versus (against) WAN Wide Area Network WBE Women Business Enterprise WCCTAC West Contra Costa Transportation Advisory Committee cchealth.org Youth Cannabis Prevention Education Recommendations Dr.Sofe Mekuria,MD Deputy Health Officer Public Health Medical Director Fatima Matal Sol Alcohol and Other Drugs Program Chief Mayra Lopez,MPH Tobacco Prevention Program Manager June 27, 2023 •Background •Health Impacts of Cannabis on Adolescents •Current Contra Costa Health Efforts •Recommendations Agenda Contra Costa Health staff were directed to •Consult with stakeholders •Develop a proposed program designed to raise awareness on the dangers of youth cannabis use Family and Human Services (FHS) Committee •Directed staff to forward the recommendations for discussion by the Board of Supervisors Background Youth "training" the brain to get pleasure from cannabis use & then create that imprint. Makes other activities feel less pleasurable and important. Cannabis affects the developing brain leading to potential changes on how we feel, think, and how stress affects us Stanford Medicine-Cannabis Prevention and Awareness Toolkit, 2023 Health Impacts of Cannabis on Adolescents CCH Alcohol and Other Drugs Services Program provides: •Education •Screenings •Environmental prevention •Brief interventions and referral •Outpatient and residential treatment •Withdrawal management •Medication Assisted Treatment (MAT). AODS collaborateswith community partners and other County programs to reach objectives. Current CCH Efforts AODS Five -Year Prevention Strategic Plan •Goal is to decrease youth cannabis use by 3% by June 30, 2023 •Three intervention objectives were developed to address Cannabis use which is the second most widely used substance among youth •Reduce youth access to cannabis as measured by the California Healthy Kids Survey (CHKS) data •Increase youth perception of the harms of cannabis as measured by CHKS •Increase the prevention system workforce capacity to implement ten (10) new tools or trainings focused on cannabis Current CCH Efforts Existing funds and new grants Current CCH Efforts Cannabis Decoded ™ •Prop 64 Funding •Youth Education Initiative –Social Media Campaign •Provides reliable information to youth •Messaging aimed at youth through Instagram & TikTok •Connects parents to online sources through the same platform *©2018 COUNTY OF SAN MATEO HEALTH SYSTEM BEHAVIORAL HEALTH & RECOVERY SERVICES Current CCH Efforts Tobacco Use Prevention and Education Program (TUPE) Currently works in schools Recommendations TUPE Strategy TUPE Services Elementary Schools (K-6)Middle Schools High Schools Non - Traditional* Prevention Classroom-Based Programs; School-wide Events Youth Development Peer Educators, Peer-Led Presentations, Peer Intervention & Education (PIE); Countywide CourAGE Youth Health Coalition Alternatives-to- Suspension Intervention Programs (referral, small group, and one -on-one); Cessation Referrals-Contra Costa 211 & Kick It CA Family & Community Engagement Countywide Webinars; Parent Guide on Substance Use & Mental Health; District/Site Presentations *Non -Traditional Schools includes continuation, alternative education, etc. Recommendations •TUPE currently implements Stanford’s You and Me Together Vape-Free tobacco prevention curriculum •Due to funding restrictions (Prop 99 and Prop 56) TUPE’s ability to support cannabis youth users is limited •Recommendation is to fund TUPE program to reac students through school -based intervention Recommendations Asking Contra Costa Board of Supervisors to: ACCEPT the annual reports from Contra Costa Health's Public Health Division with updates on the implementation of the Tobacco Retail Licensing and Secondhand Smoke Protections ordinances; and CONSIDER directing Fiscal Year 23/24 local cannabis tax revenue to the Contra Costa Health’s Behavioral Health Division –Alcohol and Other Drugs Program for use to expand youth cannabis education and prevention services throughout County schools; and CONSIDER directing the Family & Human Services committee to receive updates on youth cannabis education and prevention activities from Contra Costa Health Recommendations cchealth.org Thank You To:       Contra Costa County Board of Supervisors                               From:   Ori Tzvieli, MD, Director of Public Health                Suzanne Tavano, PhD, Director of Behavioral Health     Re: Staff Report on youth cannabis prevention education recommendations related to Family and Human Services Report February 28, 2023 Date: June 27, 2023  I. Background  On July 18, 2017, the Board of Supervisors received a report on local policy and regulatory considerations in the wake of voter approved Proposition 64 (Prop 64), which legalized adult recreational use of marijuana.       On April 24th, 2018, the Board of Supervisors accepted the staff report from the Department of Conservation and Development and approved the final draft of a framework for regulating cannabis in the unincorporated areas of the County. Staff was directed to prepare a land use ordinance based on the framework and subsequent discussion. Additionally, the Board directed Contra Costa Health to provide a report at the May 8th, 2018 Board meeting, to consider the drafting of a cannabis Health Ordinance for the purpose of further regulating the commercial cannabis industry in the unincorporated areas of the County.    On May 8, 2018, the Board of Supervisors accepted the Contra Costa Health staff report with recommendations for a health ordinance to regulate commercial activity associated with recreational adult use cannabis.   It was proposed that the ordinance prohibit the sale of flavored leaf, bud, e-juices or any other product that is designed for smoking or use with electronic smoking devices. This was one of several recommendations made to protect youth from exposure to and use of an emerging line of products, electronic smoking devices (vapes) as well as the flavored tobacco products associated with the use of these devices. There had been a dramatic increase in the use of vaping products by youth attracted to flavored tobacco products, as addressed in Ordinance No. 2017-01, referenced above.   The Board directed staff to prepare a cannabis health ordinance for the Board’s consideration that among other health protections would include a prohibition on the sale or delivery of flavored cannabis products for which the primary use is to be smoked or used in electronic smoking devices.    2 On May 24, 2018, Ordinance No. 2018-23 was introduced to require a county health permit for commercial cannabis activities, waived reading, and fixed on August 7, 2018 for adoption. Consistent with the County’s tobacco control ordinance, the Commercial Cannabis Health Permit Ordinance prohibits the sale or delivery of flavored cannabis products for which the primary use is to be smoked or used in electronic smoking devices. Adopting this local health ordinance additionally authorized county staff to inspect, regulate and enforce appropriate state and local laws pertaining to the cannabis industry.    Health Ordinance 2018-24 Summary  The Commercial Cannabis Health Permit Ordinance required all persons engaged in commercial cannabis activities in the unincorporated county to obtain a county health permit in addition to all other licenses and permits required by the County and the State.   The ordinance establishes general health standards that apply to all commercial cannabis activities including standards that specifically pertain to manufacturing (e.g., the use of volatile solvents is prohibited), retail sale (e.g., transaction limits on edible cannabis products, requirements for consumer warnings), and retail delivery (e.g., delivery employees are required to examine government-issued identification cards upon delivery). As mentioned, consistent with the County’s tobacco control ordinance, the ordinance would also prohibit the sale or delivery of flavored cannabis products for which the primary use is to be smoked or used in electronic smoking devices.    On June 26, 2018, the Board of Supervisors adopted cannabis land use Ordinance Nos.2018-18 and 2018-19 to regulate commercial cannabis activities and personal cannabis cultivation in the unincorporated county, including requiring land use permits to engage in commercial cannabis activities. In unincorporated Contra Costa County, the number of retail storefronts was limited to four (4) permits and cultivation sites to ten (10) permits.  An application and vetting process was set up with a Cannabis Review Panel comprised of staff from Environmental Health, Public Health, Department of Conservation and Development, Department of Agriculture, Contra Costa Consolidated Fire District, County Administrator’s Office, and the Department of Conservation and Development.  The panel reviewed the applicants’ proposals and conducted interviews of the applicants.  Recommendations were made to the Board and those selected were then authorized to proceed with a submission of an application to DCD for a land use permit.    The ordinance did not limit cannabis delivery operations, and as of April 2021, four (4) companies have obtained health permits from Environmental Health to operate cannabis delivery services. On November 12th, 2019, Ordinance No. 2019-34 was introduced and subsequently adopted amending three sections of County code to bring alignment between County Tobacco Control Policy and Cannabis regulation to prohibit as follows:     (g) The sale of any flavored cannabis product for which the primary use is human inhalation of the gases, particles, vapors, or byproducts released as a result of combustion, electrical ignition, or vaporization of the flavored cannabis product, is prohibited.  3 (h) A permittee shall not sell, permit to be sold, offer for sale, or display for sale any cannabis or cannabis product by means of self-service display, vending machine, rack, counter-top, or shelf that allows self-service sales for any cannabis or cannabis product. All cannabis and cannabis products must be offered for sale only by means of permittee or employee Assistance.  (i) The sale of any electronic smoking device that contains tetrahydrocannabinol or any other cannabinoid or can be used to deliver tetrahydrocannabinol or any other cannabinoid in aerosolized or vaporized form, is prohibited. For purposes of this subsection, “electronic smoking device” has the meaning set forth in Section 445-2.006. This subsection does not apply to any device regulated by the federal Family Smoking Prevention and Tobacco Control Act.  (j) The sale of any e-liquid that contains tetrahydrocannabinol or any other cannabinoid is prohibited. For purposes of this subsection, “e-liquid” has the meaning set forth in Section 445- 2.006. This subsection does not apply to any substance regulated by the federal Family Smoking Prevention and Tobacco Control Act. (Ords. 2019-34 § 4, 2018- 23 § 2.)  On January 10, 2023, Ordinance No. 2023-03 was adopted allowing the sale and delivery of non- flavored cannabis vaping products. Contra Costa Health staff were directed to consult with stakeholders to develop a proposed program designed to raise awareness about the dangers of youth cannabis vaping and curtail the illegal market and return to the Board of Supervisors with a recommended program (continued from December 13, 2022). On February 23, 2023, the Family and Human Services (FHS) Committee accepted the annual reports on the Policy Options for Protecting Youth from Tobacco Influences in the Retail Environment and the Secondhand Smoke Protections ordinances, including program and funding recommendations for cannabis education; and directing staff to forward the reports to the Board of Supervisors for their information as recommended by the Health Department and Public Health Officer. See FHS TRL Report attachment. Since the February 23, 2023, presentation to the Family and Human Services Committee, County Health Staff have determined that one (1) of the four (4) recommendations is currently feasible. The other three (3) recommendations would require an extensive recruitment process, would have less reach, or would not be as sustainable over the long term. Therefore, Public Health staff determined consideration for funding existing school-based intervention efforts would be the best approach for long-term sustainable impact. Additionally, Contra Costa Health applied to Prop 64 grant funding in the interim, which it was awarded, to support youth cannabis prevention work. II. Update on Cannabis Retail Land Use Permits    Four land use permits were issued to retail cannabis in 2021. As of June 2, 2023, of the four businesses, one (1) retail storefront at 5753 Pacheco Blvd., Pacheco (Authentic 925, now STIIZY) is in operation. One (1) retail storefront has been approved at 4100 San Pablo Dam Rd. (The Artist 4 Tree) but is currently not operating. The applicant satisfied the conditions of approval and was issued a permit for building improvement last year. The other two approved land use sites at 3503 Pacheco Blvd., Martinez (Embarc Contra Costa), and 3515 Willow Pass Road, Bay Point (Element 7-Bay Point) are not in operation though Embarc’s land use permit is in process. Note: There is also One Plant Medical dispensary located in El Sobrante and thus a total of two (2) of five (5) fixed cannabis retailers are operating in unincorporated County. Please see County map of cannabis retailers attached (cultivation businesses not included on map). A. Current County Cannabis Tax Revenue FY 2022-2023 According to the Tax Collector’s Office report, these are the cannabis businesses with County licenses, 703 Chelsey LLC (cultivation), One Plant (medical/recreational retailer), Shoot the Moon (delivery only), STIIZY Pacheco (recreational retailer). The total cannabis revenue since cannabis business licenses have been in place is approximately $191,821.18 for fiscal year 2022-2023. An additional funding source could also be through the Community Benefit Agreement. III. Current Contra Costa Health Efforts Contra Costa Health’s AODS program provides an array of services for youth and adults in the County. These services include screenings, brief interventions, outpatient, intensive outpatient, individual and group counseling, patient education and case management. Prevention education services are directed to affect critical life and social skills, improve decision making and refusal skills, enhance adolescents' resilience, increase knowledge about alcohol and other drugs, decrease adolescent's use of alcohol and other drugs, delay onset use of alcohol and other drugs, increase knowledge about environmental factors that increase awareness of alcohol outlet density, alcohol marketing, irresponsible sales of alcohol, sale of paraphernalia etc. Most of the educational programs are based on Middle Schools, for example Project Success, Creating Lasting Family Connections, Towards No Drug and Alcohol Abuse, and the Parent Project. By utilizing a public health approach and collaborating with community partners and other programs like the Tobacco Prevention Program at Contra Costa Health, AODS incorporates an environmental prevention strategy to reach its objectives. This strategy aims to establish or change community standards to influence the incidence and prevalence of drug use among Contra Costa youth. Through providing technical assistance, trainings, coordination, and resources, AODS tracks substance use indicators in Contra Costa County and supports community residents with evidence-based practices and partnerships to disseminate health education during the development of policies aimed at reducing alcohol and drug use in Contra Costa. In 2018, AODS developed a five-year plan that included an overarching goal to decrease youth cannabis use by 3% by June 30, 2023. To address the second most widely used substance among youth, cannabis, three (3) intervention objectives were developed to support reaching this goal. 1. Reduce youth access to cannabis as measured by the California Healthy Kids Survey (CHKS) data. 2. Increase youth perception of the harms of cannabis as measured by CHKS. 3. Increase the prevention system workforce capacity to implement ten (10) new tools or trainings focused on cannabis. 5 One of the ways that AODS is working toward their overall goal is through implementation of Cannabis Decoded. This is a youth marijuana education media initiative from the County of San Mateo that aims to provide reliable, information so that young people have the tools they need to make informed decisions that impact their health and futures. Cannabis Decoded utilizes platforms like Instagram and TikTok to share information with youth. One component of the program is an all-county youth council that has youth participants from bay area counties that are participating in the program. This youth council reviews campaign materials, provides insights and ideas, supports social media direction and content and provides feedback on created materials. This subcontract with Cannabis Decoded is through September 2023. In addition, AODS was recently awarded grant funding from Prop 64 to provide technical assistance on cannabis education to community stakeholders and policymakers. IV. Recommendation The Contra Costa County Office of Education TUPE staff have made a concerted effort to build an increasingly well-coordinated countywide program that has received statewide recognition. TUPE established the comprehensive program consortium in 2011 and it has grown from covering 17% of districts and reaching 5,775 students in 2011, to covering 61% of districts and serving an anticipated 51% of these youth, or 43,794 students today. The projected reach for the next grant cycle (July 1, 2023-June 30, 2026) is expected to be 100% of all Contra Costa districts, reaching about 68,697 or 80% of all students in grades 6-12 through TUPE’s comprehensive program consortium. The resources to provide these programs are secured through successful CCCOE TUPE grant applications submitted to the California Department of Education (CDE) on behalf of member districts. A. What would TUPE do at School Sites with Additional Funding? TUPE has the capacity, bandwidth, and internal structure in place to expand their youth cannabis reach more widely to support students. Utilizing a host of youth-based approaches and following the tobacco prevention education model, TUPE has the potential to reach 10,000 students through comprehensive cannabis prevention services at various school sites throughout the County. Currently, due to funding restrictions, TUPE’s ability to support cannabis youth users is limited to the intersection between cannabis and tobacco related vape use. As vaping is only one method of cannabis consumption, a full course of cannabis youth and prevention education through the TUPE is not supported given the current funding restrictions of Prop 99 and Prop 56. For example, school-wide events and activities reach the most students, particularly when implemented in partnership with young people. The implementation of Stanford’s Smart Talk: Cannabis Prevention & Awareness Curriculum can be a way to reach all students within identified grade levels. Alternatives-to-suspension programs are focused on fewer students, those most in need of support to address current use, so even though imperative and effective, these programs resource intensive. To maximize additional funding, a comprehensive approach would be conducted that incorporates different strategies and identifies the school sites with highest need for the cannabis youth education programming through an equitable process to ensure the youth with the greatest need for support services and resources are prioritized first. 6 Health Staff and Office of Education Staff developed specific criteria to determine how the cannabis tax revenue could be allocated equitably. The criteria include: 1. California Healthy Kids Survey data 2. Comparison of State, county, and school district level data 3. Percentage of populations disproportionately affected by “war on drugs”. 4. Level of School Readiness 5. Density of Cannabis Businesses and Cannabis Marketing Contra Costa Health and Office of Education Staff acknowledge that needs will vary community by community, therefore services though standardized throughout the County will need to be tailored to fit the diversity of our youth. B. Why Fund Existing School-based Intervention (TUPE) for Cannabis Prevention Services? According to California Student Tobacco Survey (CSTS) 2019-2020 data, one-third (33.1%) of high school students in Contra Costa County reported having tried marijuana and 18.4% reported using it in the last 30 days. More than half of current marijuana users (55.4%) co-used marijuana with at least one tobacco product. Co-use refers to used cannabis/marijuana and at least one tobacco product within the last 30 days, although is not limited to the simultaneous use of products, such as blunts. Additional funding aimed at cannabis prevention education would allow TUPE to build upon their success with youth tobacco education and expand prevention efforts to prevent and delay cannabis use among Contra Costa youth. Specifically, these programs would include the following: a. Stanford’s Smart Talk: Cannabis Prevention & Awareness Curriculum TUPE currently implements Stanford’s You and Me, Together Vape-Free tobacco prevention curriculum and, with cannabis prevention funding, would expand to incorporate Stanford’s Smart Talk: Cannabis Prevention & Awareness Curriculum. Smart Talk is a 5-lesson theory-based and evidence-informed curriculum created by the Stanford REACH Lab, under the direction of Dr. Bonnie Halpern-Felsher. The goals of the Smart Talk curriculum are: 1. Increase student’s knowledge about cannabis and the harms it can cause. 2. Gain awareness of strategies manufacturers and sellers of cannabis products Employ. 3. Introduce harm reduction and refusal skills among a spectrum of cannabis users, from those who do not use to those who use often. 4. Ultimately, prevent and reduce cannabis use among young people. Smart Talk includes both middle school and high school programs. Based on current program implementation, including the comprehensive Project ALERT substance use prevention program implemented at many middle schools, as well as cannabis use prevalence data, implementation of Smart Talk may be most appropriate in grades 9 and/or 10, as well as in non-traditional schools to expand on the You & Me, Together Vape-Free program. 7 b. Cannabis-Specific Alternatives-to-Suspension A cannabis-specific alternatives-to-suspension model would include both referral to a statewide intervention program, YVAPE, as well as one-on-one Brief Intervention, provided by school staff. YVAPE, staffed by trained coaches through UC San Diego’s Kick It California, is a phone and online program for students ages 12 and up who are caught with tobacco or cannabis products. It is a no-cost service and TUPE is working with district administrators to pre-register all sites serving eligible students so they can refer students as an alternative-to-suspension. Brief Intervention (BI) is a short-term, one-on-one, intervention program that consists of two to four sessions aimed at adolescents who use any substance. The approach uses motivational interviewing, cognitive behavior therapy, and the stages of change model to meet the needs of adolescents. TUPE provides annual training and ongoing support for BI providers. c. Youth Development Youth development programs as a core component of comprehensive cannabis prevention services that are most strongly linked to the essential factors-school connectedness and Hart’s Ladder. TUPE staff are committed to working in partnership with young people on effective prevention efforts. Youth development includes the inclusion of a cannabis-specific work group in our countywide CourAGE Youth Health Coalition, as well as trained peer educators at participating school sites. Additional resources would allow adult allies to provide support for the cannabis prevention workgroup to expand their work to address cannabis use in their communities. Supported by TUPE site coordinators, teams of students are trained to deliver tobacco prevention messages at their schools through school-wide events and classroom presentations. Currently, the primary role of peer educators is to provide tobacco-prevention information, resources, and support to their peers. Like TUPE staff, student leaders have increasingly seen the need to address cannabis prevention, in addition to tobacco prevention, and these young people are poised to support more expansive substance use prevention efforts. While all school-based prevention strategies can have a positive impact on school connectedness, it is strongest when including positive youth development approaches. d. Engage Families and other Stakeholders Meaningful youth engagement is vital in creating safe, supportive, and healthy school environments that lead to better peer to peer connections, student to adult relationships, and overall school connectedness. Rounding out comprehensive programs are professional development for TUPE and non-TUPE staff, including the latest on vaping and teens, as well as trainings on specific program strategies, including curriculum, intervention programs, and youth development/engagement. Family and community engagement is done at the county, district, and site-level. TUPE holds an annual countywide webinar on the latest on vaping and teens and tips for parents and other caring adults. District- and site-level family engagement includes newsletters, tabling at events, and presentations. 8 V.  Additional Considerations 1. Consider value of alignment between proven tobacco control policies to cannabis regulations to protect the health of youth. 2. Note that DCC has yet to develop a product-by-product approval system for cannabis, like the FDA premarket tobacco application review process. 3. Youth cannabis use is influenced by normalization, reduced perceptions of harm, and has significant negative health impacts barriers to learning and early onset psychosis. VI. Recommendations • ACCEPT the annual reports from Contra Costa Health's Public Health Division with updates on the implementation of the Tobacco Retail Licensing and Secondhand Smoke Protections ordinances; and • CONSIDER directing Fiscal Year 23/24 local cannabis tax revenue to the Contra Costa Health’s Behavioral Health Division– Alcohol and Other Drugs Program for use to expand youth cannabis education and prevention services throughout County schools; and • CONSIDER directing the Family & Human Services committee to receive updates on youth cannabis education and prevention activities from Contra Costa Health Attachments: TRL FHS Report TUPE School Site Location Map Cannabis Retail Storefront Map Community Benefit Agreement Cannabis Tax Revenue Report Contra Costa County Office of Education Superintendent Letter of Support 9 Appendix A: Tobacco Use Education Prevention (TUPE) Programming Framework The Contra Costa Office of Education’s Tobacco Use Prevention Education (TUPE) program is committed to promoting tobacco-free lifestyles among youth and providing resources to prevent and reduce tobacco use. Through a comprehensive approach, the TUPE program offers various services and initiatives aimed at empowering students, educators, and communities to make informed choices regarding tobacco use. Below is an overview of the frameworks used by the program: 1. The Social-Ecological Model TUPE, just as Contra Costa Health uses a five-level social-ecological model to assess how environmental and interpersonal factors can encourage or deter tobacco use and vaping among youth. Each level of the model described below identifies a point of influence and a potential opportunity for intervention.  1. The “Individual” level examines the influence of factors such as attitudes and knowledge.  2. The “Interpersonal” level examines the role of peers, family, partners, and mentors.  3. The “School” and “Community” levels explore how behavior is impacted by teachers and the social and physical characteristics of institutions, environmental settings, media, and advertising. 4. The “Policy” level looks at the broader implications of laws, rules, and enforcement measures.  • The model provides a useful framework to assist TUPE programs and community partners in determining how to focus strategies and resources. 2. Strategic Prevention Framework (SPF) • TUPE uses the Strategic Preve ntion Framework (SPF) to provide a comprehensive approach to guide TUPE prevention programs using a five- step model for continuous improvement and effective programming. Core components include the following: 1. Assessment: Identify local prevention needs based on data  2. Capacity: Build local resources and readiness to address prevention needs  3. Planning: Find out what works to address prevention needs and how to implement strategies effectively, then create a plan of action   4. Implementation: Deliver evidence-based programs and practices as intended  5. Evaluation: Examine the process and outcomes of programs and practices  3. Connectedness and Hart’s Ladder of Youth Participation 10 • Prevention programs are successful when students feel connected to their school and prevention programs can also directly support young people’s feeling of connectedness, particularly through intentional and positive youth development program strategies.  Students who feel connected to school are more likely to have positive health and academic outcomes. Crucial to that connection is the development of trusting and meaningful relationships on campus. Four essential factors crucial to strengthening school connectedness for students include:  1. Adult support 2. Belonging to a positive peer group 3. Commitment to education 4. A positive school environment • Hart's Ladder is a visual illustration of the importance and value of youth participation in prevention programs. The highest rung on the ladder involves youth-initiated projects where youth and adult allies share equal levels of decision making. This ladder challenges educators to move away from the lower rungs of non-participation (youth as decoration, tokenizing youth, or assigning/informing youth) to the higher rungs in which young people are genuinely engaged as partners.  • Meaningful youth engagement is vital in creating safe, supportive, and healthy school environments that lead to better peer to peer connections, student to adult relationships, and overall school connectedness.  11 Appendix B Tobacco Use Education Prevention (TUPE) Services Provided The Contra Costa Office of Education’s Tobacco Use Prevention Education (TUPE) program is committed to promoting tobacco-free lifestyles among youth and providing resources to prevent and reduce tobacco use. Through a comprehensive approach, the TUPE program offers various services and initiatives aimed at empowering students, educators, and communities to make informed choices regarding tobacco use. Below is an overview of the services provided by the program: 4. Project ALERT Prevention programs include Project ALERT, a research-validated classroom-based substance use prevention program implemented in middle schools, and Stanford’s You & Me, Together Vape-Free program, which TUPE implements with non-traditional schools. Non-traditional schools include continuation schools, alternative schools, independent study, etc. Project ALERT motivates students against drug use, cultivates new non-use attitudes and beliefs, and equips teens with the skills and strategies they will use to resist drugs. The content and instructional strategies are grounded in research on effective health education. 11-lesson curriculum (grade 7) & 3 booster lessons (grade 8).   The Project ALERT Core Curriculum is organized into four parts. The lessons build on each other and are taught in consecutive order. The concepts stressed in each lesson are:  • Motivating nonuse. • Identifying pressures to use drugs, learning to resist those pressures, and practicing resistance skills. • Review of key concepts and resistance skills practice.  • Newest content: Prescription Opioids and Heroin (Lesson 8); Smoking and Vaping Cessation. 5. You & Me, Together Vape-Free Stanford Tobacco Prevention Toolkit: You & Me, Together Vape-Free addresses key factors associated with youth e-cigarette use, including changing adolescents’ attitudes towards and misperceptions about e- cigarettes; increasing refusal skills, marketing, and social media; reducing stress and depression; improving coping; and decreasing intentions and actual use of all e-cigarette products. 12 The You and Me, Together Vape-Free curriculum includes 6 lessons that address key factors associated with youth e-cigarette use, including changing adolescents’ attitudes towards and misperceptions about e-cigarettes; increasing their refusal skills to pulls of flavors, marketing, and social media; reducing stress and depression which have been linked to e-cigarette initiation and use; improving coping; and decreasing intentions and actual use of all e-cigarette products. Lesson 6 addresses the intersections of tobacco and cannabis use. Goals:   1. Increase their knowledge about e-cigarettes and the harms they can cause.  2. Gain awareness of strategies manufacturers and sellers of e-cigarettes employ to increase use among adolescents, such as deceptive and creative marketing strategies.  3. Gain skills to refuse experimentation and use of e-cigarettes.  4. Ultimately, to reduce and prevent e-cigarette use of any type, including nicotine, cannabis/THC, and/or non-nicotine products.  All TUPE schools implement school-wide activities or events. Activities, ideally led or co-led by trained student peer educators, includes school-wide audio and video announcements, lunchtime tabling, and pledge campaigns. COE TUPE staff encourage schools to leverage existing, nationally recognized events, such as Great American Smokeout and Take Down Tobacco to plan and implement activities with the goal of raising awareness of the dangers of tobacco use among students and staff. Many schools also incorporate TUPE messaging and activities into existing events that already engage much of their school community, such as Open House, music or theater performances, athletic games, etc. to reach a broader audience. COE TUPE provides sites with the necessary information, resources, and materials to implement these activities. One of the strongest components of local TUPE programs are TUPE peer educators. The primary role of our Peer Educators is to provide tobacco-prevention information, resources, and support to their peers, as well as inspire all members of the school community by modeling healthy choices and leadership.    COE TUPE trains hundreds of students from middle schools, high schools, and non- traditional (continuation) schools as TUPE Peer Educators each year. Peer Educators then go on deliver anti-tobacco messages at their school, primarily through classroom presentations and school-wide events.    The goals of all Peer Educators are to:  • Teach new information about tobacco/e-cigarettes.  • Encourage non-tobacco users to stay tobacco free.  • Encourage current tobacco users to cut back or quit by sharing resources.  • Have fun!  13 In addition to TUPE peer educators, COE TUPE staff co-coordinate the Contra Costa CourAGE Youth Health Coalition. Established in 2013, CourAGE is a youth-directed group that plays a leadership role in addressing health-related issues. Members develop skills that empower them to create healthy environments through awareness and advocacy projects. The 35 members are in grades 8-12 and represent communities across our county. Past and current CourAGE projects include:  • Countywide tobacco prevention video PSA Contest & Film Festival  • Student-led Youth Symposium  • Teens Tackle Tobacco conference workshops  • Supporting community-based events  • Presenting to local decision-makers  • Speaking at countywide Family & Community Engagement webinars  6. Alternative to Suspensions and Support for Youth with Nicotine Addiction: To support students struggling with tobacco use, TUPE programs include an alternative- to-suspension model with multi-tiered approaches the intervention. These approaches include referral, small group, and one-on-one support, as well as referrals to voluntary quit/cessation support through Contra Costa 211 and Kick It California. 7. YVAPE YVAPE, run by UC San Diego (Kick It California) is the referral option and is a free educational program with phone coaching support for students who have been caught with tobacco or cannabis at school. YVAPE is available to California public middle and high schools who will enroll students instead of alternative disciplinary action for vaping. YVAPE is designed to provide a positive experience for the student and help them think through their vaping behavior. The program is now available for students aged 12 and up. Referred students receive an initial call from a trained YVAPE coach and talk with them for 15-20 minutes and set up a time for a follow-up call. Between the initial and follow-up call, students watch the YVAPE videos. They are encouraged to watch the videos with their parent/guardian and discuss the questions with them. Video topics include vaping industry marketing manipulation, vaping health effects, vaping marijuana, understanding motivation, and personal responsibility. During the 10–15-minute follow-up call, the student talks with the YVAPE coach about the videos and can ask questions. Lastly, students complete a short online follow-up survey and then receive a certificate of completion. 8. Our Healthy Futures Program Stanford Tobacco Prevention Toolkit: Stanford Tobacco Prevention Toolkit's Our Healthy Futures program is geared for students who have been caught using e-cigarettes and/or for any students who are interested in trying to quit. Our Healthy Futures is to be taught by an educator, counselor, advisor, or another adult in a small group setting. The program can be implemented in one 2-hour 14 session, or over multiple sessions. The program allows for warm-up questions interspersed between slides that allow students to share what they know about each topic.     The learning objectives for the 2-hour curriculum are:  • Describe the health problems associated with e-cigarettes/vape pens. • Develop and individualized plan for setting goals related to their e- cigarette/vape pen use. • Access resources to quit e-cigarettes/vape pens.  Brief 1-1 Interventions: Brief Intervention is the one-on-one program option. For the purposes of TUPE, the program is utilizing to address tobacco use, however, the program is appropriate to address any substance use. Brief Intervention for Substance Using Adolescents (BI) is a short-term, one-on-one intervention that consists of two to four (2-4) 45–60-minute sessions aimed at adolescents who use tobacco or those most at risk for tobacco use. BI uses motivational interviewing, cognitive behavior therapy, and the stages of change model to meet the needs of adolescents. BI is also available for students to self-refer. Whenever possible, BI providers implement the optional parent/guardian session.  Brief Intervention provides young people with:   • A forum to talk about their tobacco use,  • Accurate information about tobacco, including e-cigarettes/vape pens,  • Support in identifying tobacco use related issues that impact them,   • Goal setting support, and   • Assistance in accessing other services, if needed.   Rounding out comprehensive programs are professional development for TUPE and non- TUPE staff, including the latest on vaping and teens, as well as trainings on specific program strategies, including curriculum, intervention programs, and youth development/engagement. Family and community engagement is done at the county, district, and site-level. COE TUPE holds an annual countywide webinar on the latest on vaping and teens and tips for parents and other caring adults. District- and site-level family engagement includes newsletters, tabling at events, and presentations. For students who want to cut back or quit, TUPE would continue to refer young people to Contra Costa Health’s Behavioral Health Division, Alcohol & Other Drug Services (AODS) program, so that they can be connected to appropriate treatment services. RECOMMENDATION(S): DETERMINE process for approving expenditures of community benefits funds to be received from commercial cannabis businesses. FISCAL IMPACT: If each of the commercial cannabis businesses selected by the Board through the RFP process is ultimately approved and successfully commences operation, after several years, the total annual amount of community benefit funds to be received by the County will be approximately $650,000 (there is significant uncertainty on the amount as some payments are linked to actual revenues and this could be a high estimate as it is partially based on the applicants forecasts). This will be in addition to the revenue the County will receive from the County's Cannabis Business Tax, sales tax, and other sources. BACKGROUND: In December of 2019, the Board of Supervisors selected applicants to apply for land use permits for commercial cannabis cultivation and retail storefronts. The selection process was required as part of the County's cannabis regulations and was completed by way of a Request for Proposal (RFP) process. The RFP process was initiated in February 2019 and completed on December 10, 2019 when the Board selected four project proponents to apply for land use permits for storefront retail cannabis businesses and seven to apply for land use permits for commercial cannabis cultivation. Six of the proposals, including all of the APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 12/08/2020 APPROVED AS RECOMMENDED OTHER Clerks Notes:See Addendum VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Karen Mitchoff, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Ruben Hernandez 925-674-7785 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: December 8, 2020 David Twa, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: D.6 To:Board of Supervisors From:John Kopchik, Director, Conservation & Development Department Date:December 8, 2020 Contra Costa County Subject:Policy for Allocating Community Benefit Funds Received from Approved Commercial Cannabis Businesses BACKGROUND: (CONT'D) proposals for storefront retail, included proposed financial contributions to benefit the community, in some instances providing more detail on the type of actions and community organizations proposed to be funded. To memorialize community benefit commitments identified in the proposals, the Department of Conservation and Development has been working with applicants to develop a Community Benefit Agreement (CBA) to be signed by the applicant prior to approval of their land use permit. The CBA will require that the cannabis business operator make the community benefit financial contributions directly to the County. The County will be responsible for disbursing the funds. Once applicants have agreed to a CBA, the CBA will be presented to the Board for approval. Two retail storefront land use permits were recently approved and the associated CBA's will be brought to the Board soon. In general, community benefit funds will be paid to the County several months after the end of the first year of operation for each business. The first community benefit payment is not expected to be submitted to the County until 2022 at the earliest. Below please find a rough summary and estimate of the annual community benefit contributions that may be provided by the cannabis businesses that have pledged such contributions, should all six of these land use permits ultimately be approved, the other required County and state approvals be received, and the businesses successfully begin operations. Please note that these estimates are very rough and will depend upon a host of factors, including when the businesses start operations and how their actual revenues compare to those they have projected. The annual contribution amounts offered by the proposed businesses may be based on a percentage of sales or net profits, be determined by a set contribution schedule, or may be calculated by some combination of these approaches and include either a ceiling on contributions, a floor on contributions or both. Staff is working to include inflation adjustments to fixed amounts where appropriate. Artist Tree, proposed retail storefront in El Sobrante (approved land use permit): escalating annual contribution from about $92,000 in year one to $144,000 per year in the seventh and later years (could be higher or lower, depending upon actual revenues). Authentic 925, proposed retail storefront in the Pacheco area (approved land use permit): $150,000 per year (could be higher, depending upon gross profits). EMBARC, proposed retail storefront in an unincorporated area north of Martinez (land use permit application under review): annual contribution of 1% of overall retail revenue plus an additional 1% of revenue from sales of in-house brand (roughly estimated from the applicant's pro forma to be about $80,000 in year one and about $146,000 per year by year three). Element 7, proposed retail storefront in Bay Point (land use permit application under review): annual contribution tied to revenues roughly estimated from the applicant's pro forma to be about $58,000 in year one and about $104,000 per year by year three (the proposal also includes an indemnified equity or share of net profits component). Lifted Spirit, proposed commercial cultivation business east of Brentwood (land use permit application under review): once business is operating profitably, escalating annual contribution from $30,000 in year one to $75,000 per year in the third and later years. 703 Chesley, proposed commercial cultivation business in North Richmond (land use permit application under review): annual contribution of 0.5% of net revenue, roughly estimated from the applicant's pro forma to be about $38,000 in year one to about $87,000 per year by year three. In total, if each of these six businesses is ultimately approved and operates successfully, total annual community benefit revenues in several years can be roughly estimated at $650,000 per year (this could be a high estimate since some of community benefit contributions are tied to sales and the applicants' pro formas may be overly optimistic). In addition, these businesses will generate revenue for the County under its Cannabis Tax ordinance and some will also generate sales tax. The Cannabis Business Tax rate on cannabis retailers is four percent of gross receipts; for cultivation businesses the tax rate ranges from two to seven dollars per square foot of canopy space (depending upon the type of cultivation, outdoor, mixed light or indoor). Based on an examination of the pro formas submitted by the applicants, total Cannabis Business Tax revenue from the four retail storefront businesses could be approximately $1.2 million to $2.1 million per year, if their sales projections are accurate. It should be noted that the study prepared by HDL Companies for the County in 2017 assumed cannabis retailers would generate gross receipts of $2.5 million each per year, meaning four retail operations would generate a combined $400,000 per year in tax. When revenue from all potential cannabis business are considered (cultivation, delivery, manufacturing, distribution as well as retail storefront), based on that study, the County estimated the Cannabis Business Tax would generate $1.7 to $4.4 million annually. Allocation of Community Benefit Funds Staff recommends the Board determine a process for approving expenditures of community benefit funds to be received from commercial cannabis businesses. Two options are presented below for Board consideration: The Supervisor whose district contains the cannabis business brings recommendations to the Board on the expenditure of community benefit funds originating from that business, with the expenditure to benefit the immediate community. a. Each of the five Supervisors brings recommendations to the Board on the expenditure of one-fifth of the community benefit funds originating from all the business, with the expenditures to benefit the entire County. b. Both of these options have precedent in the County. Option (a) is similar to the approach that has been used for community benefit agreements with industrial projects as well as for solid waste facilities (e.g. Keller Canyon Landfill and the transfer facility in North Richmond). Option (b) is similar to the approach used with the Livable Community Trust fund that receives revenue from the construction of homes in the Alamo Creek and Intervening Properties projects east of Danville. CONSEQUENCE OF NEGATIVE ACTION: The process for allocating community benefit funds from commercial cannabis uses would not be established. CLERK'S ADDENDUM The Supervisor whose district contains the cannabis business brings recommendations to the Board on the expenditure of community benefit funds originating from that business, with the expenditure to benefit the immediate community. YEAR TO DATE FOR THE FY 2022-2023 REVENUE EARNED EACH QUARTER AS OF March 31,2023 RATE CLASS:CBT NAMEBL# 1ST QTR JUL-SEP 2022 PAY DATE 2022-2023 1ST QTR JUL-SEP 2022 PAY AMT FY TO DATE TOTAL 2022-2023 2ND QTR OCT-DEC 2022 PAY DATE 2ND QTR OCT-DEC 2022 PAY AMT 3RD QTR JAN-MAR 2023 PAY DATE 3RD QTR JAN-MAR 2023 PAY AMT 4TH QTR APR-JUN 2023 PAY DATE 4TH QTR APR-JUN 2023 PAY AMT FY 031833 ONE PLANT 10/12/2022 $10,640.73 $26,177.5601/18/2023 $8,635.66 04/19/2023 $6,901.17 $0.00 032950 SHOOT THE MOON CORPORATIO 10/25/2022 $1,967.76 $4,619.7601/31/2023 $1,484.92 05/04/2023 $1,167.08 $0.00 033868 STIIIZY PACHECO 11/02/2022 $42,434.00 $152,840.8602/01/2023 $47,806.70 05/03/2023 $62,600.16 $0.00 034783 703 CHESLEY LLC $0.00 $8,183.0002/08/2023 $8,183.00 $0.00 $0.00 TOTAL $191,821.18$55,042.49 $66,110.28 $70,668.41 $0.00 Oakley Danville Hercules Pittsburg Orinda Pinole Lafayette San Ramon Alamo Brentwood Moraga Byron Knightsen Rodeo Blackhawk ClaytonPleasant Hill Bethel Island El Cerrito Discovery Bay San Pablo Diablo Saranap Crockett Kensington Alhambra Valley Contra Costa Centre Acalanes Ridge Richmond AntiochConcord Martinez Bay Point Walnut Creek El Sobrante Pacheco Cannabis Retailers in Contra Costa County Number of Cannabis Retailers 5 3 2 1 Cannabis Exclusion District Contra Costa Public Health, Epidemiology, Planning and Evaluation, July 2021 Place Number of Cannabis RetailersAntioch5Concord5Martinez2Richmond3Walnut Creek 1Bay Po int 1El Sobrante 2Pacheco2 To: Family and Human Services Committee, Contra Costa Board of Supervisors From: Ori Tzvieli, MD Health Officer, Contra Costa County Public Health Director, Contra Costa Health Services Re: Annual Report on Implementation of Secondhand Smoke Protections Ordinance 2018-07 Date: 2/27/2023 I. Summary The Contra Costa Board of Supervisors adopted Smoke-free Multi-Unit Residences Ordinance 2018-07 on March 13, 2018, which increased secondhand smoke protections for persons and families living within multiunit housing. Implementation of Ordinance 2018-07 for new and renewing leases began on July 1, 2018, whereas for continuing leases and owner-occupied units, implementation would start on July 1, 2019. This brief report is specific to the continued implementation of the broader Smoke-free Secondhand Protections (Division 445-4) and the modified strategies utilized to continue activities as the project continues to be impacted by the COVID-19 pandemic. II. Secondhand Smoke Ordinance Background Across the State of California, and nationally, Contra Costa County continues to be recognized as a leader in developing and implementing local tobacco control policies. The County’s secondhand smoke protections have been updated and strengthened by the Contra Costa Board of Supervisors for more than a decade, with additional policies being adopted in October 2009, October 2010, April 2013, June 2014, July 2017, and March 2018. Amendments to the County’s Secondhand Smoke policy (Division 445-4) have expanded secondhand smoke protections and include the following: requiring all County-owned properties be 100% smoke-free; the inclusion of electronic smoking devices and cannabis in defining “secondhand smoke”; and the expansion of 100% smoke-free multiunit housing to include condos, townhomes, and the guest rooms of hotels and motels. III. Implementation of Ordinance 2018-07 Since February 2022 Report The Smoke-free Multi-Unit Residence Ordinance 2018-07 is implemented through the activities of the Tobacco Prevention Program (TPP) for the Public Health Division of Contra Costa Health Services. TPP operates a secondhand smoke complaint line and provides resources and education to community members about smoke-free multiunit housing tobacco control policies through email and phone calls. TPP Staff last reported to the Family and Human Services Committee in February 2022. The following is a summary of activities conducted March 2022 through December 2022. From March through December 2022, TPP received 53 secondhand smoke complaints from residents and landlords within the unincorporated areas and incorporated cities throughout the County. TPP Staff tracks secondhand smoke complaints in a spreadsheet and conducts follow-up by phone or email within 48 hours. TPP Staff provides residents with appropriate resources such as how to address the issue with the smoker and/or landlord, how to document smoking occurrences, and legal options for tenants affected by secondhand smoke. For complaints within unincorporated Contra Costa, TPP communicates with property managers, HOA, and owner- occupied units to ensure that compliance with signage and lease addendums is being followed. On- site compliance visits are conducted to address questions about where smoking is allowed and for unresolved complaints. Between March and December 2022, three on-site visits were conducted. Most complaints can be addressed with additional information provided to property managers. However, some cases have led to tenants moving towards legal action or moving out of current multiunit housing residence. When complaints are from incorporated cities in Contra Costa, after GIS address verification and secondhand smoke policy review, TPP Staff provide information about the relevant community’s policy and refer complainants to appropriate resources such as city staff, law and or code enforcement. As illustrated in Graph 1, of the 53 secondhand smoke complaints received between March and December 2022, over one third came from unincorporated Contra Costa. The next highest number of complaints came from the cities of Concord, Martinez and Richmond residents (Graph 1). Among the complaints from unincorporated communities, almost half were from unincorporated Walnut Creek, with smaller percentages from the unincorporated areas of El Sobrante, Danville, Bay Point and Crocket (See Graph 2). In terms of types of SHS complaints received March through December 2022, 57% of complaints were for combustible cigarette smoke, while 34% were for cannabis smoke; 9% were complaints for both cannabis and tobacco (Graph 3). IV. Technical Assistance to Contra Costa Cities TPP Staff provided technical assistance to local jurisdictions to incorporate components of the model ordinance and seeks to inform and educate those local jurisdictions that do not have tobacco control policy so that they consider protective smoke-free multiunit dwelling policies. Resources and downloadable smoke-free signs in four languages continue to be available on the CCHS TPP website. The smoke-free signs highlight that cannabis, vaping, and cigarette smoke is prohibited. Smoke free signage and decals can be provided upon request to all. The secondhand smoke webpage had 697 page views and 539 visitors between January 1, 2022, and June 30, 2022. TPP Staff plans to update the webpage to include additional information on other smoke-free MUH policies throughout the county in the future. Smoke-free messages that focus on reaching residents in unincorporated Contra Costa are posted regularly on the Tobacco Prevention Coalition ’s Facebook and Instagram social media platforms in collaboration with TPP Staff regularly. TPP Staff will continue to respond to requests for resources, assistance and information from residents, property managers and owners by phone and by email. TPP Staff plans to resume auditing and inspecting properties at random to confirm compliance with the smoke-free multiunit housing tobacco control policies early 2022 if funding is secured for these activities. TPP Staff provided education and resources to community members who filed complaints and forward the complaint to the appropriate contact in those cities when possible. Of the 19 jurisdictions, TPP Staff provided technical assistance to the cities of Pinole, Richmond, Hercules, Concord, and Pittsburg to either adopt, implement, or enforce secondhand smoke protection laws in their community. V. Next Steps for Technical Assistance to Contra Costa Cities TPP Staff will continue smoke-free efforts in 2023-2025 to help expand smoke-free protections to residents in Antioch and Pittsburg. TPP Staff has made moderate progress to date in these communities by informing and educating policymakers and community members on the importance of secondhand smoke model policy and best practices. VI. Recommendations TPP Staff requests that the Family and Human Services Committee accept the report and direct staff to continue to provide updates on implementation of the ordinance as part of staff’s annual report on Contra Costa’s Secondhand Smoke Protections Ordinance. To: Family and Human Services Committee, Contra Costa Board of Supervisors From: Ori Tzvieli, MD Health Officer, Contra Costa County Public Health Director, Contra Costa Health Services Re: Annual Report on the Implementation of Tobacco Retail Licensing Ordinance 2019-34 and Recommendations for Cannabis Youth Education and Outreach Campaigns Date: 02/27/2023 I. Summary This report provides details of tobacco enforcement of the Ordinance 2019-34, specifically activities conducted since the last report made to this committee in February 2022. The report includes the support provided to the surrounding cities within Contra Costa during the pas t year. Lastly, it presents the program and media campaign options as directed by the Board of Supervisors when they discussed and passed the resolution to repeal the Cannabis Vaping Prohibitions on December 3, 2022, and January 10, 2023. II. Background and Emerging Issues on Tobacco Policy National, State, and Local level In 2009, the Family Smoking Prevention and Tobacco Control Act prohibited the sale of all flavored cigarettes except for Menthol. In 2017 and 2019, Contra Costa’s Board of Supervisors strengthened protections for youth against tobacco influences in the retail environment by restricting the sale of all flavored tobacco products and vaping devices not approved by the FDA1. In 2022, the FDA began the rulemaking process to prohibit on a national level the sale and manufacture of menthol cigarettes and flavored cigars (See Table 1. Background on Flavored 1 Tobacco Retailer License Ordinance Background: On September 12, 2019, the Board of Supervisors directed Public Health staff to prepare policy options that would address mounting concerns related to the rapid increase of use with electronic cigarettes by minors as wel l as the co-occurring epidemic of serious lung disease that has been linked to the use of vaping devices. On November 18, 2019, Public Health staff provided the policy recommendations listed below: 1. Revise Division 445-6.006 (Secondhand Smoke and Tobacco Product Control) of the County Ordinance Code to prohibit the sale of any electronic smoking device or e-liquid that is required to obtain, but has not yet obtained, a premarket review order from the U.S. Food and Drug Administration pursuant to the federal Family Smoking Prevention and Tobacco Control Act. 2. Revise Section 445-6.006 of the County Ordinance Code to prohibit the sale of flavored tobacco products and menthol cigarettes expanding this prohibition to the entirety of the unincorporated county. Previously, the sale of these products was only prohibited within 1,000 feet of a public or private school, playground, park, or library. 3. Amend Section 413-4.608 (Commercial Cannabis Health Permits) of the County Ordinance Code to prohibit the sale or delivery of any e- liquid that contains tetrahydrocannabinol or any other cannabinoid, and to prohibit the sale or delivery of any electronic smoking device that can be used to deliver tetrahydrocannabinol or any other cannabinoid in aerosolized or vaporized form. Tobacco Policy). Most recently, in November 2022, California voters upheld the State law prohibiting tobacco retailers from selling most flavored tobacco products (See Table 2. California Prohibited Flavored Tobacco Products). The FDA has reviewed close to 1 million ‘new tobacco product’ applications (application per product rather than per company) to assess risk and benefits to population health. As of November 2022, the FDA issued 44 authorizations and thousands of denial marketing orders. Additionally, the FDA is also reviewing public comments that were submitted in August 2022 in response to the federal ban on menthol cigarettes and flavored cigars. Lastly, due to product safety concerns and youth consumption, the FDA issued a moratorium on the sale of all synthetic nicotine products (including Puff Bars, disposable vapes, etc.) until further notice. In response to the Statewide flavor tobacco ban in California, since, December 2022, there has been an increase in the retailing of “nonmenthol products.” Year Level Prohibited Tobacco Products 2009 Federal Flavored cigarettes, except for menthol 2017 County All flavored tobacco products, including menthol, within 1,000 ft of any school, playground, park or library; small pack cigar sales (no packs less than 10, unless cigar is over $5) 2019 County All flavored tobacco regardless of location; all e-cigs or e-liquids pending FDA approval 2020 Federal Flavored cartridge-based e-cigarettes (menthol flavor exempt) 2021 Federal FDA proposes to prohibit menthol cigarettes and flavored cigars 2022 State Most flavored tobacco products (flavored hookah/shisha, pipe tobacco, and premium cigars are exempt). *In November 2022, The Department of Cannabis Control (DCC) issued a ban on all vaping additives including flavors that are not natural of the cannabis flower. III. Implementation of Ordinance 2019-34 Since February 2022 Report The Tobacco Prevention Program (TPP) facilitates the implementation of the unincorporated County’s tobacco retail license ordinance and collaborates with the Contra Costa Sheriff’s Department for the enforcement of commercial tobacco sales. Additionally, TPP supports all Contra Costa jurisdictions with education to support decisionmakers with information about the public health framework and understanding of best practices in tobacco control. This support is by provided through tailored technical assistance, tobacco educational packets and materials, public health law resources. TPP partners with the Contra Costa County Business License Office and Tax Collectors Office to educate all retailers on how to renew their tobacco business license and update them annually on any policy changes that affect them. In May 2022, the Business License Office mailed the annual business renewal reminder letters to 85 tobacco retailers in unincorporated Contra Costa. In order to sell tobacco in unincorporated Contra Costa, a retailer must apply for a local tobacco retailer license (in addition to state tobacco license). TPP oversees the tobacco retailer license application process. TPP monitors all existing and new tobacco stores and provides education to retailers about the everchanging tobacco policy landscape. The Sheriff's Department distributes retailer education flyers developed by TPP during inspections to store clerks and owners. IV. Enforcement of Ordinance 2019-34 Since February 2022 Report In May 2022, TPP hired one staff member to focus on retailer engagement and enforcement efforts. The Sheriff's Department is the primary enforcer of Ordinance 2019-34, though it is a collaborative effort between the Tobacco Prevention Program staff and the Sheriff’s Tobacco Enforcement Unit. However, during the pandemic, the Sheriff's Department priorities shifted, and tobacco enforcement was based on complaints from the community. During that time, several businesses were identified as non-compliant and were found selling or intending to sell unlawful tobacco products (including, the sale of flavored tobacco, vapes, small packs of 5 cigarillos, and single cigarillos). In 2022 as recovery from the pandemic continued, compliance checks were allowed to begin again. There were five inspection visits conducted in collaboration with the Sheriff’s Department. Two compliance visits led by the Sheriff’s Department led to a retail license suspension hearing and another compliance visit at a separate location led to an administrative fine. TPP staff identified a need to educate enforcers on the characterization of flavored tobacco and the County's tobacco ordinance. A need was also identified to assist the detectives in providing appropriate resources and education to retailers during inspections visits. TPP plans to address this matter with the development and implementation of a new inspection process to include at minimum annual inspections which will incorporate youth decoy operations as stated in the County's ordinance. TPP applied for and was awarded funding in November 2022 from the California Department of Justice, in the amount of $443,000 over three years. Programmatic deliverables include conducting bimonthly trainings on tobacco control laws and facilitating monthly workshops with law enforcement agencies and city staff on implementation and enforcement of tobacco control laws, including education on characterizing flavors and distinguishing what constitutes a flavored tobacco product. For example, there has been a rise in ‘concept’ flavors in the retail market which has posed challenges to agencies enforcing flavored tobacco laws. V. Technical Assistance to Contra Costa Cities TPP Staff continue to offer comprehensive technical assistance to Contra Costa cities interested in considering tobacco control policies that prohibit the sale of flavored tobacco products and vaping devices. Over the past year, the following cities have either adopted or are considered expanding their tobacco retail control policies: City Policy Description Date adopted/ Date effective Brentwood Moratorium on New Tobacco Smoke Shops, June 2022-August 2022 Effective: through August 2023 Moraga Flavor ban (NO EXEMPTIONS) Adopted: October 12, 2022 Effective: January 1, 2023 Orinda Flavor ban (NO EXEMPTIONS) Adopted: May 3, 2022 Effective: January1, 2023 Antioch Adopt comprehensive tobacco retailer license with a flavors restriction and a minimum pack size requirement Antioch’s City Council directed staff to develop draft ordinance (like County’s policy) in May 2021/ 1st reading of TRL ordinance pending On March 8, 2022, Antioch City Council adopted Ordinance NO. 2206- C-S, a On June 14, 2022, Antioch City Council adopted Ordinance 2215-C-S, officially granting tobacco retailers until December 2022before the enforcement began. Effective date: December 2022 Pittsburg Adopt a comprehensive tobacco retailer license ordinance inclusive of flavored tobacco restrictions and a minimum pack size requirement On December 12, 2022, the Ad-Hoc Committee met and directed the Public Health Policy Consultant to create a draft ordinance and complete a community survey to get resident input on this issue. Council will discuss prioritizing TRL in March. Danville Prohibits the sale of vaping devices and electronic smoking devices February 18, 2020/ March 18, 2020 Concord Adopt comprehensive tobacco retailer restrictions that are inclusive of flavored tobacco restrictions and a minimum price Staff directed to draft ordinance. Draft expected to be presented March 2023. San Ramon Comprehensive tobacco retail license with vaping sales restrictions, minimum pack size, minimum price, tobacco free pharmacies, no exemptions TPP staff provided overview of best practices to San Ramon Teen Council in November 2022. Walnut Creek Adopt tobacco retail license with same exemptions as SB 793 (hookah, pipe tobacco, and roll your own tobacco leaves exempt from flavors restrictions) Adopted November 9, 2021 Implemented April 9, 2022 Pleasant Hill Adopt flavored tobacco sales restriction and vaping device sales ban with same exemptions as SB 793 (hookah, pipe tobacco, and roll your own tobacco leaves exempt from flavors restrictions) Adopted February 7, 2022/ Implemented January 2023 Finally, the passing of Prop 31, the statewide flavored tobacco ban, requires all jurisdictions to enforce this new law with or without a local tobacco retail license policy. Given this monumental change in tobacco policy, providing education and support to all agencies through regular workgroup meetings will be crucial to ensure all 19 jurisdictions in the County are well equipped with the understanding needed to carry out enforcement of the state (and local) policies. VI. Technical Assistance on Vaping Policies On June 26, 2018, the Board of Supervisors adopted cannabis land use Ordinance Nos.2018- 18 and 2018-19 to regulate commercial cannabis activities and personal cannabis cultivation in unincorporated county, including requiring land use permits to engage in commercial cannabis activities. Considering the newness of regulating the commercial cannabis industry and the evolving landscape of cannabis regulation, Contra Costa Health Services recommended a cautionary approach to local regulation that emphasizes protections for consumers, the public, and at-risk groups such as youth and individuals challenged with substance use disorders. In November 2019, Ordinance 2019-34 was introduced and subsequently adopted amending three sections of County code to bring alignment between County Tobacco Control Policy and Cannabis regulation. In particular, the provision prohibiting the sale of flavored cannabis products and any electronic smoking device that contains tetrahydrocannabinol or any other cannabinoid. At the request of the Board of Supervisors, in May 2021 and July 2021 TPP Staff provided reports on the Triangulum between tobacco, cannabis and electronic smoking or vape devices, current trends in use among youth, and the negative health impacts associated with the use of vape devices, in particularly among vulnerable populations such as underage youth. In 2022, TPP had the opportunity to hire an intern temporarily to research cannabis ordinances locally and nationally to determine best practices. As a result of this research the intern developed a document entitled “Protecting Communities from Adverse Health Effects of Cannabis Products” where the following recommendations based on the research was made. The main finding was that legalization should not imply normalization. This can be achieved by implementing policies that prevent aggressive marketing practices, ensuring health warning are predominantly displayed at checkout, and not allowing consumption of cannabis at public places, including on premises of a cannabis retailer. With the support of the Board of Supervisors, the Contra Costa Tobacco Prevention Program continues to advance tobacco prevention policies and responds to various requests to provide technical assistance and work collaboratively with other public health departments on both tobacco and the other aerosolized substances, throughout the State, including San Francisco, Alameda, Sonoma, Santa Barbara, Los Angeles, and San Diego Counties. Technical assistance includes sharing best practices on the adoption, implementation, and enforcement of local tobacco prevention ordinances. Youth, who are most vulnerable to nicotine addiction and the harmful effects of tobacco, use tobacco at alarming rates. Contra Costa Health Services’ Tobacco Prevention Program is focused on addressing both ongoing and emerging issues that affect youth access to and use of tobacco products. Some of these emerging issues include the increasing co-use of tobacco with aerosolized substances such as hemp and cannabis, the potential increased use among youth of non-menthol cigarettes, and the lack of pro-active enforcement of tobacco policies across the county. Another concern TPP is focused on is countering the tobacco industry’s messaging that inaccurately promotes inhalable harm reduction/modified risk tobacco products as cessation aids. These issues are interconnected and have direct consequences on youth tobacco use and prevention, as well as TPP’s work. VII. Recommendations a. Tobacco retailers in Contra Costa must follow all state and local laws relating to the sale of tobacco, tobacco paraphernalia, drug paraphernalia, and controlled substances. Contra Costa has strong tobacco control policies which incorporates many components of a model Tobacco Retail Licensing Policy. Best practices for tobacco retail license policies also include a minimum price of $10 (per pack of cigarettes, little cigars, or cigars) and minimum pack size of 20 little cigars/cigarillos; and prohibition of tobacco coupons and discounting and the County’s tobacco policy currently does not include that The availability of inexpensive tobacco products leads to increased tobacco use as evidenced by more than 100 academic studies that conclusively show that when tobacco products are made more expensive, fewer people use tobacco, fewer initiate tobacco use, and more people quit tobacco use (citations 1-9, PHLC 2023). TPP asks that they be directed to further explore the benefits of considering these provisions in Contra Costa. b. TPP ask that staff be directed to continue to inform the FHS Committee and Board of Supervisors of the FDA’s final decision on menthol cigarettes and flavored cigars, and to provide updates on emerging trends in tobacco retail environment that have an impact on youth use of vaping. c. As has been previously mentioned in this report, TPP Staff was directed by the Board of Supervisors when they discussed and passed the resolution to repeal the Cannabis Vaping Prohibitions on December 3, 2022, and January 10, 2023. The following recommendations are in response to this directive and offer four options that TPP Staff would like to offer for consideration that support outreach and education efforts to increase the knowledge of youth about the harmful health impacts of youth use of cannabis products. 1.) Fund Existing Intervention Efforts at School Based Level: TPP Staff proposes providing $300,000 in additional funds for student services to existing programs such as TUPE to continue implementing and expanding their 1-1 brief interventions and YVAPE, an after- school education program that serves as an alternative to suspension, when youth are caught smoking or vaping on school campus. As highlighted through an analysis of California Healthy Kids Survey Data, it has become cri tical to specifically address the disparities that exist at the intersection of tobacco, cannabis, and youth mental health. This additional funding would ensure all youth’s needs are met by making these services available to all students on campus, along with two student demographics, LGBTQ+ students and Non-traditional students, who have been disproportionately affected by tobacco and cannabis use and are in need these services more. 2.) Fund a Restorative Justice After School Program TPP Staff proposes (1) providing funding up to $200,000 to schools to hire (3) Restorative Practice Specialists to implement Restorative Justice Programs that focus on building a sense of school community and resolve conflict by repairing harm and restoring positive relationships through the use of regular coaching and “restorative circles” where students and educators work together to set academic goals, develop core values for the classroom community, and resolve conflicts; and (2) providing additional funding to community- based organizations that focus on providing resources and assistance to schools to implement alternatives to school suspensions for those students caught using or holding vaping products. Decades of research has shown that suspension is not an effective tool to reduce youth use of substances like tobacco. Students who are suspended are far more likely to drop out and get involved with the juvenile justice system. In 2011, Richmond High School in West Contra Costa Unified School District implemented a Restorative School Discipline Program that resulted in decreasing the school’s nearly 500 suspensions (Jan 2011) in half by January 2012. Implementing this Restorative Justice Program would ensure the areas of the County with the highest need for additional support are met. 3.) Fund a Countywide Cannabis Youth Social Media Program: TPP Staff propose piloting a youth-led cannabis social media program. The program would have 25 youth and young adult participants that meet every month virtually and in-person to create personalized social media posts that showcase their daily lives and how they are staying safe from the harmful effects of cannabis. The goal of the program would be to increase knowledge, change attitudes, and increase positive behaviors among young people aged 14 to 24 through peer-to-peer education and leading by example via social media prevention and education messaging. Social media has become the main source of information for many young people. TPP Staff plan to tailor education and prevention efforts to meet the needs of youth in the community by using and meeting youth where they are on social media. Youth participants would be responsible for (1) attending one Creative Focus Group per month to brainstorm themes, draft social media posts, and create monthly campaigns, (2) attending one monthly meetup per month where they will have the opportunity to connect with their fellow program participants, receive presentations and trainings from experts in the cannabis prevention field, and engage in discussion regarding emerging topics related to cannabis, (3) creating a minimum of 3 social media posts per month, and (4) planning and hosting one workshop for the public on a topic related to cannabis prevention (e.g. cannabis and mental health). The pilot program would run for one year and each participant would complete a minimum of 35 hours and up to 70 hours and receive a stipend at $15 per hour rate. A total budget of $34,225 would be needed to run this program successfully. The budget justification is as follows: • Youth Stipends (70 hours x $15.50/hour x 25 YYA): $27,125 • Social Media Analytics Platform (1 year subscription): $3,600 • Workshop Venue: ~$1,000 • Honorariums for Guest Speakers and Trainers: $1,000 • Food and supplies for workshop: $500 • Youth Incentives: $1,000 TPP Staff will utilize (1) Instagram analytics, (2) Creative Focus Group discussions, and (3) monthly feedback sessions with program participants during the Monthly Meet Up to evaluate the effectiveness of the program on a quarterly basis to ensure program goals are being met and changes are being implemented as needed throughout the duration of the program. 4.) Fund Youth Town Hall –"What's Up with Cannabis Vaping?" TPP staff propose hosting one town hall in collaboration with local partners to share insight into what cannabis vaping looks like and its effects through the eyes of a doctor, a local community-based organization that works with youth and 2 – 3 young people from throughout Contra Costa County. Local media will be engaged in this effort in order to widen the messaging about the impacts of cannabis vaping. Youth cannabis vaping continues to be a widespread issue as the 2022 Monitoring the Future report shared that 20.6% of 12th graders reported vaping cannabis within the past year compared to 27.3% of 12th graders who reported vaping nicotine. Given the high rate of cannabis vape use among youth TPP finds it to be an important time to dispel myths around cannabis vaping and youth and propose doing so in a widely publicized town hall. A similar town hall was conducted with the Tobacco Prevention Project in collaboration with Full Court Press and Global Media X for $20,000 focused on elevating the social injustices of the tobacco industry and their marketing of flavored tobacco products in two communities. A significantly larger style campaign of $100,000 geared towards sharing information about the harms of youth use of cannabis is being proposed with the unique view of working with ethnic media sources. d. Finally, TPP Staff recommends that the Family and Human Services Committee accept the report and direct staff to continue to provide updates on implementation of the ordinance as part of staff’s annual report on the County’s Tobacco Retail Licensing Ordinance. Citations: Institute of Medicine. Ending the Tobacco Problem: A Blueprint for the Nation. Washington, DC. 2007. Available at: https://www.nap.edu/catalog/11795/ending-the-tobacco-problem-a- blueprint-for-the-nation. Community Preventive Services Task Force. Reducing Tobacco Use and Secondhand Smoke Exposure: Interventions to Increase the Unit Price for Tobacco Products. 2012. Available at: https://www.thecommunityguide.org/findings/tobacco-use-interventions-increase-unit-price- tobacco. Centers for Disease Control and Prevention. State Cigarette Minimum Price Laws — United States, 2009. MMWR Morb Mortal Wkly Rep. 2010;59(13):389-392. Chaloupka FJ, Cummings KM, Morley C, Horan J. Tax, price and cigarette smoking: evidence from the tobacco documents and implications for tobacco company marketing strategies. Tob Control. 2002;11(Supplement 1):i62-i72. doi: 10.1136/tc.11.suppl_1.i8 Jawad M, Lee JT, Glantz S, Millett C. Price elasticity of demand of non -cigarette tobacco products: a systematic review and meta-analysis. Tob Control. 2018. doi: 10.1136/tobaccocontrol-2017-054056. Centers for Disease Control and Prevention. STATE System Excise Tax Fact Sheet. https://www.cdc.gov/statesystem/ factsheets/excisetax/ExciseTax.html. Accessed May 27, 2020. 60 Cal. Rev. & Tax. Code § 30111. Schleicher NC, Johnson T, Ahmad I, Henriksen L. Tobacco Marketing in California’s Retail Environment (2011–2014). Palo Alto, CA: Stanford Prevention Research Center, Stanford University School of Medicine. 2015. Federal Trade Commission. Cigarette Report for 2018. 2019. Available at: https://www.ftc.gov/reports/federal-trade-commission-cigarette-report-2018-smokeless- tobacco-report-2018. Wang TW, Falvey K, Gammon DG, et al. Sales Trends in Price-Discounted Cigarettes, Large Cigars, Little Cigars, and Cigarillos-United States, 2011-2016. Nicotine Tob Res. 2018;20(11):1401-1406. doi: 10.1093/ntr/ntx249 https://www.nytimes.com/2023/01/11/health/cigarettes-flavor-ban-california.html RECOMMENDATION(S): ACCEPT the annual reports from the Contra Costa Health's Public Health Division with updates on the implementation of the Tobacco Retail Licensing and Secondhand Smoke Protections ordinances; and CONSIDER directing Fiscal Year 23/24 local cannabis tax revenue to Contra Costa Health's Behavioral Health Division – Alcohol and Other Drugs for use to expand youth cannabis education and prevention services throughout County schools; and CONSIDER directing the Family & Human Services committee to receive updates on youth cannabis education and prevention activities from Contra Costa Health. FISCAL IMPACT: This action will result in a Fiscal Year 23/24 appropriation and revenue adjustment of up to $191,821 in Cannabis Tax Revenue funds. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS Contact: Danielle Fokkema, (925) 655-2047 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: , Deputy cc: D. 1 To:Board of Supervisors From:FAMILY & HUMAN SERVICES COMMITTEE Date:June 27, 2023 Contra Costa County Subject:Policy Options for Protecting Youth from Tobacco Influences in the Retail Environment & Secondhand Smoke Ordinance BACKGROUND: The Board of Supervisors approved two tobacco control ordinances in July 2017 to protect youth from tobacco influences in the retail environment: a zoning ordinance restricting the location of tobacco retailing businesses and revisions to the County's tobacco retailer licensing ordinance. Of particular concern were the marketing and availability of youth-friendly flavored tobacco products, small pack sizes of cigars and cigarillos, and density and location of tobacco retailers, since these contribute largely to youth exposure to tobacco influences and tobacco use. In November 2019, the Board of Supervisors adopted Ordinance 2019-34 (Sale of Electronic Smoking Devices and E-Liquids Prohibited) which increased the protections for youth from tobacco influences in the retail environment. Ordinance 2019-34 was a necessary response to an epidemic rise in youth vaping where young people were vulnerable to tobacco addiction as well as concerns related to E-cigarette/Vaping Associated Lung Injury (EVALI). The ordinance also expanded the restrictions on the sale of flavored tobacco in all areas of the unincorporated areas of the County, rather than just within 1,000 feet of youth-sensitive areas. At the October 29, 2020 Family and Human Services Committee (FHS) meeting, Public Health staff reported on the implementation of the newly adopted Ordinance 2019-34, including information on strategies to continue tobacco retailer licensing and businesses zoning ordinance implementation activities despite the challenges presented by the COVID-19 pandemic. At the February 28, 2022 FHS Committee meeting, Public Health staff were directed to include in the next report, an update on SB793/Prop 31, which is the statewide flavored tobacco ban and to provide updates on enforcement of the tobacco control laws. At the December 13, 2022 Board of Supervisors (BOS) meeting, Public Health staff were directed to provide recommendations on cannabis youth education campaigns and/or programs. On January 10, 2023, Ordinance No. 2023-03 was adopted allowing the sale and delivery of non-flavored cannabis vaping products. Contra Costa Health staff were directed to consult with stakeholders to develop a proposed program designed to raise awareness about the dangers of youth cannabis vaping and curtail the illegal market and return to the Board of Supervisors with a recommended program (continued from December 13, 2022). On February 23, 2023, the Family and Human Services (FHS) Committee accepted the annual reports on the Policy Options for Protecting Youth from Tobacco Influences in the Retail Environment and the Secondhand Smoke Protections ordinances, including program and funding recommendations for cannabis education; and directing staff to forward the reports to the Board of Supervisors for their information as recommended by the Health Department and Public Health Officer. At the February 23, 2023 FHS meeting, Contra Costa Health staff presented four cannabis education, outreach, and support programs. FHS approved the reports and department recommendations moving forward to the full Board for further discussion. Additionally, Health Staff were encouraged to identify funding sources for recommended programs. The department has further analyzed the feasibility of these programs presented to FHS and determined that only one program should move forward. HSD staff are therefore recommending the expansion of existing youth cannabis prevention and education programs in schools. The department is also requesting that the Board consider allocating Fiscal Year 23/24 cannabis tax revenues that have not been allocated through the recommended budget. Approval of the tax revenues will provide funding to support a collaboration between the Contra Costa County Office of Education and the County through Behavioral Health – Alcohol and Other Drugs Division to expand existing intervention efforts at the school-based level offered through the Contra Costa County Office of Education Tobacco Use Prevention and Education (TUPE) Program as detailed in the attached youth cannabis prevention education recommendations presentation. CONSEQUENCE OF NEGATIVE ACTION: The report will not be received and the recommendations will not be implemented. CLERK'S ADDENDUM Speakers: Emily Justice, Contra Costa Office of Education ADOPTED the recommendations; and DIRECTED staff to provide a future report to the Family and Human Service and the Board of Supervisors on the Fiscal Year 2023-2024 revenues and their expenditure. ATTACHMENTS Report on Tobacco Retail Licensing Ordinance Map of Tobacco Use Prevention & Education Program School Sites Report on Secondhand Smoke Protections Ordinance Map of Cannabis Retailers Cannabis Tax Revenue Report Letter of Support - Superintendent of Schools Community Benefit Agreement Report on Cannabis Prevention Education Program Youth Cannabis Prevention Education Recommendations Presentation From: Ben Miyaji <ben.miyaji@gmail.com>   Sent: Monday, June 26, 2023 2:44 PM  To: Clerk of the Board <ClerkOfTheBoard@cob.cccounty.us>  Cc: Lara DeLaney <Lara.DeLaney@cao.cccounty.us>  Subject: BOS Meeting June 27, 2023 ‐ Item D2    Dear Board of Supervisors,  Regrettably, I cannot attend the meeting in person.    Thank you for providing a way to address the need of a county arts council in Contra Costa County.  The  arts council steering committee has done a tremendous amount of work in a short time and the  consultant, Arts Orange County (Rick Stein and associates) were instrumental in the formulation of the  Arts Council Master Plan.  Lara DeLaney, Senior Deputy County Administrator, provided invaluable  leadership to aid the committee in its tasks and input for the master plan.    The master plan shows the arts are thriving in the county but without an organization to help assist the  groups realize the potential of the grants available to them, audience development, performance  venues and technical assistance.  The rich diversity of CCC is reflected in the plan.  The diversity is ethnic,  age, geographic and economic.      The master plan provides means for the county arts council to be launched in a structured way.  Too  many organizations attempt to do too many things at once.  This is a recipe for failure.  The plan can be  tailored to allow the arts council to grow at a rate that is sustainable and can help arts organizations to  grow as well.      I urge the Board of Supervisors to accept the Arts Council Master Plan.  Please accept the RFP to start  the process of organizations to apply for Arts Council position.    Sincerely,  Ben Miyaji  Arts Council Ad Hoc Steering Committee Member, District 5      Arts Council Services RFP No.: XXXX-XXX 1 Contra Costa County OFFICE OF THE COUNTY ADMINISTRATOR REQUEST FOR PROPOSAL (RFP) ARTS COUNCIL SERVICES RFP #: XXXX-XXX 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 C Arts Council Services RFP No.: XXXX-XXX 2 Table of Contents Section I: Introduction .................................................................................................................................. 3 Section II:Qualifications and Requirements .................................................................................................. 8 Section III: Instructions to Proposers ............................................................................................................ 9 Section IV: Scope of Work ........................................................................................................................... 12 Section V: Evaluation and Selection Process .............................................................................................. 13 Section VI: Billing and Invoicing .................................................................................................................. 14 Exhibit A: Statement of Experience ............................................................................................................ 15 Exhibit B: Proposal Budget .......................................................................................................................... 19 Exhibit C: References .................................................................................................................................. 20 Exhibit D: Anti-Collusion Statement............................................................................................................ 20 Exhibit E: Contra Costa County Business Opportunity Registration Form .................................................. 22 Attachment A: Addenda Acknowledgement .............................................................................................. 24 Attachment B: Contract General Terms & Conditions ................................................................................ 25 ATTACHMENTS: • EXHIBIT A – STATEMENT OF EXPERIENCE • EXHIBIT B – PRICE PROPOSAL • 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 Arts Council Services RFP No.: XXXX-XXX 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: (to be included and available as attachment) 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. Arts Council Services RFP No.: XXXX-XXX 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. Arts Council Services RFP No.: XXXX-XXX 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, the Ad Hoc Arts Council Steering Committee began meeting monthly on January 18, 2023. 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. A total of 6 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. Arts Council Services RFP No.: XXXX-XXX 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. 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) Mid-July (to be scheduled) Last date for written questions to be submitted by interested vendors July 24, 2023 Arts Council Services RFP No.: XXXX-XXX 7 Event Target Date 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 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. Arts Council Services RFP No.: XXXX-XXX 8 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. 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. Arts Council Services RFP No.: XXXX-XXX 9 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. 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. Arts Council Services RFP No.: XXXX-XXX 10 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. 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. Arts Council Services RFP No.: XXXX-XXX 11 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. Arts Council Services RFP No.: XXXX-XXX 12 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 of opportunities 16. Maintain communications with County staff and make recommendations based on needs of County arts and culture sector. Arts Council Services RFP No.: XXXX-XXX 13 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 Arts Council Services RFP No.: XXXX-XXX 14 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. Arts Council Services RFP No.: XXXX-XXX 15 Exhibit A: Statement of Experience SECTION A___________________________________________________________________ Organization 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: ______ Arts Council Services RFP No.: XXXX-XXX 16 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 Arts Council Services RFP No.: XXXX-XXX 17 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 _________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ Arts Council Services RFP No.: XXXX-XXX 18 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: ___________________ Arts Council Services RFP No.: XXXX-XXX 19 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: __________________________________________ Arts Council Services RFP No.: XXXX-XXX 20 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: Arts Council Services RFP No.: XXXX-XXX 21 Exhibit D: Anti-Collusion Statement By signing this form, the Respondent agrees that this quote is made without any other understanding, agreement, or connection with any person, organization, or firm submitting a quote for the same purpose and that the quote is in all respects fair and without collusion or fraud, IT IS AGREED BY THE UNDERSIGNED RESPONDENT, THAT THE SIGNING AND DELIVERY OF THE QUOTE 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: ________________________________________________________________ Revised 10/15/2020 RegistrationCertForm 10152020 Page 1 of 2 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 E 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 E Arts Council Services RFP No.: XXXX-XXX 24 Attachment A: Addenda Acknowledgement TO BE RETURNED WITH REQUEST FOR PROPOSAL (RFP) RFP No.: _______________ Title: ________________________________________________ ADDENDUM 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: _______________________________________________________________________ Arts Council Services RFP No.: XXXX-XXX 25 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. Arts Council Services RFP No.: XXXX-XXX 26 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 Arts Council Services RFP No.: XXXX-XXX 27 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 Arts Council Services RFP No.: XXXX-XXX 28 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 Arts Council Services RFP No.: XXXX-XXX 29 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. Arts Council Services RFP No.: XXXX-XXX 30 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. Arts Council Services RFP No.: XXXX-XXX 31 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 Arts Council Services RFP No.: XXXX-XXX 32 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. Preparado por PLAN MAESTRO DE ARTE Y CULTURA PARA EL CONDADO DE CONTRA COSTA Attachment B Reconocemos con respeto nuestra presencia en las tierras ancestrales de los Yokuts (Yo-Kuts), Karkin (Car Kin), Pueblos Confederados de Lisjan (Lih-Shawn), Ohlone (Oh-LOW-nee), Bay Miwok (mee-wok ) y los pueblos Muwekma (mah-WEK-mah). Son los primeros habitantes del condado de Contra Costa y sus primeros artistas. Honramos su legado y sus descendientes que viven aquí y continúan siendo guardianes de su patria y practicantes de su cultura. Que los planes y acciones de este trabajo apoyen a estas comunidades indígenas en el futuro. 2 3 Tabla de contenido Apéndice A Propósito del Proyecto 32 Consejos de las artes y socios estatales-locales 33 Fuentes de fondos para los consejos de las artes del 34 condado Descripción general de los recursos artísticos y 38 culturales del condado de Contra Costa Economía creativa del condado de Contra Costa 40 Cronología de la historia de las artes y la cultura del 42 condado de Contra Costa Más información sobre los aportes de la comunidad 47 Notas de la sesión de visualización 61 Resultados de la encuesta en línea 67 Lista de lugares y organizaciones artísticas y culturales 72 Descripción general de las artes municipales por 82 distrito y ciudad Inventario de Arte Público 98 Apéndice B Liderazgo del Condado de Contra Costa Introducción 6 Definición de arte y cultura 7 Resumen ejecutivo 8 Visión, Valores, Misión 11 Aporte de la comunidad 13 Servicios recomendados del Consejo de las Artes 15 Presupuesto recomendado del Consejo de las Artes 17 Calendario de acción del primer año, organigrama, 28 responsabilidades del personal, gobernanza Sobre el consultor 31 Procesión de luminiscencia de Doran DaDa, Creative Concord, mural de arte público Fotos de portada: Procesión de luminiscencia de Doran DaDa, Creative Concord, Public Art Mural Urban Aztec de Jesse Hernandez, Creative Concord, Public Art Mural Escultura del alfabeto plegable de Fletcher Benton, arte público de Walnut Creek The KTO Project, un conjunto de música mundial Cisne Negro, programa de aprendices de Diablo Ballet, Jordan y Ray Penche Junta de Supervisores celebran el Día de César Chávez con actuaciones por Mariachi Monumental 4 5 LIDERAZGO DEL CONDADO DE CONTRA COSTA Junta de Supervisores Distrito 1: John M. Gioia, Presidente Distrito 2: Candace Andersen Distrito 3: Diane Burgis Distrito 4: Ken Carlson Distrito 5: Federal D. Glover, Vicepresidente Comité Directivo del Consejo de Artes Ad Hoc Distrito 1: Najari Smith Distrito 2: Janet Berckefeldt Distrito 3: Germaine McCoy Distrito 4: Arlene Kikkawa-Nielsen Distrito 5: Ben Miyaji Fundación sin fines de lucro: Nilofar Gardezi Fundación sin fines de lucro: Margot Melcon Personal Mónica Nino, administradora del condado Lara DeLaney, administradora adjunta principal del condado INTRODUCCIÓN El 29 de marzo de 2022, la Junta de Supervisores del Condado de Contra Costa adoptó un nuevo enfoque para identificar y abordar las necesidades artísticas y culturales de su comunidad. Al disolver su Comisión de Arte y Cultura, la junta optó por buscar un consejo de artes con modelo de asociación público-privada que muchos otros condados emplean con éxito. El condado de Contra Costa contrató los servicios de Arts Orange County, una organización sin fines de lucro que actúa como socio público-privado con su propio condado, para diseñar un plan basado en los aportes de la comunidad y guiado por un Comité Directivo designado por la Junta de Supervisores. Este informe comparte los hallazgos y recomendaciones del Consultor, así como su metodología. Monte Diablo 6 7 DEFINICIÓN DE ARTE Y CULTURA Las artes son fundamentales para nuestra humanidad. Nos ennoblecen e inspiran — fomentando la creatividad, la empatía y la belleza. Las artes también fortalecen a nuestras comunidades social, educativa y económicamente. La equidad cultural encarna los valores, políticas y prácticas que aseguran que todas las personas — incluidas, entre otras, aquellas que históricamente han estado subrepresentadas por motivos de raza/etnia, edad, discapacidad, orientación sexual, género, identidad de género, estado socioeconómico, geografía, el estatus de ciudadanía o la religión — están representados en el desarrollo de la política artística; el apoyo de los artistas; el fomento de lugares de expresión accesibles y prósperos; y la distribución justa de los recursos programáticos, financieros y de información. - Americans for the Arts (Americanos por las artes) Diez razones principales para apoyar las artes (Fuente: Americans for the Arts) Las artes unifican comunidades. El 72% de los estadounidenses cree que “las artes unifican a nuestras comunidades independientemente de la edad, la raza y el origen étnico” y el 73 % está de acuerdo en que las artes “me ayudan a comprender mejor otras culturas”, una perspectiva observada en todas las categorías demográficas y económicas. Las artes mejoran el bienestar individual. El 81% de la población dice que las artes son una “experiencia positiva en un mundo con problemas”, el 69% de la población cree que las artes “me elevan más allá de las experiencias cotidianas” y el 73% siente que las artes les brindan “puro placer de experimentar y participar en.” Las artes fortalecen la economía. El sector de las artes y la cultura de la nación - sin fines de lucro, comercial, educativo - es una industria de $919,7 mil millones que respalda 5,2 millones de puestos de trabajo. Eso es el 4,3 % de la economía de la nación - una proporción mayor del PIB que sectores poderosos como la agricultura, el transporte y la construcción. Las artes tienen un superávit comercial internacional de $33 mil millones. Las artes también aceleran la recuperación económica: un crecimiento en el empleo artístico tiene un efecto positivo y causal en el empleo general. Las artes impulsan el turismo y los ingresos para las empresas locales. Solo la industria de las artes sin fines de lucro genera $ 166,3 mil millones en actividad económica anualmente, gastos de las organizaciones y sus audiencias, lo que respalda 4,6 millones de puestos de trabajo y genera $ 27,5 mil millones en ingresos gubernamentales. Los asistentes a las artes gastan $31.47 por persona, por evento, más allá del costo de la entrada en artículos como comidas, estacionamiento y alojamiento, ingresos vitales para las empresas locales. Los viajeros de arte son turistas ideales, se quedan más tiempo y gastan más para buscar experiencias culturales auténticas. Las artes mejoran el rendimiento académico. Los estudiantes que participan en el aprendizaje de las artes tienen GPA más altos, puntajes de exámenes estandarizados y tasas de asistencia a la universidad, así como tasas de deserción más bajas. Estos beneficios académicos son cosechados por estudiantes de todos los estratos socioeconómicos. Sin embargo, el Departamento de Educación informa que el acceso a la educación artística para los estudiantes de color es significativamente menor que para sus compañeros blancos. El 91% de los estadounidenses cree que las artes son parte de una educación K-12 completa. ““Batería Diablo Taiko 8 9 RESUMEN EJECUTIVO El condado de Contra Costa tiene una larga historia de arte y cultura, comenzando con las prácticas artísticas y culturales de sus pueblos nativos y luego creciendo con su población a lo largo de los años. En 1889 se fundó la Ópera Martínez Contra Costa; la Biblioteca del Condado de Contra Costa abrió sus puertas en 1913; y el Teatro El Campanil en Antioch abrió sus puertas en 1928. El condado de Contra Costa es el lugar de nacimiento de la leyenda del jazz Dave Brubeck y el actor ganador del Premio de la Academia Tom Hanks, y el laureado del premio Nobel Eugene O’Neill vino a vivir a una casa que construyó en Danville. Un momento decisivo para el condado tuvo lugar en 1990 cuando se construyó el Centro Regional para las Artes (ahora Lesher Center for the Arts), que se inauguró con múltiples escenarios y una galería de arte en Walnut Creek. (Puede encontrar una cronología más detallada de la historia de las artes y la cultura del condado de Contra Costa a partir de la página 42). Hoy en día, el panorama artístico del condado de Contra Costa se compone de más de 300 organizaciones y lugares artísticos y culturales. Richmond es el hogar de algunas de las organizaciones más innovadoras y de más larga data, dando expresión a esa rica comunidad multicultural y sirviendo a niños, jóvenes y discapacitados: Richmond Art Center, Los Cenzontles, el Centro East Bay de Artes Escénicas y NIAD. Lafayette, Moraga y Orinda son el hogar de muchos artistas, un destacado teatro de Shakespeare y un consejo de artes que fue el resultado de una fusión visionaria de organizaciones que prestan servicios a cada una de las tres ciudades. Las ciudades están desempeñando un papel importante al atender las necesidades artísticas y culturales de sus comunidades a través de programas de arte en lugares públicos, que exhiben más de 450 obras en todo el condado. East County, históricamente un área agrícola, ha crecido rápidamente en población y ve la necesidad de que su infraestructura artística se ponga al día. A pesar de esta rica historia, los artistas y las organizaciones de arte y cultura del condado de Contra Costa han carecido de una presencia unificadora que pueda representar sus intereses, abogar por sus necesidades, facilitar sus comunicaciones y fomentar su conectividad. Ese es el papel que juegan los consejos de las artes en los condados de California y, de hecho, en todo Estados Unidos. Es el papel que la Comisión de Arte y Cultura del Condado de Contra Costa (AC5) intentó cumplir durante 28 años, pero se vio obstaculizada por los recursos limitados y las limitaciones de operar como entidad gubernamental. Ahora se presenta la oportunidad de reemplazarlo con un modelo utilizado en 43 condados de California, una organización de socios públicos y privados sin fines de lucro, con amplios recursos de puesta en marcha para lograr una base sólida. Las artes despiertan la creatividad y la innovación. La creatividad se encuentra entre las cinco principales habilidades aplicadas que buscan los líderes empresariales, según el informe Listo para innovar del Conference Board, y el 72% dice que la creatividad es de “gran importancia” al momento de contratar empleados. La investigación sobre la creatividad muestra que los premios Nobel de ciencias tienen 17 veces más probabilidades de participar activamente como creadores de arte que otros científicos.other scientists. Las artes tienen un impacto social. Investigadores de la Universidad de Pensilvania han demostrado que una alta concentración de las artes en una ciudad conduce a un mayor compromiso cívico, más cohesión social, mayor bienestar infantil y menores tasas de pobreza. Las artes mejoran la asistencia sanitaria. Casi la mitad de las instituciones de atención médica del país brindan programación artística para pacientes, familias e incluso el personal. El 78% brinda estos programas debido a los beneficios curativos para los pacientes: estadías más cortas en el hospital, mejor manejo del dolor y menos medicamentos. Artes para la salud y el bienestar de nuestros militares. Las artes curan las heridas mentales, físicas y morales de la guerra para los miembros del servicio militar y los veteranos, que clasifican las terapias de creatividad artística entre los cuatro primeros (de 40) intervenciones y tratamientos. A lo largo de la continuidad militar, las artes promueven la resiliencia durante el despliegue previo, el despliegue y la reintegración de los miembros del servicio militar, los veteranos, sus familias y los cuidadores en las comunidades. Las artes fortalecen la salud mental. Las artes son un recurso eficaz para reducir la depresión y la ansiedad y aumentar la satisfacción con la vida. Solo 30 minutos diarios de actividades artísticas activas pueden combatir los efectos nocivos del aislamiento y la soledad asociados con el COVID-19. 10 11 VISIÓN, VALORES, MISIÓN VISIÓN El condado de Contra Costa será un lugar donde: • las artes y la cultura están profundamente integradas en la vida comunitaria diaria de las 19 ciudades y sus pueblos y lugares no incorporados • las artes y la cultura reflejan y celebran la diversidad de la gente del condado, incluidos aquellos que históricamente han estado subrepresentados • las artes y la cultura sean accesibles equitativamente para todos, independientemente de su condición socioeconómica • las artes y la cultura contribuyen positivamente a la salud y el bienestar de todos • la participación artística es sólida • la educación artística es fundamental y está bien apoyada financieramente • los artistas pueden vivir vidas plenas y prósperas • el arte público se puede ver en todas partes • las artes y la cultura construyen puentes entre generaciones • las artes y la cultura crean cohesión cívica cívicaEl condado de Contra Costa tiene muchos elementos de lo que constituye una comunidad artística de clase mundial que es inclusiva, equitativa, accesible y diversa. Lo que le falta son amplios recursos financieros, la sensación de ser parte de una comunidad artística de todo el condado con aspiraciones compartidas y la innovación que surge de la polinización cruzada de artistas y organizaciones artísticas/culturales entre las ciudades del condado. Rebeca Garcia-Gonzalez terminando un mural en Centro de Arte Richmond Sonny Fairley, saxofonista, toca para Dilhar Gohel, bailarín del Club de India, en el segundo Festival Anual de Diversidad de Rossmoor en 2022. Foto de Aki Rasmussen 12 13 APORTE DE LA COMUNIDAD Comité Directivo del Consejo de Artes Ad Hoc Nombrado por la Junta de Supervisores el 29 de noviembre de 2022, por recomendación del Comité de Operaciones Internas luego de un proceso de solicitud abierto, el Comité Directivo del Consejo Ad Hoc de las Artes se ha reunido 7 veces. El Consultor proporcionó al Comité Ad Hoc informes periódicos sobre el estado de su investigación, invitó a los miembros del Comité a revisar la precisión de los resultados de la investigación y a revisar y hacer modificaciones sugeridas al borrador de la encuesta en línea. El Comité también revisó la lista de entrevistados propuestos para las partes interesadas clave y proporcionó al consultor sugerencias adicionales. Los miembros del comité promovieron y asistieron a las Sesiones de Visión Comunitaria, y promovieron la encuesta en línea en sus redes. Entrevistas a las partes interesadas clave El consultor realizó 68 entrevistas con partes interesadas clave desde noviembre de 2022 hasta abril de 2023. Se informó a los entrevistados que sus comentarios serían confidenciales y que cualquier cita específica utilizada por el consultor sería sin atribución. Además de los identificados de forma independiente por el consultor, los entrevistados fueron seleccionados en base a las sugerencias hechas al consultor por los supervisores del condado, el personal del condado y los miembros del Comité Directivo del Consejo Ad Hoc de las Artes. Las partes interesadas entrevistadas estaban ubicadas en cada uno de los cinco distritos de Supervisión en proporciones casi iguales, así como varias que representan organizaciones que prestan servicios a varios distritos oa todo el condado. Las partes interesadas representaron a los siguientes grupos: artistas, educadores artísticos, organizaciones artísticas y culturales, organizaciones filantrópicas, empresas y gobierno, incluidas entrevistas con los 5 supervisores del condado de Contra Costa. VALORES El consejo de las artes del condado de Contra Costa: • afirmar que la equidad racial y cultural es de vital importancia para todos los esfuerzos, incluido el sector creativo • modelar y promover las mejores prácticas en equidad, diversidad e inclusión • fomentar la cooperación y la colaboración entre aquellos dentro de la • capacitar a todas las generaciones, personas de todos los orígenes y todas las áreas geográficas del condado para que se escuchen y participen plenamente • aceptar su papel como fuerza unificadora para las artes y la cultura en todo el condado y como nexo para promover metas más amplias de equidad a través de las artes y la cultura MISIÓN El consejo de artes del condado de Contra Costa promoverá su visión y valores al: • conectar la comunidad creativa y cultural de manera significativa y productiva • comunicar ampliamente la importancia y disponibilidad de lo que ofrece la comunidad creativa • apoyar a los artistas, las organizaciones artísticas y la educación artística de manera equitativa • abogar por recursos para fortalecer la comunidad creativa de manera equitativa • asegurar que su trabajo esté continuamente informado y responda a los aportes de la comunidad Escultura en Clayton 14 15 CONSEJO DE LAS ARTES DE CONTRA COSTA SERVICIOS RECOMENDADOS META: CONECTIVIDAD EQUITATIVA Y RECURSOS DE COMUNICACIÓN RECURSOS DE INFORMACIÓN Base de datos de inventario de arte y cultura La base de datos incluiría: • Lugares de arte - una lista de lugares que están disponibles para su uso en eventos artísticos y culturales, incluido su tamaño, especificaciones técnicas, capacidad de asientos, tarifas de uso e información de contacto • Arte en lugares públicos - una lista de todas las obras de arte público en todo el condado • Organizaciones artísticas y culturales - una lista de todas las organizaciones artísticas y culturales organizaciones en todo el condado • Artistas - una lista de artistas en todo el condado La base de datos serviría: • Artistas en el condado de Contra Costa • Organizaciones de arte y cultura en el condado de Contra Costa • Educadores y estudiantes de arte, investigadores • Gobierno local Portal web integral de artes en todo el condado Extraído de las bases de datos del inventario de arte y cultura mencionadas anteriormente, compile y mantenga un sitio web de búsqueda interactivo, completo y fácil de usar que contenga lo siguiente: • Listado de todos los eventos artísticos y culturales (actuaciones, exhibiciones, festivales, lecturas; en vivo y virtuales) • Todas las organizaciones artísticas y culturales (incluyendo escuelas, bibliotecas, ciudades) Sesiones de visualización Se realizaron un total de 6 sesiones de visión, la primera de las cuales fue con los miembros del Comité Directivo Ad Hoc en su reunión inaugural el 18 de enero de 2023. Posteriormente, se llevaron a cabo 5 Sesiones de Visión Comunitaria en cada uno de los distritos de supervisión del Condado: marzo 14-Walnut Creek (Distrito 4), 15 de marzo-Oakley (Distrito 3), 16 de marzo-Pittsburg (Distrito 5), 17 de marzo-Danville (Distrito 2), 18 de marzo-Richmond (Distrito 1). Todas fueron reuniones en vivo, en persona, facilitadas por el Consultor e incluyeron un miembro del equipo bilingüe para ayudar a los participantes de habla hispana. La asistencia total superó los 160 participantes. Encuesta en línea On March 14, an online survey was launched. The survey closed on April 30, with 478 verified responses. Se incluyen más detalles sobre los aportes de la comunidad en el Apéndice A. Serie de conciertos de verano de Point Richmond 16 17 Base de datos de consumidores de arte Una lista maestra de personas que son miembros, suscriptores y asistentes a las artes en todo el condado de Contra Costa fortalecerá la capacidad de todas las organizaciones artísticas locales para construer sus audiencias. Una práctica común en la mayoría de las comunidades reúne a las organizaciones establecer con un proveedor de base de datos neutral un lugar para albergar una lista colectiva que se pueda compartir de acuerdo con protocolos acordados mutuamente con fines de mercadeo artístico sin comprometer la propiedad de las listas originales. Esto les permite intercambiar listas de correo entre sí y ejecutar análisis sobre sus datos sin necesidad de estar en la misma plataforma de emisión de boletos o gestión de donantes. El consejo de las artes servirá como catalizador y facilitador para su creación. RECURSOS DE REDES Y DESARROLLO PROFESIONAL Convocatorias de mesa redonda Convocar a líderes artísticos y culturales En vivo y virtuales Convocatorias programadas regularmente de cohortes específicas o combinaciones de ellas Las cohortes pueden incluir: • artistas • museos • sociedades históricas y sitios patrimoniales • productores/presentadores/lugares de artes escénicas • galerías de arte • coordinadores de artes municipales • organizaciones de baile • teatros comunitarios • organizaciones musicales • organizaciones corales • decanos de artes de universidades • educadores artísticos y organizaciones de educación artística • organizaciones de bienestar artístico y terapia artística • organizaciones por tamaño de presupuesto (pequeño, mediano, grande) • líderes artísticos emergentes • Todos los lugares para actividades artísticas y culturales (incluidas escuelas, bibliotecas, ciudades, parques, restaurantes) • Registro de Artistas (todas las disciplinas artísticas) • Arte en lugares públicos (de propiedad pública y de propiedad privada dentro de la vista pública) • Oportunidades (trabajos artísticos, audiciones, convocatorias de artistas, clases, becas, voluntariado) • Votación de concursos (para concursos de arte de estudiantes) Los listados incluirían imágenes, una breve descripción, enlaces a sitios web, enlaces a redes sociales, mapas de localización. El sitio web incluiría aplicaciones “complementarias” que brindan herramientas de accesibilidad para personas con discapacidad visual y la capacidad de traducir el sitio web a varios idiomas. Las listas serían gratuitas para todos los que deseen publicar información y serían revisadas, aprobadas y administradas por el consejo de las artes. El Portal ofrecería acceso gratuito a todos, y serviría: • Consumidores de arte que son residentes del condado de Contra Costa • Consumidores de arte que visitan el condado de Contra Costa • Artistas en el condado de Contra Costa • Organizaciones artísticas en el condado de Contra Costa • Educadores y estudiantes de arte, investigadores • Gobierno local El portal tendría un mecanismo para que los suscriptores se suscriban y reciban comunicaciones del consejo de las artes. El portal se marcaría y comercializaría para lograr la máxima aceptación e impacto del público. 18 19 RECURSOS DE COMUNICACIÓN Y MARKETING Boletin informativo Producir y difundir un boletín electrónico periódico. Características a incluir: • oportunidades de subvenciones disponibles • idas y venidas en el campo a nivel local • apertura de nuevos lugares y organizaciones • anuncios de importantes subvenciones y obsequios filantrópicos a organizaciones artísticas locales • premios recibidos por artistas locales y organizaciones artísticas • noticias de actualidad relacionadas con las artes digeridas de fuentes de noticias regionales, nacionales e internacionales • alertas de abogacía Medios de comunicación social Establezca una presencia en las redes sociales y mantenga un programa regular de comunicaciones en las redes sociales para: • Crear conciencia y compromiso con el consejo de las artes • Llevar a los usuarios al portal web • Promover oportunidades para artistas y organizaciones artísticas • Compartir información contenida en el boletín Servicios de marketing Ofrecer un programa de mercadeo asequible basado en una tarifa disponible para las organizaciones culturales y artísticas locales, que incluye: • e-blast personalizado para la lista de suscriptores opt-in • banner publicitario en el sitio web • publicaciones en redes sociales Las agendas pueden incluir: • Informes sobre los servicios del consejo de las artes disponibles • Informes sobre oportunidades de financiación del sector público y privado • Informar sobre las políticas que afectan al campo • Informes sobre importantes recursos regionales, estatales y nacionales • Intercambio de información de mesa redonda facilitado por los asistentes • Debates temáticos anunciados con antelación Las reuniones son una forma eficaz de “tomar la temperatura” del campo y fomentar la comunicación regular y los aportes de las comunidades subrepresentadas para garantizar que el consejo de las artes continúe respondiendo. Capacitaciones, talleres, seminarios web informativos Ofrezca talleres periódicos en vivo y virtuales por tema, sin cargo, abiertos a todas las cohortes y con expertos en los campos de: • Diversidad, equidad e inclusión • Desarrollo de audiencia y marketing • Desarrollo de fondos • Finanzas sin fines de lucro • Administración de recursos humanos • Habilidades comerciales básicas para artistas • Abogacía Los programas se pueden ofrecer en colaboración con organizaciones de servicios como la Oficina de Educación del Condado de Contra Costa, Theatre Bay Area, Association of Fundraising Professionals, Nonprofit Finance Fund, Cal Nonprofits, Californians for the Arts, Americans for the Arts, Create CA, instituciones del área de educación más alta. Asistencia técnica Ayudar a los artistas y líderes de organizaciones artísticas a conectarse con los recursos: • Organización de talleres de solicitud de subvenciones virtuales en vivo y promoción por parte de organizaciones que otorgan subvenciones • Proporcionar asistencia técnica directa sobre la solicitud a estos donantes a través de correo electrónico y respuestas telefónicas. • Referir a los solicitantes que necesiten una mayor asistencia a los escritores de subvenciones en la comunidad y cubrir los costos de dicha asistencia según lo permita el presupuesto. 20 21 • Trabajar en estrecha colaboración con Create CA, la organización de defensa de la educación artística en todo el estado, para fomentar el establecimiento de redes locales de defensa que supervisarán el cumplimiento de la instrucción artística exigida por el estado en las escuelas y distritos locales, y abogarán por su fortalecimiento. OBJETIVO: APOYO EQUITATIVO PARA ARTISTAS Y ORGANIZACIONES CULTURALES CONCESIÓN DE SUBVENCIONES Y DESARROLLO DE RECURSOS Concesión de subvenciones Busque oportunidades para otorgar subvenciones a artistas, organizaciones artísticas y culturales, y programación artística y cultural de organizaciones no artísticas. Esto se puede lograr a través de estas opciones: • Servir como agencia oficial de otorgamiento de subvenciones para las artes y la cultura del condado de Contra Costa, con el objetivo de establecer un programa continuo de subvenciones para las artes del condado de $1,161,000 ($1 per cápita) a partir de 2025-26, extraído de la Medida X u otras fuentes de financiación • Administrar, cuando esté disponible, volver a otorgar fondos del California Arts Council o National Endowment for the Arts, u otras fuentes Estas actividades seguirían las mejores prácticas bien establecidas, con tareas tales como: • Planificación y administración del programa general de otorgamiento de subvenciones, incluida la preparación de cronogramas, presupuestos y pautas de elegibilidad con parámetros de elegibilidad claramente definidos • Planificación y administración de un proceso de revisión de subvenciones del panel de pares, incluido el reclutamiento, capacitación y coordinación de los panelistas de pares • Promover ampliamente la oportunidad de subvención a todos los distritos electorales elegibles, asegurando la accesibilidad para las personas con discapacidades y las comunidades subrepresentadas • Brindar asistencia técnica gratuita a los solicitantes de subvenciones, incluidos talleres de solicitud de subvenciones, correo electrónico directo y respuesta telefónica a los solicitantes individuales y, cuando sea necesario, remisión a escritores de subvenciones locales. META: DEFENSA DE LAS ARTES Y LA EQUIDAD El consejo de las artes, en su función de representar a la comunidad artística y cultural de todo el condado, tiene un papel vital que desempeñar en la abogacía, que incluye: • Establecer y mantener comunicaciones periódicas con los funcionarios electos a nivel federal, estatal, del condado y municipal, manteniéndolos informados sobre la comunidad artística del condado. • Proporcionar a la comunidad artística información sobre sus representantes electos • Convocar a los líderes artísticos y culturales del condado para que se reúnan con sus representantes electos • Documentar el impacto económico de las artes y la cultura del condado de forma regular mediante la realización, participación y promoción de los resultados de encuestas (por ejemplo, el estudio “Artes y prosperidad económica” de Americans for the Arts y el informe anual Otis sobre la economía creativa). de California), o mediante la contratación de una empresa de consultoría económica • Manténgase informado uniéndose a Americans for the Arts (AFTA) y Californians for the Arts (CFTA), las organizaciones nacionales y estatales de defensa de las artes. • Participe en las promociones de “salir a votar” realizadas por AFTA y CFTA • Comparta información con la comunidad artística y cultural del condado sobre la financiación pública y la legislación relacionada con las artes y aliéntelos a hacer oír su voz sobre estos asuntos. • Participar en la promoción directa y estratégica con los funcionarios electos y los líderes del personal del condado con respecto a la asignación de la Medida X y/u otros fondos para apoyar a la comunidad artística y cultural. • Establecer y mantener una comunicación constante y regular con la Oficina de Educación del Condado de Contra Costa (CCCOE) para ayudar a informar a la comunidad artística del estado de la educación artística en las escuelas públicas y, en particular, su uso de los nuevos fondos de la Proposición 28 para la instrucción artística y musical. Trabajar con CCCOE para informar a las organizaciones artísticas de todo el condado sobre las oportunidades para brindar servicios de instrucción a través del acceso a la parte de los fondos de la Proposición 28 disponible para la contratación de socios de artes comunitarias. 22 23 Cal Shakes en Orinda META: PARTICIPACIÓN CONTINUA DE LA COMUNIDAD, CAPACIDAD DE RESPUESTA Y APRENDIZAJE El consejo de las artes mantendrá rigurosamente un estado continuo de preparación para solicitar la opinión de la comunidad, al: • Realización de encuestas periódicas a sus integrantes sobre el impacto y la facilidad de uso de sus servicios. • Realización de encuestas posteriores al programa/evento de los asistentes/ participantes • Respuesta rápida a consultas • Compromiso civil en las redes sociales • Horario de atención al público • Cuando corresponda, realizar evaluaciones independientes de su trabajo El consejo de las artes responderá a los aportes de la comunidad: • Evaluar si sus servicios y programas cumplen los objetivos de equidad e inclusión • Hacer los ajustes apropiados a los servicios y programas existentes • Convertir sus hallazgos en metas estratégicas • Determinar el valor continuo de los servicios y programas El consejo de las artes se comprometerá con el principio de que su base de conocimientos debe actualizarse continuamente a través de oportunidades formales e informales para aprender de otros en el campo y aplicar el pensamiento innovador en la búsqueda de su servicio a la comunidad. Esto incluye: • Participar en asociaciones profesionales • Asistir a conferencias y convenciones • Lectura rutinaria de materiales publicados sobre ideas y prácticas dentro del campo y en otros sectores. • Entender que el trabajo del consejo de las artes siempre debe ser relevante y nunca estancarse Centro de arte NIAD en Richmond • Mantenimiento de registros e informes completos y precisos • Distribución de fondos • Convocatoria de beneficiarios de subvenciones para el aprendizaje entre pares • Comprobaciones con los beneficiarios de subvenciones para monitorear su progreso en el logro metas de impacto de la subvención • Diseño y recopilación de informes finales de los beneficiarios de las subvenciones. • Evaluar e informar sobre el impacto del programa de concesión de subvenciones El personal del Consejo de las Artes también puede actuar como asesor de fundaciones locales en la concesión de subvenciones para las artes y la cultura o servir en paneles de revisión por pares para otros programas de concesión de subvenciones. Esto proporciona una voz bien informada de Contra Costa en dichos paneles, así como la oportunidad de traer de vuelta al consejo de las artes mejores prácticas adicionales en la gestión de subvenciones para uso futuro. 24 25 Pasajes de arte (Art Passages) Reanudar la coordinación del programa de exposiciones en los espacios designados del edificio del condado, posiblemente subcontratando el trabajo a un curador/instalador. Galería Delta Art en Brentwood Veteranos y familias participan en el programa ABOUTFACE META: PROGRAMACIÓN EQUITATIVA PROGRAMACIÓN De manera selectiva y limitada, ofrecer programación directa de artes y cultura si hay “brecha”. Los criterios deben basarse en lo siguiente: • El programa no desviará la capacidad del consejo de las artes para realizar plenamente su misión principal como organización de servicio • El programa es ordenado por un financiador que brinda apoyo operativo general (p.ej., el Consejo de las Artes de California requiere que los concesionarios de los consejos de las artes del condado de sus socios estatales y locales administren el programa Poetry Out Loud para su condado y una parte de la subvención está restringida a ese uso) • El programa no es ofrecido por otras organizaciones locales de arte y cultura ni compite con programas similares que existen y son ofrecidos por otros, y aborda una necesidad o circunscripción específica Y hay fondos adicionales disponibles para cubrir los costos (por ejemplo, el programa ABOUTFACE de AC5 para veteranos militares se lanzó con una subvención de veteranos en las artes del Consejo de las Artes de California) • El programa es ampliamente colaborativo y el consejo de las artes está mejor posicionado para server como un “paraguas” (por ejemplo, un evento o festival en todo el condado en el que participan muchas organizaciones locales que producen sus propios eventos, pero que no requiere que el consejo de las artes sea el productor) Y hay fondos adicionales disponibles para cubrir los costos • El programa tiene el propósito específico de recaudar fondos para apoyar el trabajo del consejo de las artes (por ejemplo, una gala de recaudación de fondos) • El consejo de las artes está mejor posicionado para operar el evento como una entidad neutral (p. ej., producir un evento anual de premios artísticos que reconozca a artistas, organizaciones artísticas, patrocinadores artísticos de todo el condado) Y hay fondos adicionales disponibles para cubrir los costos • El programa es parte del alcance ampliado de los servicios del consejo de las artes con el condado de Contra Costa (por ejemplo, la gestión de un programa de arte en lugares públicos del condado) Y hay fondos adicionales disponibles para cubrir los costos Acerca deFACE (AboutFACE) Explore formas de reiniciar este programa de arte para veteranos militares, posiblemente identificando una organización dispuesta a adoptar el programa o subcontratando el trabajo a un artista docente. Poesía en voz alta (Poetry Out Loud) Reanudar la coordinación del programa anual Poetry Out Loud (POL) en el condado de Contra Costa, en colaboración con la Oficina de Educación del condado de Contra Costa. Tras su designación como Socio Estatal-Local oficial (SLP) del condado y la reanudación de los fondos bajo el programa de subvenciones SLP, el Consejo de las Artes de California requerirá que el consejo de las artes opere POL. 26 27 Estimated Budget 2023-24 2024-25 2025-26 2026-27 2027-28 Income Contributed Income Contra Costa County (from Measure X or other sources)$262,500 $275,625 $289,406 $303,877 $319,070 California Arts Council - State-Local Partner Grant $0 $75,000 $75,000 $75,000 $75,000 Foundations (Private, Community, Corporate)$125,000 $132,500 $150,000 $162,500 $175,000 Awards Event (net)$0 $10,000 $20,000 $30,000 $40,000 Earned Revenue Marketing services $0 $5,000 $7,500 $10,000 $12,500 Memberships $0 $5,000 $7,500 $10,000 $12,500 Total Income $387,500 $503,125 $549,406 $591,377 $634,070 Expenses Personnel President & CEO (Full-time)Year 1 - 9 months; $125k base $93,750 $132,000 $140,000 $147,000 $154,000 Grants Manager (Full-time)Begins Year 3 $0 $0 $100,000 $105,000 $110,000 Program Manager (Full-time)Year 1 - 7 months $43,750 $79,000 $84,000 $89,000 $95,000 Administrative Assistant (Full-time) Year 1 - 6 months $20,000 $42,000 $45,000 $47,500 $50,000 Poetry Out Loud Teaching Artist (Part-time)$5,000 $5,500 $6,000 $6,500 Fringe benefits (est. 15%)$23,625 $38,700 $56,175 $59,175 $62,325 Web portal - Development & license (Year 1) & annual license $15,000 $9,000 $9,000 $9,000 $9,000 Web portal - Branding & graphics consulting (one-time cost)$10,000 $0 $0 $0 $0 Web portal - Launch campaign; annual marketing $30,000 $12,000 $13,000 $14,000 $15,000 Convenings (meeting space, refreshments)$3,000 $6,000 $9,000 $12,000 $15,000 Accounting and Bookkeeping Services $5,000 $6,000 $7,000 $8,000 $9,000 IT Expenses $5,000 $12,000 $12,000 $12,000 $12,000 Office Space Year 1 - 6 months $12,000 $24,000 $26,000 $28,000 $30,000 Travel (AFTA & CFTA in DC & Sacramento)$1,500 $3,000 $3,000 $3,000 $3,000 POL - Prizes & winner’s travel to Sacramento $0 $1,000 $1,000 $1,000 $1,000 Contingency $5,000 $7,500 $10,000 $10,000 $10,000 Total Expenses $267,625 $377,200 $520,675 $550,675 $581,825 Net Surplus (Loss)$119,875 $125,925 $28,731 $40,702 $52,245 Cash Reserve $80,000 $180,000 $190,000 $220,000 $270,000 Pass-through funding Grantmaking (County)Begins Year 3 $0 $0 $1,161,000 $1,219,050 $1,280,003 Budget Notes: Contributed Income: Contra Costa County - 5% increase annually Pass-through funding: indexed to County population, based on $1 per capita, 5% increase annually ARTS COUNCIL YEAR 1 PROJECTED TASKS 2023 2024 Q3 Q4 Q1 Issue RFP for new arts council August Select organization or individual November Contract executed December Arts Council begins work January Opens office or begins virtually January Creates contact database January Hires staff January Develops web portal branding & marketing January Collects, enters data for web portal February Develops & deploys first newsletter (thereafter semi-monthly)February Develops plans for convenings & trainings February Begins Observing Poetry Out Loud run by CCCOE February First convenings March Plan Arts & Culture Month (April) activities March Beta-test of web portal April Arts & Culture Month activities April Prepare for Form 990 Filing April Launch web portal May Prepare Next Fiscal Year Budget May Budget Approval June First training June Conduct Performance Reviews June Junta Directiva Comité Ejecutivo Presidente y CEO Gerente de Subvenciones Director del programa Asistente administrativo Artista docente de poesía en voz alta Organigrama ARTS COUNCIL PROJECTED BUDGET 28 29 RESPONSABILIDADES Presidente y CEO Dirección y gestión de la organización, incluida la planificación estratégica, la gestión de la junta, la gestión financiera, la gestión de recursos humanos, las comunicaciones externas y la promoción, el desarrollo de fondos Gerente de Subvenciones Administrar el programa de subvenciones financiado por el condado, las comunicaciones externas y la defensa, la evaluación y la evaluación del impacto Director del programa Gestionar Proyecto Portal Web, Poesía en Voz Alta, Servicios de Marketing, Mesas Redondas, Asistencia Técnica Asistente administrativo Recopilación, ingreso y gestión de datos, asistencia al presidente y director ejecutivo, gerente de subvenciones, gerente de programas Artista docente de poesía en voz alta Entrena estudiantes participantes GOBERNANCIA Junta Directiva • California requiere un mínimo de 3 miembros en una Junta Directiva sin fines de lucro. • A las organizaciones existentes que soliciten convertirse en el consejo de las artes se les debe solicitar su lista de miembros de la Junta, incluidas las afiliaciones, y sus intenciones con respecto a la composición de la Junta en caso de que sean seleccionadas. Se debe pedir a las personas que deseen establecer una nueva organización 501c3 o convertirse a una desde el estado de patrocinio fiscal que nombren al menos 3 personas que hayan aceptado servir en la Junta, incluidas sus afiliaciones. • Es común que el tamaño de la Junta Directiva de una organización emergente sea pequeño para facilitar la toma rápida de decisiones durante el período inicial de desarrollo y crecimiento. Con el tiempo, la Junta debe ampliarse para permitir una mayor representación. En estas circunstancias, es una práctica común establecer un Comité Ejecutivo para actuar en nombre de la Junta en pleno entre reuniones. SOBRE EL CONSULTOR Arts Orange County (Artes El Condado de Orange) es líder en la creación de apreciación, participación y apoyo a las artes y la educación artística en el Condado de Orange, California. Fundada en 1995, está designada por la Junta de Supervisores como la agencia de arte local oficial y socio estatal-local del condado de Orange. Además de los programas y servicios tradicionales del consejo de artes, Arts Orange County brinda servicios de consultoría a organizaciones artísticas, educación superior, gobiernos locales, del condado y estatales en las áreas de concesión de subvenciones, planificación cultural y gestión de proyectos de arte público. Richard Stein, presidente y director ejecutivo Para este proyecto: Tracy Hudak, facilitadora e investigadora Victor Payan, especialista en participación comunitaria Roger Renn, especialista en artes locales Karin Schnell, especialista en artes municipales 30 31 Ashley Bowman, especialista en arte públicoAPÉNDICE A PROPÓSITO DEL PROYECTO “La Comisión de Arte y Cultura del Condado de Contra Costa (también conocida como AC5) se estableció en 1994 para asesorar a la Junta de Supervisores en asuntos y cuestiones relevantes para el arte y la cultura; promover las artes de una manera que promueva la comunicación, la educación, la apreciación y la colaboración en todo el condado de Contra Costa; preservar, celebrar y compartir las artes y la cultura de los diversos grupos étnicos que viven en el condado de Contra Costa; crear alianzas con las empresas y el gobierno; y aumentar la comunicación y el entendimiento entre todos los ciudadanos a través del arte. Lo que es más importante, la misión de la Comisión era promover las artes y la cultura como un elemento vital en la calidad de vida de todos los ciudadanos del condado de Contra Costa. Si bien el trabajo de AC5 fue fundamental en el desarrollo y apoyo de numerosos programas e iniciativas de arte y cultura a lo largo de los años, la estructura organizativa finalmente se consideró no tan constructiva para la misión como podría ser una asociación público-privada Arts Council. El 29 de marzo de 2022, la Junta de Supervisores disolvió la Comisión de Artes y Cultura y ordenó al personal de la Administración del Condado que adquiera o establezca un Consejo de Artes de asociación público-privada sin fines de lucro para el condado, para servir como Socio Estatal-Local (SLP) del condado con el Consejo de las Artes de California (CAC)”. – Artículo de la agenda de la Junta de Supervisores del Condado de Contra Costa para el nombramiento del Comité Directivo del Consejo de Artes Ad Hoc, 29 de noviembre de 2022 CONSEJOS DE LAS ARTES Y SOCIOS ESTATALES-LOCALES Los consejos de arte de los condados de California “brindan acceso a financiamiento, desarrollo profesional y asistencia técnica a artistas y organizaciones artísticas de todos los tamaños y disciplinas, así como también brindan programas de arte directo donde pueden existir brechas. En comunidades más grandes, a menudo se confía en ellos para satisfacer las necesidades de comunidades con cientos de organizaciones artísticas y miles de artistas”. • 53 de los 58 condados de California tienen un consejo de las artes—cada uno designado por la Junta de Supervisores de su condado como el State-Local Partner/“Socio Estatal-Local” (SLP) oficial para ese condado. Cinco condados tienen consejos de las artes actualmente en desarrollo, incluido el condado de Contra Costa. 43 de los SLP son organizaciones independientes sin fines de lucro, mientras que 8 son una división del gobierno de su condado. • “El programa State-Local Partner (SLP) fue establecido por el Consejo de las Artes de California (CAC) en 1980 con el objetivo de utilizar la red del gobierno estatal y del condado de California para garantizar que los fondos públicos lleguen al nivel local y apoyen a los artistas, las organizaciones artísticas y las organizaciones culturales. grupos, fortaleciendo así a todas las comunidades en todo California”. • “La mayoría de los SLP tienen presupuestos operativos anuales que son de tamaño pequeño a mediano. Los tamaños del presupuesto anual de SLP incluyen: 20 SLP por debajo de $250,000; 26 SLP $250,000-$999,000; 3 SLP$1-4 millones; 4 SLP de $ 10 millones y más grandes “. • En 2023, el CAC ha asignado fondos de subvenciones a cada uno de sus socios estatales y locales por un monto de $75,000, $5,000 de los cuales están específicamente restringidos a la administración del Programa Poetry Out Loud en cada condado. La cantidad de los fondos restantes está sujeta a ajustes según la clasificación del panel de revisión por pares que recibe cada consejo de artes del condado, a veces reducido significativamente según el desempeño. • La Comisión de Arte y Cultura del Condado de Contra Costa (AC5) se desempeñó como Socio Estatal-Local del condado hasta su disolución en 2022. El condado tiene la intención de designar al nuevo consejo de las artes para cumplir esa función. Fuentes: Consejo de las Artes de California; Coalición de agencias de arte del condado de California 32 33 FUENTES DE FINANCIAMIENTO PARA LOS CONSEJOS DE LAS ARTES DEL CONDADO Los consejos de las artes dependen de una variedad de fuentes de financiación para apoyar su trabajo, dependiendo de sus respectivas comunidades. FONDOS PÚBLICOS Federal Fondo Nacional de las Artes (NEA) es la principal agencia federal que brinda apoyo directo a las agencias de arte del condado y tiene múltiples programas de financiación con plazos durante todo el año. Las subvenciones son para proyectos, no para apoyo operativo general, y se otorgan a través de un proceso competitivo de revisión del personal y del panel de pares. Con un presupuesto anual de solo alrededor de $200 millones para servir a toda la nación, las subvenciones de NEA generalmente oscilan entre $10,000 y $50,000. Su programa de subvenciones “Our Town” otorga hasta $200,000 para proyectos de creación de lugares creativos exclusivos de una sola vez. Todas las subvenciones de la NEA deben equipararse dólar por dólar con otros fondos, y los pagos se realizan atrasados al documentar los gastos y los fondos equivalentes. Las solicitudes de gastos dirigidos por el Congreso (comúnmente denominadas “asignaciones”) son solicitudes realizadas por los miembros del Congreso como parte de la parte de gastos discrecionales del presupuesto anual del gobierno federal. Las asignaciones se eliminaron durante varios años, pero volvió durante Congresos recientes. Las solicitudes deben hacerse a través del miembro del Congreso local, quien generalmente recibe muchas de estas solicitudes y se limita a proponer un pequeño número, de las cuales no todas serán financiadas. Estos son generalmente premios únicos dirigidos principalmente a iniciativas significativas, como una campaña de construcción. Las sumas generalmente superan el millón de dólares. Estado El Consejo de las Artes de California (CAC) es la agencia estatal principal que brinda apoyo de director a las agencias de artes del condado y tiene múltiples programas de financiación con plazos durante todo el año. Su programa State-Local Partner (SLP) es el principal programa de subvenciones para las agencias de artes del condado que reciben la designación SLP de la Junta de Supervisores del condado y actualmente proporciona $70,000 en financiamiento básico (el monto total generalmente se reduce ligeramente según la revisión del panel de pares). clasificaciones, ya que este es un programa de subvención competitivo) más $5,000 (cantidad total otorgada) para ayudar a subsidiar el programa “Poesía en voz alta” del consejo de artes de cada condado. La fecha límite para la solicitud de subvención del Programa SLP es actualmente el 6 de junio. Las agencias de arte del condado también son elegibles para solicitar otros programas anuales de subvenciones para proyectos del CAC, donde la financiación generalmente no supera los $30,000. Estas subvenciones también requieren que se recauden fondos de contrapartida. Las Solicitudes de Gastos del Distrito, similares a las asignaciones federales, están disponibles a través de los Senadores y Asambleístas Estatales. Funcionan de manera similar a lo descrito anteriormente. Condado El condado de Contra Costa financió previamente su Comisión de Arte y Cultura a través de fondos del Fondo General incluidos en su presupuesto anual. Con la aprobación de la Medida X, un impuesto sobre las ventas suplementario especial, el condado de Contra Costa está financiando organizaciones e iniciativas locales diseñadas para abordar la inequidad y la injusticia de diversas maneras, incluidas las artes y la cultura. Los fondos de la Medida X para las artes se aprobaron por un monto de $250,000 en 2023, y los funcionarios del condado han descrito que están disponibles en su totalidad o en parte para el consejo de artes del condado para apoyo operativo, cuando se designe. Algunos funcionarios han sugerido que, una vez que esté bien establecido, el consejo de las artes del condado podría recibir más fondos de la Medida X para apoyo operativo, y que la Medida X también podría ser una fuente potencial de fondos para establecer subvenciones para las artes y la cultura en todo el condado. Además, el condado puede brindar cierta medida de apoyo en especie para el nuevo consejo de las artes en forma de espacio de oficinas, uso de equipos, suministros y servicios. Cada vez más, los condados han aprendido los beneficios de las artes para lograr sus objetivos en las áreas de atención médica, salud mental, correccionales y reingreso, y están aprovechando esos presupuestos departamentales para financiar dichos programas. Otras fuentes de financiación pública Impuesto de Ocupación Transitoria (TOT) y/o Distrito de Mejoramiento Comercial (BID): TOT es un impuesto hotelero recaudado por noche de habitación en muchas ciudades para respaldar sus presupuestos del Fondo General. Muchos especifican todo o una parte de este mecanismo para financiar las artes, basándose en la premisa de que las artes y la cultura atraen visitantes. De hecho, los estudios han demostrado que el “turismo cultural” incentiva a los visitantes a agregar “noches de habitación” a su estadía, brindando un mayor beneficio económico a la comunidad y más ingresos por impuestos hoteleros. Cuando las ciudades puedan depender de TOT para otras necesidades municipales, se puede establecer un BID. Una clase de visitantes que atienden empresas (por ejemplo, hoteles) puede votar para establecer una tarifa adicional por noche de habitación que es administrada por la ciudad como TOT, pero designando específicamente los fondos para generar turismo. Dichos fondos del BID se utilizan para apoyar las oficinas de visitantes, los museos, los centros de artes escénicas y otras organizaciones artísticas y culturales. 34 35 Tarifa de desarrollo Aunque ampliamente conocido como un mecanismo para generar fondos para el arte público permanente (comúnmente conocido como un programa de “porcentaje para el arte”), una definición más amplia de arte público se ha arraigado en los últimos años para incluir el apoyo a todo tipo de esfuerzos que generan una mayor accesibilidad a las artes. Estos incluyen exposiciones temporales y festivales de performance, pero posiblemente también podría incluir apoyo para un consejo de artes del condado. Bajo dichos programas, el desarrollador privado o el gobierno local debe asignar una tarifa de arte público de (generalmente) el 1% del costo total del proyecto para instalar arte público permanente en la propiedad o pagarse en un fondo en lugar que se acumulará y será utilizado por el municipio para proyectos de arte público. FINANCIACIÓN PRIVADA Fundaciones El Área de la Bahía tiene una plétora de fundaciones privadas que tienen un historial comprobado de financiación de las artes. Northern California Grantmakers, un organismo coordinador, enumera a más de 200 miembros, incluidas fundaciones privadas y corporaciones. Aunque el condado de Contra Costa no está dentro de la jurisdicción de otorgamiento de algunas fundaciones del Área de la Bahía, otras, como la Fundación Dean y Margaret Lesher y la Fundación de la Familia Zellerbach, sí lo incluyen. Consciente de que la comunidad artística del condado de Contra Costa se ha quedado rezagada con respecto a otras comunidades del Área de la Bahía en términos de filantropía artística, la participación en el Comité Directivo del Consejo Ad Hoc de las Artes por parte de los funcionarios del programa de artes de esas dos fundaciones promete el apoyo futuro de este sector. Juntos, junto con la Fundación de San Francisco, organizaron una reunión virtual para líderes artísticos del condado de Contra Costa y miembros de la comunidad interesados en las artes al comienzo de este proyecto del consejo de las artes. Corporaciones Algunas corporaciones tienen fundaciones para donaciones caritativas (ver arriba). Si bien la participación del sector empresarial en la financiación de las artes es bastante limitada, puede haber interés de la comunidad empresarial local en apoyar algunas actividades del consejo de las artes a través del patrocinio. Individuos Las donaciones individuales comprenden la gran mayoría de la filantropía en Estados Unidos, pero las artes son una de las áreas más pequeñas de dicho apoyo. Además, la donación individual en las artes tiende a centrarse donde los donantes sienten una conexión personal con la forma de arte. Sin embargo, existe el raro donante individual que comprende completamente el caso para apoyar un consejo de las artes debido a su impacto en todo el ecosistema de las artes y la cultura en una comunidad. Eventos Nos guste o no, muchos donantes están condicionados a dar solo cuando hay un evento al que pueden asistir. Los consejos de las artes, como organizaciones de servicios, no están bien situados para competir en el mercado de eventos de gala. Pero posiblemente estén mejor posicionados para realizar un evento que reconozca a artistas, patrocinadores de las artes, organizaciones artísticas y otros. Tal evento fortalece la marca del consejo de las artes en la comunidad y puede generar importantes resultados financieros positivos. INGRESOS OBTENIDOS Membresías Un mecanismo de membresía sin derecho a voto puede contribuir con una pequeña porción de las necesidades presupuestarias operativas del consejo de las artes mientras fortalece sus relaciones en la comunidad. Una estructura de cuotas de membresía escalonada, que ofrece tarifas muy asequibles para artistas individuales y pequeñas organizaciones de base con tarifas más altas para organizaciones grandes y medianas, ciudades y educación superior puede garantizar que todos en la comunidad artística sientan que tienen un interés en el éxito del consejo de las artes. Los beneficios como mezcladores, una reunión de consulta gratuita, la oportunidad de asistir a reuniones y paquetes de publicidad con descuento pueden ser modestos, pero valiosos. Servicios de marketing Todas las organizaciones artísticas buscan formas económicas y efectivas de difundir el mensaje sobre sus eventos. Utilizando el portal web propuesto y el programa de suscripción por correo electrónico opcional, el consejo de las artes puede poner a disposición un paquete de marketing electrónico de manera asequible que generará ingresos continuos significativos. Centro Lesher de las Artes en Walnut Creek Foto de Ben Krantz Studio 36 37 ARTES DEL CONDADO DE CONTRA COSTA Y BIENES CULTURALES Organizaciones y lugares de arte y cultura Aproximadamente 300 organizaciones artísticas y culturales tienen su sede en el condado de Contra Costa. Varios otros ubicados en condados adyacentes brindan servicios artísticos y culturales a los residentes del condado. By District District 1 – 64 organizations District 2- 107 District 3 – 18 District 4 – 73 District 5 - 44 By Type Performing Arts – 141 Culture – 38 Visual Arts – 41 Arts Education/Youth – 29 Foundation/Support/ Booster Organizations – 23 Arts Services – 10 Museums – 8 Multidisciplinary – 10 Government - 5 Heritage – 2 En el APÉNDICE B se incluyen más detalles sobre las organizaciones y lugares artísticos y culturales. Muncipal Arts Programs El condado de Contra Costa abarca 19 ciudades y numerosas comunidades no incorporadas. 11 cities have Public Art Programs • District 1: El Cerrito, Richmond, San Pablo • District 2: Danville, Lafayette, Moraga, Orinda, San Ramon • District 3: Brentwood • District 4: Walnut Creek • District 5: Martinez 112 ciudades cuentan con Comisiones/Comités de las Artes y/o Planes de las Artes • • District 1: El Cerrito, Richmond • District 2: Danville, Lafayette, Moraga, Orinda, San Ramon • District 3: Brentwood • District 4: Concord, Walnut Creek • District 5: Martinez Se incluyen más detalles sobre los programas de artes municipales y la gobernanza en el APÉNDICE B. Arte en lugares públicos More than 450 artworks are on display publicly countywide District 1- 64 artworks District 2 – 201 artworks District 3 – 92 artworks District 4 – 79 artworks District 5 – 14 artworks En el ANEXO B se incluye una lista completa por ciudad. Nota: Este es un recuento insuficiente, ya que la ciudad de Richmond está realizando un inventario de su propio arte público y espera informar un número mayor que el catalogado por el consultor. 38 39 ECONOMÍA CREATIVA Dos fuentes brindan información sobre la economía creativa del condado de Contra Costa. Informe de industrias creativas 2017 de Americans for the Arts • 2,451 arts-related businesses and nonprofits in Contra Costa County • 8,068 people employed • 4.3% of all businesses in Contra Costa County • 1.8% of all employees Fuente: Dun & Bradstreet, abril de 2017 Además, el Informe de Industrias Creativas afirma que estas cifras representan un “recuento insuficiente”: “Estos datos de Industrias Creativas se basan únicamente en empresas estadounidenses activas que están registradas en Dun & Bradstreet. Debido a que no todas las empresas están registradas, nuestros análisis indican una subrepresentación de las empresas artísticas (particularmente aquellas que son organizaciones artísticas sin fines de lucro y artistas individuales). Los datos en este informe, por lo tanto, están subestimados. Para definir las Industrias Creativas, Americans for the Arts seleccionó 644 códigos de Clasificación Industrial Estándar de 8 dígitos que representan negocios centrados en las artes con y sin fines de lucro (de más de 18,500 códigos que representan a todas las industrias)”. Informe de 2023 Otis College sobre la economía creativa – Región del Área de la Bahía 650,733 personas empleadas en el sector creativo en 2021 en la Región del Área de la Bahía de 12 condados • 480,580 in Entertainment • 84,013 in Architecture and Related Services • 73,052 in Fine and Performing Arts • 7,277 in Creative Goods & Products • 5,811 in Fashion El Informe Otis es un estudio anual (iniciado en 2007) que proporciona datos a nivel estatal que destacan cinco categorías de la industria creativa (arquitectura y servicios relacionados, bienes y productos creativos, entretenimiento, moda, bellas artes y artes escénicas). El Informe de Otis College de 2023 se basa en datos de empleo de 2021 de fuentes de información disponibles públicamente e incluye organizaciones comerciales y sin fines de lucro. El Informe 2023 fue preparado por CVL Economics, una firma de investigación con sede en Los Ángeles. El Informe proporciona “instantáneas” de ocho regiones en todo el estado. Los datos del condado de Contra Costa están integrados en la instantánea de la región del Área de la Bahía, que también incluye los condados de Alameda, Marin, Napa, San Benito, San Francisco, San Joaquin, San Mateo, Santa Clara, Santa Cruz, Solano y Sonoma. Los datos específicos del condado de Contra Costa no se desglosan del agregado en la instantánea regional. El informe de Otis College establece lo siguiente: “El Área de la Bahía es una de las dos únicas regiones donde el crecimiento de la economía creativa superó el crecimiento de la economía en general entre 2018 y 2021. El crecimiento está impulsado por cambios en el sector del entretenimiento, que representa casi 75% de la economía creativa de la región y fue el único sector que experimentó un crecimiento en este período. En 2021, la cantidad de trabajos creativos se situó casi un 2% por encima de los niveles de 2018. En contraste, la economía general del Área de la Bahía perdió el 7% de sus empleos entre 2019 y 2020 y permanece casi un 5% por debajo de los niveles de 2018”. El informe completo de Otis College de 2023 sobre la economía creativa se puede encontrar aquí: https://www.otis.edu/creative-economy 40 41 CRONOGRAMA DE LA HISTORIA DE LAS ARTES Y LA CULTURA DEL CONDADO DE CONTRA COSTA The first accounts of an identifiable cultural community in the west delta are attributed to the Bay Miwoks. Native Americans living in the East Bay wove reed baskets of the highest quality and with graphic embellishments of great aesthetic appeal. Dr. Robert Semple is contracted to provide ferry service from Martinez to Benicia, the only crossing on the Carquinez Strait. Later, Martínez served as a way station for the California Gold Rush. Martinez Opera, the home of the first opera company in California is founded by Professor Walter Bartlett of Boston. At that time Martinez was the cultural center of Contra Costa County. Although there were no missions established within this county, Spanish influence here is extensive, through the establishment of land grants from the King of Spain to favored settlers. Fifteen land grants are made in Contra Costa County. The county is created and named Contra Costa which means in Spanish “opposite coast.” One of the original 27 counties of California, it was originally to be called Mt. Diablo County. Mt. Diablo High School is opened. Early Portuguese and Italian immigrants find the climate in Oakley amenable and plant thousands of acres of vineyards. Nearly 80 percent of Oakley’s roughly 700 acres of vineyards are planted in Zinfandel grapes. Martinez plays a role in the Pony Express, where riders take the ferry from Benicia to Martinez. The first tunnel through the Oakland hills is built as a means of bringing hay by horse, mule, or ox-drawn wagons from central and eastern agricultural areas. 1100 – 1770 AD 1847 1889 1769 - 1833 1850 1901 1800s 1860 1903 1841 1883 1913 The Moraga Adobe is built, the oldest building in the East Bay. Joaquin Moraga settles on a piece of property overlooking the southern section of Orinda, builts a two-room adobe house. The mansion where the naturalist and writer John Muir lived is built by Dr. John Strentzel, Muir’s father-in- law. Muir and his wife move into the house in 1890, and they live there until his death in 1914. It is now the John Muir National Historic Site. The Contra Costa County Library is founded and brings a commitment to widespread, county-wide service. Joe DiMaggio is born in Martinez. He plays his entire 13-year Hall of Fame career in Major League Baseball for the New York Yankees. Eugene O’Neill wins the Nobel Prize for Literature and uses the prize money to build Tao House above Danville. The two-bore Caldecott Tunnel for road vehicles is completed making Contra Costa more accessible. The tunnel has since been augmented with a third and fourth bore. 1914 1936 1937 1941–1945 During World War II Richmond hosts Kaiser Shipyards and wartime pilots are trained at Buchanan Field Airport in Concord. 1920 1921 1928 1936 1944 1944 1955 Jazz musician Dave Brubeck is born in Concord. A park adjacent to Concord High School is renamed in his honor in 2006. The most notable natural landmark in the county is Mount Diablo. Legislation created in 1921 makes it a state park. El Campanil Theatre opened in the City of Antioch, built, owned and operated by Ferdinand Stamm and Ralph Beede. It originally offered an audience chamber of approximately 1,100 seats, as well as a limited stage and “back of the house” areas to support vaudeville entertainment. The Richmond Art Center is founded by Hazel Salmi. It is one of the oldest continually operating non-profit art centers on the entire West Coast of the United States. 1941 The Lafayette Park Theater opens. It was originally a movie theater. The Port Chicago Disaster is the largest domestic loss of life during World War II. 320 sailors and civilians are instantly killed when the ships they are loading with ammunition and bombs exploded. The majority of deaths are African American sailors working for the racially segregated military. The Dramateurs is established. The group is reorganized in 1992 as the Town Hall Theatre Company of Lafayette, the oldest continuously active theatre company in Contra Costa County. Tom Hanks, Oscar-winning actor, producer, and director, is born in Concord. 42 43 The Concord Jazz Festival is established. The festival was launched by Carl Jefferson, a car dealer who managed to get a group of friends to support the concept. Concord becomes a sister city with Kitakami, Iwate, in Japan and establishes a small Japanese-style park, placing half of a sculpture, The Communion Bridge, in the park. The matching half of the bridge is in Kitakami. Every five years, a delegation from Concord visits Kitakami and operates a student exchange program. The last active whaling station in the country at Point Molate closes. Musical composer, Meredith Willson, joins the cast of CCMT on stage for the curtain call of The Music Man. Alamo Danville Arts Society is founded and operates the Blackhawk Gallery. East Bay Center for the Performing Arts begins to engage youth by providing opportunities for them through the inspiration and discipline of rigorous music training in world performance traditions. Walnut Creek’s walnut harvest shares space with Diablo Light Opera Company and Contra Costa Musical Theatre in the “Nut House” spreading dust everywhere. Mayor Verne Roberts orchestrates the granting of the old Carnegie Library at 6th and “F” Streets to the Antioch Historical Society for their first museum 1969 1974 1971 1977 1968 1971 1979 1968 1973 1980 1990 Martinez Arts Association is founded as a non-profit. Later, they donate money to build the Alhambra High School theater. The establishment of BART and the modernization of Highway 24 serves to reinforce the demographic and economic trends in the Diablo Valley area. Antioch Dunes National Wildlife Refuge is established. The sensitive sand dune habitat located near the city of Antioch serves as a refuge for three endangered species of plants and insects. 1955 1955 When a church choir decided to raise funds to make choir robes, Josephine Camp offered to direct a show – the beginning of The Masquers Playhouse in Point Richmond. Emiko Nakano, a noted abstract expressionist artist, holds an exhibit at the Richmond Art Center. The Giant Powder Company, a dynamite & gunpowder plant in Richmond closes. Now the site of Point Pinole Regional Shoreline. Concerned residents form the non-profit organization Save Mount Diablo to raise funds and awareness to protect open spaces. 1960 The Markham Regional Arboretum is established. Ira and “Bee” Markham sold the parcel of land to the city of Concord in 1966. They requested that the area be kept as natural as possible. Concord Records, a jazz record label, is launched. The label’s artists go on to win 14 GRAMMY Awards and 88 GRAMMY nominations. NIAD Art Center is founded to create exhibition and studio space in Richmond for artists with disabilities seeking to create art. Galleries in New York and LA frequently sell their art. Forest Home Farms in San Ramon is listed on the National Register of Historic Places. San Ramon is designated a Tree City USA. The Community Players established in Pinole. Contra Costa County obtains the railroad right-of-way and the Iron Horse Regional Trail is established. Pinole Artisans Foundation begins as a small group of dedicated artists, eventually growing to its current roster of over 60 members. 1981 1995 1982 1997 2001 1986 2004 2000 2000 2002 San Ramon Arts Foundation established. Martinez Opera Contra Costa, after lying dormant for fifty years, is reinstated as a non-profit organization. Bob Hope & Joel Grey perform at the opening of the $21 million Regional Center for the Arts in Walnut Creek (renamed Lesher Center for the Arts in 1995). Rosie the Riveter Memorial, a public art project in Richmond, begun in the 1990’s, is dedicated to honor the “Rosies”, women who made up much of the workforce at the shipyards during World War II. It formed the basis of a new National Park. 44 45 The first annual Shoreline Festival celebrates air, fire, water, and earth—the elements that are the essential forces that shape our natural environment at the Crockett Waterfront. Moraga Summer Concerts resume after COVID-19 in the Moraga Commons Park, a tradition since 1984. Residents in Lafayette begin placing crosses on a hill overlooking the Lafayette BART station and Highway 24 to memorialize the American soldiers who had died in the Iraqi war. There are over 6,000 crosses now covering this hill. Brentwood Theater Company begins producing Broadway musicals. Blue Devils win their most recent world championship. Blue Devils Drum and Bugle Corps in Concord have won 20 times! The corps is made up of talented musicians from around the world. Evan O’Dorney of Danville wins the Scripps National Spelling Bee. “Mountain Days,” a new musical celebrating John Muir, performs in the new Martinez Amphitheater. The Arts are hit hard by COVID-19. The Art Deco style Martinez Library is placed on the National Register of Historic Places. Butterfield 8 is reorganized as B8 Theatre Company. Annual lighting of the Danville Oak Tree, a decades-long tradition in downtown Danville, returns after a two-year COVID pandemic shutdown. 2006 2010 2007 2014 2020 2021 2008 2016 2010 2019 20232022 Brentwood is one of 212 cities designated by KaBOOM! as a Playful City USA for 2010 - one of only 23 such cities in California and only three in Northern California. APORTE DE LA COMUNIDAD Comité Directivo del Consejo de Artes Ad Hoc El propósito del Comité Directivo del Consejo Ad Hoc de las Artes “es guiar los esfuerzos de planificación cultural y artística del condado a través de un proceso de participación comunitaria inclusivo; proporcionar información y colaboración con el personal del condado y el consultor en el proceso de adquisición o establecimiento del Consejo de las Artes; garantizar la diversidad, la equidad y la inclusión a lo largo del proceso y los resultados; y escuchar a la comunidad”. El 2 de agosto de 2022, la Junta de Supervisores remitió al Comité de Operaciones Internas (IO) el establecimiento de un Comité Directivo del Consejo de las Artes Ad Hoc. En su reunión del 12 de septiembre de 2022, el Comité de Operaciones Internas (COI) apoyó el establecimiento de un Comité Directivo del Consejo de las Artes Ad Hoc de siete miembros y ordenó al personal que comenzara un período de solicitud para los solicitantes del Comité. El 20 de septiembre de 2022, la Junta de Supervisores votó para establecer el Comité Directivo del Consejo de las Artes Ad Hoc y aprobó su misión y la composición del comité. La misión del Comité Directivo del Consejo Ad Hoc de las Artes es guiar los esfuerzos de planificación cultural y artística del Condado a través de un proceso de participación comunitaria inclusivo; proporcionar información y colaboración con el personal del condado y el consultor en el proceso de adquisición o establecimiento del Consejo de las Artes; garantizar la diversidad, la equidad y la inclusión a lo largo del proceso y los resultados; y escuchar a la comunidad. El 21 de noviembre de 2022, el COI consideró las solicitudes, entrevistó a los solicitantes y recomendó que la Junta de Supervisores nombrara a las siguientes personas para el Comité Directivo del Consejo Ad Hoc de las Artes: 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 (Nonprofit foundation) 7. Margot Melcon (Nonprofit foundation) 46 47 La Junta de Supervisores aprobó estos nombramientos el 29 de noviembre de 2022. Luego de la creación del Comité Directivo del Consejo Ad Hoc de las Artes, el Comité de Operaciones Internas solicitó una actualización del estado de las actividades del Comité Directivo. Desde su nombramiento, el Comité Directivo Ad Hoc se ha reunido siete veces: 18 de enero, 8 de febrero, 15 de marzo, 19 de abril, 10 de mayo y 5 y 12 de junio. En estas reuniones, el Consultor proporcionó al Comité Directivo del Consejo Ad Hoc de las Artes informes de progreso sobre: • las partes interesadas clave entrevistadas, invitando y recibiendo las adiciones sugeridas por el Comité a la lista • las sesiones de visualización de la comunidad, invitando y recibiendo la asistencia del Comité para promover estas sesiones dentro de sus distritos • el contenido de la encuesta en línea, invitando y recibiendo las modificaciones sugeridas por el Comité para la encuesta y su asistencia en la promoción de la encuesta en sus redes • el inventario de organizaciones artísticas y culturales, invitando y recibiendo las adiciones del Comité a la lista • el inventario de arte público, invitando y recibiendo las adiciones del Comité a la lista • una cronología de las artes y la historia cultural del condado de Contra Costa, invitando y recibiendo las adiciones del Comité • primer borrador del informe del Consultor APORTE DE LA COMUNIDAD Entrevistas a las partes interesadas clave Cada entrevista con las partes interesadas que se realizó fue una conversación de forma libre que comenzó preguntando sobre las experiencias personales del entrevistado con las artes y la cultura, sus antecedentes profesionales y afiliación, su conocimiento de la Comisión de Artes y Cultura anterior del condado de Contra Costa, su conocimiento de la actual proyecto del consejo de las artes, sus observaciones y opiniones sobre las necesidades de la comunidad con respecto a las artes y la cultura. Sus respuestas provocaron preguntas de seguimiento en busca de más información o animándolos a proporcionar más detalles. Se informó a los entrevistados que sus comentarios serían confidenciales y que cualquier cita específica utilizada por el consultor sería sin atribución. • Se realizaron 68 entrevistas con partes interesadas clave, entre noviembre de 2022 y abril de 2023 • Además de los identificados de forma independiente por el consultor, los entrevistados fueron seleccionados en base a las sugerencias hechas al consultor por los supervisores del condado, el personal del condado, los miembros del Comité Directivo del Consejo Ad Hoc de las Artes y otras partes interesadas. • Las partes interesadas entrevistadas estaban ubicadas en cada uno de los cinco distritos de supervisión en proporciones casi iguales, así como varias que representan organizaciones que prestan servicios a distritos múltiples o a todo el condado • Las partes interesadas representaron los siguientes grupos: - artistas - educadores de artes (K-12 y educación superior, escuelas públicas y privadas) - organizaciones artísticas y culturales, incluidas todas las disciplinas artísticas (arte en lugares públicos, danza, históricas, bibliotecas, literarias, musicales, teatrales, artes visuales, multidisciplinares) • organizaciones filantrópicas • negocio • gobierno (municipal, del condado y estatal) • Se entrevistó a los 5 supervisores del condado de Contra Costa • Las notas de las sesiones fueron compiladas por el consultor e incorporadas a • los hallazgos y recomendaciones en este informe • Las citas no atribuidas de las entrevistas con las partes interesadas se comparten a lo largo del informe. A continuación la lista de entrevistados.La Escuela de Artes Escénicas de Ballet ha estado en Walnut Creek desde 1976 48 49 First Name Last Name Title Organization City Type of Organization Dominic Aliano District Coordinator State Senator Steve Glazer State Senate District 7 Government Sylvia Amorino Artistic Director Solo Opera Concord Performing Arts Candace Andersen Supervisor CCC Board of Supervisors County District 2 Government Donna Marie Arganbright President Lamorinda Arts Alliance Lafayette Visual Arts Jenny Balisle Founding Executive Director ARTSCCC Richmond Arts Services Annette Beckstrand Board Member Brentwood Community Chorus Brentwood Performing Arts Penny Bledsoe Board Member Pinole Artisans Pinole Visual Arts Marija Bleier Visual Arts Coordinator Town of Danville Danville Government Aniston Breslin Executive Director Lamorinda Arts Council Lafayette Multidisciplinary Lindsey Bruno Recreation Manager City of Oakley Oakley Government Diane Burgis Supervisor CCC Board of Supervisors County District 3 Government Richard Cammack Artistic Director Contra Costa Ballet Walnut Creek Performing Arts Ken Carlson Supervisor CCC Board of Supervisors County District 4 Government Bill Carmel Art Teacher Board Member, Lamorinda A.C.San Ramon Arts Education Adam Chow Parks & Rec Comm Svcs Supervisor San Ramon Art Advisory Committee San Ramon Multidisciplinary Joan Cifarelli Music Instructor Los Medranos College Pittsburg Arts Education Jose Cordon Special Project Coordinator Monument Impact Antioch Multidisciplinary Winnifred Day Arts & Culture Manager Richmond Arts & Culture Commission Richmond Multidisciplinary Ruthie Dineen Executive Director East Bay Center for the Performing Arts Richmond Performing Arts John Dunn Performing Arts Coordinator Town of Danville Danville Government Amanda Eicher Executive Director NIAD Art Center Richmond Multidisciplinary Gerald Epperson Owner Epperson Gallery Crockett Visual Arts Sue Farmer Board Chair Lamorinda Arts Council Lafayette Multidisciplinary Kelly Ferguson Director of Development Rainbow Community Center Concord Visual Arts Nilofar Gardezi Program Officer/Grants Manager Dean & Margaret Lesher Foundation Walnut Creek Philanthropy John Gioia Chair CCC Board of Supervisors County District 1 Government Federal Glover Supervisor CCC Board of Supervisors County District 5 Government Alexandra Hollingshead Director Rebel Art School Walnut Creek Visual Arts Carolyn Jackson General Manager Lesher Center for the Arts Walnut Creek Performing Arts Lisa Kingsbury Director of Community Engagement Contra Costa School of the Arts Walnut Creek Arts Education Nina Koch Owner East County Performing Arts Brentwood Performing Arts Lawrence Kohl Music Director Pacific Chamber Orchestra Lafayette Performing Arts Michelle Lacy General Manager Pleasant Hill Parks & Rec District Pleasant Hill Government Marilyn Langbehn Executive/Artistic Director Contra Costa Civic Theatre El Cerrito Performing Arts Dorrie Langley President Martinez Arts Association Martinez Multidisciplinary Doug Lezameta CEO Hispanic Chamber of Commerce Walnut Creek Business Suzanne Long Gallery Manager Epperson Gallery Crockett Visual Arts Kathryn Lopez Artistic Director Ghostlight Theatre Brentwood Performing Arts Sage Loring Executive Director Three Thirty Three Arts Walnut Creek Art Services Tari Loring Co-Founder Local Edition Creative Walnut Creek Art Production Christy Mack Co-Founder/Co-Creator Art Moves Project Lafayette Multidisciplinary Tara Malik Media Arts & Culture Director RYSE Youth Center Richmond Multidisciplinary Michael McCarron Executive Director Contra Costa Historical Society Martinez Heritage First Name Last Name Title Organization City Type of Organization Alison McKee Librarian CCC Public Library Countywide Multidisciplinary Margot Melcon Program Executive, Arts & Culture Zellerbach Family Foundation San Francisco Philanthropy Robin Moore Artistic Director Prior involvement with AC5 Martinez Visual Arts Rachel Osajima Managing Director Alameda Arts Commission Oakland Arts Services Lisa Potvin Recreation & Parks City of Concord Concord Government Yazmyn Rahimi Events Planner Google Oakley Business Jimmy Ramirez Planning Commissioner City of Oakley Oakley Government Vickie Resso Co-Founder & Board Member Pinole Artisans Pinole Visual Arts Jose Rivera Executive Director Richmond Art Center Richmond Visual Arts Willie Robinson President Richmond NAACP Richmond Civic organization Eugene Rodriguez Founder & Executive Director Los Cenzontles Cultural Arts Academy San Pablo Performing Arts Shayna Ronen Executive Director I Can Do That Performing Arts Center Danville Performing Arts Jenny Rosen Staff Liaison Lafayette Public Art Committee Lafayette Visual Arts Joel Roster Executive Director El Campanil Theatre Antioch Performing Arts Ted Russell Arts Program Officer Kenneth Rainin Foundation San Francisco Philanthropy Kevin Safine Arts & Recreation Director City of Walnut Creek Walnut Creek Multidisciplinary Michelle Seville Former Manager Richmond Arts & Culture Commission Richmond Multidisciplinary Kate Sibley Singer Contra Costa Chorus Richmond Performing Arts Susan Stuart Executive Director Brentwood Community Chorus Brentwood Performing Arts Chris Verdugo Operations Director CCTV Martinez Media Jessica Wallner Recreation Supervisor Danville Arts Advisory Board Danville Multidisciplinary Peggy White Executive Director Diablo Regional Arts Association Walnut Creek Philanthropy Randall Wight Leader Martinez Campbell Theatre Martinez Performing Arts Liz Wood Advisor Contra Costa Musical Theatre Walnut Creek Performing Arts Clive Worsley Executive Director California Shakespeare Theatre Orinda Performing Arts Escultura Mano de la Paz por Beniamino Bufano Arte Publico en Walnut Creek 50 51 APORTE DE LA COMUNIDAD Sesiones de visualización 6 sesiones de visualización: • 1 con los miembros del Comité Directivo (en vivo) en una reunión abierta al público (en vivo y virtual) • 5 sesiones de Visión Comunitaria en cada uno de los distritos de supervisión del Condado (en vivo) • Las sesiones de visualización fueron atendidas por un miembro del equipo bilingüe para ayudar a los participantes de habla hispana • La asistencia total superó los 160 Se promovieron sesiones de visualización a través de: • Anuncio de prensa del condado de Contra Costa • Tarjetas postales impresas distribuidas a través del Comité Directivo Ad Hoc, contracosta • Sistema de bibliotecas, oficinas de la Junta de Supervisores y en organizaciones artísticas y culturales en todo el condado • Imagen digital distribuida a través de boletines de la Junta de Supervisores, correos electrónicos a los asistentes a la mezcla de líderes artísticos patrocinados por las fundaciones, correos electrónicos a entrevistados de partes interesadas clave, correos electrónicos a organizaciones artísticas en todo el condado, correos electrónicos a coordinadores municipales de artes y anuncios de servicio público en CCTV • Imagen digital publicada en Facebook y promocionada a través de publicidad paga para una audiencia específica de residentes del condado de Contra Costa En las sesiones de visión, el supervisor de cada distrito hizo comentarios de bienvenida: los supervisores John M. Gioia (Distrito 1), Diane Burgis (Distrito 3), Ken Carlson (Distrito 4) y Federal D. Glover (Distrito 5) los entregaron en persona; Los del supervisor Andersen (Distrito 2) fueron entregados por la jefa de personal Gayle Israel debido a que ella estaba fuera de la ciudad. Las conversaciones visionarias brindaron una instantánea colectiva de las condiciones actuales que afectan a los artistas y las organizaciones y sus necesidades más urgentes, estimularon a una multitude de ideas sobre cómo mejorar las condiciones y brindar experiencias significativas a la comunidad en general y generó objetivos visionarios para dar forma al futuro de la vida cultural de Contra Costa. Se pidió a los participantes que reflexionaran sobre una experiencia artística personalmente significativa y su impacto en ellos y que hicieran una lluvia de ideas colectiva sobre su visión del ecosistema artístico y las experiencias culturales de Contra Costa dentro de diez años. 52 53 14 de marzo de 2023 – Walnut Creek (Distrito 4 – Supervisor Ken Carlson) Aproximadamente* 45, incluyendo: Sylvia Amorino Karen Bell-Patten Susan Borzliz Bill Carmel Chrysanthe Christudoulou Jose Cordon Lisa Dell Susan DeSanti Yukie Fujimoto Fran Garland Miguel Gonzalez Alyson Greenlee Steve Harwood Kathy Hemmenway Carolyn Jackson Flora Johnstone Lawrence Kohl Donna Labriola Alexia Lopez Tari & Sage Loring Christy Mack Dennis Markan Jose Luis Marquez JanLee Marshall Elizabeth Orchutt Jenny Rosen Karen Sakata Anh Dao Shah Brianna Shahvar Melissa Stephens Fran Sticha Rex Takahashi Leslie Wilson Clive Worsley * No todos los asistentes se registraron y algunos nombres eran ilegibles en todas las sesiones. Pedimos disculpas por las faltas de ortografía. Los miembros del Comité Directivo Ad Hoc no están incluidos en las listas, pero todos asistieron a algunas o todas las sesiones. 15 de marzo de 2023 – Oakley (Distrito 3 – Supervisora Diane Burgis) Aproximadamente 25, incluyendo: Karin Bentley Marija Bleier Jose Cordon Marian Ferrante Marsha Golangco Carol Jensen Jane Joyce Nina Koch Kathryn Lopez Heather Marx Lisa Maule Claire Maura Dawn Morrow Teresa Onoda Yazmyn Rahimi Jimmy Ramirez Cindy Tumin Melissa Vongtama Vanessa Zakas 54 55 16 de marzo de 2023 – Pittsburg (Distrito 5 – Supervisor Federal D. Glover) Aproximadamente 20, incluyendo: Jose Cordon Ginny Golden Mr. B Jackson D. Jaxon Irene Kurniawan Lisa Maule Iris Moore Dhoryan Rizo Sonja Shephard Taunito Trotter Edgar Tumbaga Rose Mary Tumbaga 17 de marzo de 2023 – Danville (Distrito 2 – Jefe de personal de la supervisora Candace Andersen, Gayle Israel) Aproximadamente 20, incluyendo: Jose Cordon Tracy Farhad Sue Farmer Nicole Gemmer Tricia Grame Holly Hartz Gene Howard Lawrence Kohl Jose Marquez Pablo Rivera Shayna Ronen 5756 Taro Hattori Christy Lam Alfonzo Leon Brother Micael Joshua Mora Sarah Murray Kenoli Oleari Shelly Precrof Angella Seesaran Michele Seville James Shorter Kate Sibley Tony Tamayo Verenice Velazquez Ayesha Walker Irene Wibawa Buddy Yakacic M18 de marzo de 2023 – Richmond (Distrito 1 – Supervisor John M. Gioia) Aproximadamente 50, incluyendo: Jenny Balisle Michael Beer Dejeana Burkes Christy Chan Donte Clark Marie Coppola Jose Cordon Judy Cress Shari DeBoer Ruthie Dineen Jennifer Easton Amanda Eicher Audrey Faine Ilena Ferrer Erica Garcia Regina Gilligan Aimee Graham APORTE DE LA COMUNIDAD Encuesta en línea • Encuesta lanzada el 15 de marzo y cerrada el 30 de abril • La encuesta se ofreció en inglés y español • Se promovió la encuesta a través de: - Anuncio de prensa del condado de Contra Costa - Tarjetas postales impresas distribuidas a través del Comité Directivo Ad Hoc, el Sistema de Bibliotecas de Contra Costa, las oficinas de la Junta de Supervisores y en el 5 - Sesiones de visión comunitaria celebradas del 14 al 18 de marzo en Walnut Creek, Oakley, Pittsburg, Danville y Richmond - Imagen digital distribuida a través de los boletines de la Junta de Supervisores, correos electrónicos a los asistentes a la mezcla de líderes artísticos patrocinados por las fundaciones, correos electrónicos a las partes interesadas clave entrevistadas - Imagen digital publicada en Facebook y promocionada a través de publicidad paga para una audiencia específica de residentes del condado de Contra Costa 58 59 APORTE DE LA COMUNIDAD Medios de comunicación social El Consultor creó una página de Facebook llamada “Proyecto del Consejo de Artes y Planificación Cultural de Contra Costa” en diciembre de 2022 para invitar y recopilar aportes de la comunidad, promover la asistencia a las sesiones de visión comunitaria, promover la participación en la encuesta en línea, anunciar reuniones del Anuncio Hoc Arts Council Steering Committee, e informar al público sobre el progreso de la consultoría. La página atrajo a 247 seguidores. La promoción de publicaciones dirigida a suscriptores de Facebook del condado de Contra Costa con interés en las artes y la cultura llegó a 14,756 personas. Además, la página pudo unirse a otros 11 grupos de Facebook basados en Contra Costa (p. ej., Contra Costa County News, East Contra Costa Culture, Contra Costa County History Channel), lo que le permitió compartir publicaciones sobre la oportunidad de brindar aportes de la comunidad. Además de impulsar la participación, la página de Facebook alertó al Consultor sobre organizaciones que no estaban en su inventario inicial de bienes artísticos y culturales. La página de Facebook brindó una oportunidad adicional para documentar el proyecto mediante la publicación de imágenes de las herramientas promocionales y fotos de las sesiones de visualización de la comunidad. APÉNDICE B NOTAS DE LA SESIÓN DE VISIÓN COMMENT TYPE DIST 1 - DIST 2 - DIST 3 - DIST 4 - DIST 5 - Steering Comm COUNCIL ROLE VISION No more below minimum wage for artists Advocacy VISION Guaranteed income after artists program visiting artists program - inspire us Assist VISION Nina Simone - artists duty to reflect the times and work for social justice Process VISION Arts integrated deeply into daily community life Advocacy VISION Joy, self care and compassion advanced through arts Advocacy VISION CCC has discovered art is important Advocacy VISION No gatekeeping, art for all, everywhere free!Advocacy VISION Prioritize funding for arts higher(?) more than housing investment Advocacy VISION CCC = Community culturally closer Advocacy VISION Develop a culture of arts participation Advocacy VISION Arts are not the first thing on chopping block Advocacy VISION Everyone is consciously aware of values and experiencing arts and has sustainable ways to engage Advocacy VISION Visual and audio art has become the new universal language, enhances history lessons, more acceptance Advocacy VISION Arts integrates into math, history, other learning Advocacy VISION Real connection between arts and mental health Assist VISION Arts transcend distance in C.C Assist VISION Prioritize wellness, mental, social, environmental Convene VISION Address serious social/personal issues through arts programs Convene VISION Arts as budget priority Advocacy VISION Resources abundant N/A VISION Bridge gap of generations Convene VISION Artists as tribe - connected to each other Service VISION Connecting communities Service VISION Cross-genre, cross-city collaboration and sharing of resources Lead VISION Dedicated, hyper local footprints that capture personality Process VISION Public art everywhere Assist VISION Lady Gaga at Antioch fairground N/A VISION Library a cultural hub; exhibitions, events lectures Assist VISION Rethinking art making platforms and sharing Assist VISION Artists more connected - out of silos(?)Lead VISION Critical that this organization is not formed through the lens of “old people”Process VISION Wide spread of generations/bridging Process VISION All schools have free/full arts programs - kids immersed Assist VISION All schools in C.C have robust, fully funded arts programs traditional and tech based Assist VISION Arts education is fundamental and a requirement (not funded only where that local community can pay)Assist VISION Arts education as fundamental Assist VISION Contra costa county art school K-12 Assist VISION Properly funded + staffed, at least 5-10 staffers Process VISION 10 years of stillness and silence before jumping to solutions Process VISION 10 staff members - arts and richness division Process 60 61 VISION Value proposition- demonstrate how the arts meet the moment (artists as 2nd responders)Advocacy VISION Arts & economy- connect people to place Advocacy VISION Traffic flow changes TO Contra Costa - magnetic pull Advocacy VISION Areas revitalized by arts Assist VISION Soul- stories of the community Advocacy VISION Arts center - space, offices, studios - per district Convene VISION Billionaire dies and leaves endowment N/A VISION Re-imagine how arts workers are supported Advocacy VISION Get the community catalyzing support Advocacy VISION Relationship-based support and institution support Process NEED Art supplies store!!!Assist NEED Subsidized housing for artists Convene NEED Record store N/A NEED Creating support system for artists, festivals, TV program Program NEED Best practices to create resource “playbook”Service NEED Resources for collaboration Service NEED Groups that mentor artists to build careers Service NEED Resource and incubation support for artists that roots them here Service NEED Conversation stays alive Process NEED CCC - wide social media promotion Service NEED Social media support Service NEED Collective effort relearn social media systems Service NEED County wide hub connecting C.C. organization, artists + events Service NEED Access online resources Service NEED Directory/clearing house for info Service NEED Coordinate calendar Service NEED Hub of info on events, resources; space exchange Service NEED Countywide onlines resource guide Service NEED Info on funding Service NEED Promotion and advertisement of local arts resources Service NEED Comprehensive website promoting arts and culture in CCC Service NEED Super-intentional conversation about gentrification Convene NEED Network of resources for immigrant communities and BIPOC arts Service NEED Change perception of what artists are and their career is Advocacy NEED Community support for artists Advocacy NEED Real partnership between developers, industry, arts and cities/county Lead NEED Adequate funds to maintain public art Advocacy NEED Adequate funding to support art programs in communities Advocacy NEED Get 19(?) cities in county to corporate and support the arts Convene NEED Art will happen regardless of funding but we need funding to support development of artists Lead NEED Funding that takes care of living Process NEED Grant writing support Service NEED More connection between artists and healing spaces Convene NEED Bring people into conversation - elevate discussion Convene NEED Professional Devel Mixers - business development, use social media, bookkeeping Service NEED Connectivity Service NEED Networking for younger artists Service COMMENT TYPE DIST 1 - DIST 2 - DIST 3 - DIST 4 - DIST 5 - Steering Comm COUNCIL ROLE NEED How to create local connections/networks in bedroom community Service NEED Funders aware of local arts needs Convene NEED Grant writing support and info Service NEED Nonprofit board development Service NEED Amazing comms/connectivity between organizations Service NEED Funding to hire grant writers to help community arts group Service NEED Arts council provides info on grant opportunities and provides grant writing support Service NEED Recognize and serve needs of different cities Process NEED We need to connect east county may have a lot of different needs Process NEED Festivals: Cherry festival, Brentwood art, wine and jazz festival Program NEED Artist housing like New York Convene NEED Access shared spaces Convene NEED Artist Live/work space Convene NEED We need a community performing space out here Convene NEED Address inequity across libraries system wide approach/funding Convene NEED Annual arts summit Lead NEED Persistent sustained advocacy structure Advocacy NEED Cities and counties working together Convene NEED Voices of those left out are here from babies to elders - level of respect Process NEED Younger - empowered leaders Process NEED Arts and music in the schools Assist NEED Art education for children Assist NEED Re-imagine how arts workers are supported Advocacy NEED Arts incubator Convene NEED Shared business models and services Service NEED Strong network Service NEED Arts & culture website with opportunities to attend, learn and create (see Santa Monica)Service NEED Workshops & technical assistance Service NEED Grant guidelines that facilitate more equitable scoring Process IDEA CCC access/create tech innovation in art Assist IDEA Economic opportunities for artists and small businesses Convene IDEA Partnerships b/t city/local gov and artists promote them Convene IDEA Visiting artist program Convene IDEA Permanent county exhibits and collection of local artists - connect students Program IDEA Resources/incubator support for artists at all levels of their careers root them in this county Service IDEA TV station - showcase shows Assist IDEA Promote and develop Antioch Linn(Lynn?) House gallery Assist IDEA Open studio space - drop in - ceramics, textiles, visual music and knowledge Convene IDEA Public art and maps Service IDEA County wide database for arts Service IDEA Volunteer opportunities Service IDEA An app to get notified at events by city and county, Alert me to the things i might want to attend Service IDEA A website/ can it be broader than CCC?Service IDEA Preserving traditions/craft Process IDEA Acknowledge first people/arts pass down knowledge/history/tradition Program IDEA More cultural festivals to represent increasingly diverse and community Program IDEA Indigenous contra costa history ….? Walking tour Program COMMENT TYPE DIST 1 - DIST 2 - DIST 3 - DIST 4 - DIST 5 - Steering Comm COUNCIL ROLE 62 63 IDEA Artists as sustaining life through catastrophe Advocacy IDEA Arts as tool for social transformation - quadruple down on that Advocacy IDEA Art to teach math - STEM to STEAM Assist IDEA Connect creatives and nature - partnership w parks Convene IDEA Connection to local government and economic development Convene IDEA Every town has arts plan based on econ impact study Convene IDEA County leads/participates in Arts and Economic Prosperity study Lead IDEA More “pay what you can” opportunities N/A IDEA Percentage for the arts/retail and developers Advocacy IDEA 1.5% of building funds for the arts Advocacy IDEA Percent of money to public art broadly in The County for new development and gove buildings Advocacy IDEA Partnerships/funding from local businesses for arts events Assist IDEA Guaranteed income and living wages Convene IDEA Collaboration - city agencies and nonprofit multi-year funded projects Convene IDEA Mental health providers fund arts program Convene IDEA Business support of free tickets Convene IDEA Funding to support dedicated arts staff positions Lead IDEA Big business partnering with smaller creative businesses, sponsorships, promoting Lead IDEA Creative business license goes into funding for arts Lead IDEA Priority funding for comms, collaboration, local personality projects, space Process IDEA Innovation investment i.e. RXaR (?) IDEA Create opportunities to engage small businesses in the arts Convene IDEA Arts alliance w Chambers Convene IDEA Public arts admin network Convene IDEA Mechanism to encourage people to invest locally in the arts - local pride Lead IDEA Major event like SXSW, infrastructure and playbook Program IDEA Playbook for festival - permits (?)Service IDEA Professional development for emerging arts leaders Service IDEA Raise awareness of needs to local organizations/find local funders Convene IDEA Diversify arts boards next gen - under 30 Convene IDEA Make developers honor their commitments to arts and artists Assist IDEA Downtowns express individuality of community Assist IDEA More art of everyday objects i.e. contest panel boxes (?)Convene IDEA Restore Benny Bufano Bear N/A IDEA Connection to land history Program IDEA Rap/hip hop teams per district and classes in school Program IDEA Art sales in public places Assist IDEA Transportation resources to make connections with in the county (those without cars/youth)Assist IDEA Programs to open streets to artists Lead IDEA Annual open studios program Lead IDEA Teacher teach finding voice, finding self N/A IDEA New way to tell the story of county history Program IDEA Innovative architecture and landscape - tours, awards ceremony Program IDEA Every city in the Bay area has hopping poetry event Program IDEA Artists activating downtown Program IDEA More free live music in the parks Program IDEA More arts in the parks Program COMMENT TYPE DIST 1 - DIST 2 - DIST 3 - DIST 4 - DIST 5 - Steering Comm COUNCIL ROLE IDEA More art in public spaces and …? for local artists to exhibits and sell their work Program IDEA Art clinics where people can go to learn Program IDEA Theater library Assist IDEA Expand kinds of arts uses of libraries Assist IDEA Culturally chamilaion spaces- used by many Assist IDEA Develop art colonies in communities Assist IDEA Turn mall into dynamic arts spaces - galleries, performances spaces, music hall Convene IDEA Outdoors spaces for performances, 99 - seat theater → let kids interpret shakespeare Convene IDEA Shared resources/sets/spaces for performing arts Convene IDEA Makers space Convene IDEA Good county library system can be a hub for info/tech/networking/solicization Convene IDEA Repurpose empty/outdated spaces and invoke curiosity Convene IDEA Spaces, co-location w services Convene IDEA Shared events - venues + exposure Lead IDEA Activating underused spaces for arts Lead IDEA Affordable live/work spaces Lead IDEA Coordinating vs. competing Process IDEA Connect youth to scholarships/resources Assist IDEA Help youth find self/purpose via arts funding to prevent crime, etc.Assist IDEA Places/spaces for youth development/arts Assist IDEA Access and exposure to youth Assist IDEA Jobs for artists > youth Assist IDEA Ways to reach more youth Assist IDEA Students internships Assist IDEA Communication art opportunities to youth N/A IDEA Schools where in order to teach, you must be a practitioner N/A IDEA Teen arts council Process IDEA Public space for artists to practice and connect that process with youth - safe expressive places Program IDEA Kids exposed to working artists, see careers Program IDEA Mentoring from seniors to youth - volunteers Program IDEA Youth poet laureate Program IDEA Youth arts - Showcase, contest, scholarships Program IDEA Arts/socialization programs for teens Program IDEA Cultural shift - help kids explore life goals/purpose Program IDEA Artists and residency programs for unhoused and system engaged youth Program IDEA Expressive young coaching middle/high schoolers connect to professional Service IDEA Reflecting before acting Process IDEA Staffing support/grants only/programs only, communication only Process IDEA Look at sports alliance model IDEA Art recruiters - like army IDEA Arts & culture website with opportunities to attend, learn and create (see Santa Monica)Service IDEA Collaborative/shared fundraising Convene IDEA Workshops & technical assistance Service IDEA Grant guidelines that facilitate more equitable scoring Service IDEA Utilizing schools as connectors and existing space infrastructure Convene IDEA Leverage diverse community leadership and languages Process IDEA Activated public spacers & nature Program COMMENT TYPE DIST 1 - DIST 2 - DIST 3 - DIST 4 - DIST 5 - Steering Comm COUNCIL ROLE 64 65 Estudio de arcilla en el Centro de Artes Comunitarias de Walnut Creek IDEA Intergenerational arts activities Program IDEA Experiential programs - people engaged in the creative process Program IDEA Arts embedded in the economic development departments of local gov Lead IDEA Youth involvement Assist IDEA Instrument petting zoo Program IDEA Collaborative cohab spaces Convene IDEA More festivals & exhibitions- cultural and historical Program IDEA Multidisciplinary festivals Program IDEA Adaptive re-use of buildings Convene IDEA More park amphitheaters Assist IDEA Landmark celebrations Program IDEA Intersection murals Program IDEA 2nd Line - music parades Program IDEA Explosion of public art in communities Program IDEA Collaborative/shared fundraising Convene IDEA Utilizing schools as connectors and existing space infrastructure Convene IDEA Value proposition- demonstrate how the arts meet the moment (artists as 2nd responders)Advocacy IDEA Leverage diverse community leadership and languages Process CONDITION Wake up call to increase funding, artists moving to C.C Advocacy CONDITION Conversations about gentrification and “vibrant” arts scene Convene CONDITION Art erases jurisdictional boundaries - barriers named and changed Convene CONDITION Limited to traffic + public safety initiatives N/A CONDITION Daunting scale and scope Process CONDITION Important not to over promise Process CONDITION Need realistic scope with resources Process CONDITION Achievable goals Process COMMENT TYPE DIST 1 - DIST 2 - DIST 3 - DIST 4 - DIST 5 - Steering Comm COUNCIL ROLE RESULTADOS DE LA ENCUESTA RESUMEN DE LOS RESULTADOS DE LA ENCUESTA Arte y Cultura Muy o Extremadamente Importante El 88% de los encuestados verificados dicen que el arte, la cultura, las tradiciones culturales o la creatividad son muy o extremadamente importantes. La práctica artística es alta El 75% de los encuestados verificados se consideran artistas, artesanos, trabajadores creativos, portadores de cultura, profesores de arte o trabajadores de las artes. Práctica artística en su mayoría no compensada El 25% de los encuestados informan que ganan la mitad de todos los ingresos de su hogar a través de su participación en las artes. El 41% de los que se consideran parte de la economía cultural informan que no ganan dinero a través de su práctica o participación voluntaria. Para aquellos que reportan algunos ingresos de su práctica creativa, el 27% reporta ingresos de la enseñanza de arte o música, el 27% recibe ingresos de las artes escénicas, el 26% de las artes visuales y la fotografía, y el 23% de la música. Numerosos trabajadores informan que sirven como voluntarios en organizaciones artísticas. Asista con frecuencia a experiencias artísticas y culturales El 23% de los encuestados asiste a experiencias artísticas y culturales semanalmente o varias veces por semana, el 36% mensualmente y el 27% varias veces al año. Asista a la mayoría de las experiencias artísticas y culturales en el condado de Contra Costa El 33% dice que asiste a la mitad o más de sus experiencias artísticas y culturales dentro del condado de Contra Costa, y el 36% dice que asiste al 75% o más dentro del condado de Contra Costa. Todos los grupos de edad necesitan más acceso a las artes Las necesidades prioritarias del rango de edad oscilaron entre el 35 % y el 58% de los encuestados, y las oportunidades multigeneracionales ocuparon el primer lugar. 66 67 Las 4 principales necesidades programáticas: • Conciertos y ofertas musicales • Festivales (artes, artesanías, espectáculos, comida, etc.) • Arte público en barrios o centros • Exposiciones de arte (inauguración, charlas en galerías, recorridos públicos de arte) Principales prioridades de servicio para Arts Council: • Proporcionar subvenciones a artistas y organizaciones artísticas. • Proporcionar estudios de arte, espacio para exhibiciones o espacios para presentaciones gratuitos o económicos. • Proporcionar listados de recursos (becas, trabajos, llamadas a artistas o audiciones, espacios para alquilar) • Proporcionar un directorio de sitios web de artistas y organizaciones culturales en todo el condado • Brindar oportunidades de trabajo en red y de aprendizaje entre pares • Proporcionar desarrollo profesional o capacitación empresarial Principales prioridades de liderazgo para el Arts Council: • Abogar por más fondos públicos y privados para las artes y la cultura en todo el condado • Asociarse con los gobiernos de las ciudades para fortalecer las artes a través de la planificación y la inversión culturales • Fomentar colaboraciones entre artistas y organizaciones artísticas que puedan fortalecer proyectos o generar otras oportunidades de recursos compartidos • Asociarse con la oficina de educación del condado para fortalecer la educación artística en el condado Principales prioridades programáticas para el Consejo de las Artes: • Ofrecer un sitio web que proporcione listas de eventos artísticos y culturales en todo el condado, dónde están y cómo asistir • Asociarse con otras organizaciones en exhibiciones o festivales con artistas locales peror formadores • Identifique las brechas en los programas de arte y cultura en la comunidad y proporcione programas o encuentre otras organizaciones adecuadas para llenarlas • Trabajar con la prensa y los medios locales y regionales para encontrar nuevas formas de aumentar la cobertura de las artes y la cultura. Los Cenzontles en Richmond Principales prioridades del Consejo de las Artes para abordar el acceso y la equidad: • Planifica sus programas y servicios para garantizar que se aborden las necesidades de todas las áreas geográficas del condado • Tener una estructura de liderazgo que refleje la diversidad demográfica del condado • Proporcionar o apoyar programas que estimulen el compromiso cívico de todos • Ofrecer recursos y capacitaciones sobre equidad, inclusión y diversidad a organizaciones artísticas y empresas creativas. Principales beneficios comunitarios de las artes: • Unificar a la comunidad y aumentar la participación comunitaria • Proporcionar oportunidades para que los residentes se diviertan y socialicen • Involucrar la creatividad personal de los residentes del condado • Involucrar a los jóvenes en prácticas creativas y habilidades para la vida • Honrando y aprendiendo sobre todas las muchas historias y culturas del condado • Mejorar la seguridad de nuestros vecindarios Principales beneficios económicos de las artes: • Apoyar o desarrollar el talento creativo, las empresas y las organizaciones locales. • Hacer que los distritos comerciales o los centros de la ciudad estén más vivos • Fortalecimiento del apoyo local al sector creativo y cultural • Proporcionar razones para quedarse y gastar en el condado • Atraer talento o negocios a nuestro condado • Estimular la innovación y las nuevas ideas 68 69 ¡Yo puedo hacer eso! Centro de artes escénicas en Danville Participantes de la encuesta Genero 70% Female 29% Male 1% Non-binary Edad 2% 24 and under 12% 25 - 34 18% 35 - 44 15% 45 - 54 20% 55 - 64 24% 65 - 74 9% 75 or above Ingresos del hogar 5% $39,999 or less 16% $40,000 - $69,999 17% $70,000 - $99,999 23% $100,000 - $149,999 19% $150,000 - $200,000 20% $200,000 or more El mas alto nivel de educación 1% Some high school 3% High School or equivalent degree 16% Some college, no degree 9% 2 year associate or technical degree 34% Bachelor degree 37% Graduate or professional degree Cómo identifican sus antecedentes 4% American Indian or Alaska Native, alone 8% Asian or Asian-American, alone 5% Black or African American, alone 13% Hispanic or Latino, regardless of race 2% Native Hawaiian and Pacific Islander, alone 9% Other race, alone 7% Two or more races or other 59% White alone, not Hispanic or Latino 11% Disabled person Cuánto tiempo residió en el condado de Contra Costa: 11% 1 - 4 years 16% 5 - 10 years 18% 11 - 20 years 19% 20 - 30 years 36% over 30 years Ciudades de los encuestados El 59% de las respuestas de la encuesta provinieron de residentes de estas 4 ciudades: • Walnut Creek – 18% • Concord – 15% • Richmond – 14% • Martinez – 12% 70 71 ORGANIZACIONES ARTÍSTICAS Y CULTURALES Y LISTA DE LUGARES Proyecto del condado de Contra Costa: Organizaciones y lugares artísticos y culturales Sector District Organization Website City Performing Arts 4 51 Street Theater Company https://www.facebook.com/51streettheater/about/ Pleasant Hill Art Education 3 Adams Music Boosters https://amsmusicboosters.org/ Brentwood Visual Arts 5 AF by Christopher Tandy https://www.christophermtandy.com/ Martinez Performing Arts 5 Afghan Theatre TV https://www.facebook.com/afghantheatre/ Pittsburg Culture 5 African Cultural Center USA https://www.africanculturalcenterusa.org/ Hercules Performing Arts 1 Aisan Hoss and Dancers (Iranian dance) https://www.aisanhossdance.com Hercules Visual Arts 2 Alamo Danville Artist Society https://adas4art.org/Gallery is in Blackhawk Alamo Foundation 5 Alhambra High School Arts Foundation https://www.alhambrahigh.org/mef Martinez Culture 2 American Alliance of International Arts Cultures and Education https://www.aaiace.org/ Moraga Foundation 2 American Artist Foundation https://sanramonarts.org/ San Ramon Performing Arts 2 Amy Likar, Alcyon Ensemble https://amylikar.com/project/alcyone-ensemble Orinda Museum 3 Antioch Historical Museum https://www.antiochhistoricalmuseum.org/ Antioch Performing Arts 5 Antioch Regional Theater https://pmltheatre.com/ Antioch Arts Venue 2 Art Center - City of San Ramon will open in 2023 San Ramon Visual Arts 4 aRT Cottage https://artscottage.blogspot.com/ Concord Visual Arts 5 Art Guild of the Delta https://www.deltagallery.com/art-guild-of-the-delta.html Brentwood Performing Arts 2 Art Movement Project https://www.facebook.com/ArtMovesProject/ Lafayette Performing Arts 1 Artists Embassey International http://dancingpoetry.com/ Richmond Performing Arts 1 Arts Contra Costa County https://www.artsccc.com/ Richmond Performing Arts 4 Arts Media and Entertainment Institute https://www.ameinstitute.org/ Concord Performing Arts 2 Ashmolean Singers https://www.facebook.com/pages/ Ashmolean%20Singers/ Walnut Creek Museum 2 Atlantic Arts Museum Walnut Creek Performing Arts 4 B8 Theater Company http://www.b8theatre.org/ Concord Culture 2 Bay Area Mind and Music Society www.facebook.com/BAYMS San Ramon Visual Arts 2 Bedford Gallery https://www.bedfordgallery.org/ Walnut Creek Performing Arts 1 Black Diamond Ballet https://www.blackdiamondballet.org Pittsburg Performing Arts 2 Black Swan Arts &Media https://www.blackswanarts.org/ Orinda Performing Arts 2 Blackhawk Chorus https://www.blackhawkchorus.com/ Danville Museum 2 Blackhawk Museum https://blackhawkmuseum.org Danville Performing Arts 5 Blue Devils Performing Arts https://www.bluedevils.org/ Concord Government 3 Brentwood Arts Commission https://www.brentwoodca.gov/government/ aboards-commissions/arts-commission Brentwood Visual Arts 3 Brentwood Arts Society https://www.brentwoodartsociety.com/ Brentwood Foundation 2 Brentwood Music Foundation http://bcb.deeders.net/ Danville Performing Arts 3 Brentwood Teen Theater https://brentwoodteentheater.com/ Brentwood Art Education 3 Bristow Music Booster https://www.bristowmusic.org/ Brentwood Performing Arts 3 Broadway Repertory Theater https://www.facebook.com/broadwayrepertorytheater/ Brentwood Arts Education 1 Building Blocks for Kids https://www.bbk-richmond.org/ Richmond Contra Costa County Project : Arts & Cultural Organizations & Venues Sector District Organization Website City Art Education 2 California High School Music Boosters https://www.calhighmusic.org/ San Ramon Culture NA California Multicultural Art Institute https://www.facebook.com/MI.Multicultural.Institute/ Berkeley Performing Arts 2 California Shakespeare Theater https://calshakes.org/ Orinda Performing Arts 2 California Symphony https://www.californiasymphony.org Walnut Creek Performing Arts 5 California Theater https://www.pittsburgcaliforniatheatre.com/ Pittsburg Visual Arts 4 California Watercolor Association https://www.californiawatercolor.org/ Walnut Creek Visual Arts 4 California Writers Club, Mt Diablo Branch https://cwcmtdiablo.org Pleasant Hill Venue 2 Calvin Simmons Center for the Performing Arts http://www.calvinsimmonscenter.org/ Walnut Creek Performing Arts 5 Campbell Theater https://www.campbelltheater.com/ Martinez Arts Education 2 Campolindo Choral Music Education http://campochoir.com/ Moraga Wellness 4 Cancer Support Community https://www.cancersupportcommunity.org/ Walnut Creek Martial Arts 4 Capoeira Omolu https://www.wcomulucapoeira.com Walnut Creek Performing Arts 4 CCCOE - Visual and Performing Arts https://www.cccoe.k12.ca.us/departments/ (VAPA) curriculum_and_instruction/visual_performing_arts Pleasant Hill Arts Education NA Center for Art Esteem https://www.ahc-oakland.org Oakland Visual Arts 4 Center for Community Arts https://www.communityarts.org/ Walnut Creek 5 Center for the Arts and Technology Antioch Culture 4 Center for the Promotion of Indian Sacred Culture https://www.indiansacredculture.org/ Concord Performing Arts 4 Center Repertory Company, WC https://www.lesherartscenter.org/programs/ center-repertory-company Walnut Creek 2 Central Eu California Cultural Instutute https://www.facebook.com/cecinitiative/ Orinda Performing Arts 2 Chamber Musicians of Northern California Ornia https://www.cmnc.org/ Walnut Creek Performing Arts 1 Cherie Hill Irie Dance http://www.iriedance.com/ Richmond Visual Arts 4 Chick Boss https://chickboss.com Clayton Wellness 4 Choice in Aging https://choiceinaging.org Pleasant Hill Performing Arts 2 Chorus Eclectic https://choruseclectic.org/about/ Danville Performing Arts 2 Circosphere LLC https://circosphere.com/ Danville Performing Arts 4 Clarinet Fusion https://www.clarinetfusion.org Pleasant Hill 2 Claudygod Music & Ministries https://www.facebook.com/ San Ramon Visual Arts 4 Clay Art Guild https://www.facebook.com/CeramicArtsWalnutCreek/ Walnut Creek Museums 4 Clayton Historical Society https://claytonhistory.org/ Clayton Performing Arts 4 Clayton Theatre Company https://www.claytontheatrecompany.com/ Clayton Art Education 4 Clayton Valley Charter High School https://www.claytonvalley.org Clayton Art Education 4 Clayton Valley Music Boosters https://www.claytonbands.org/ Concord Art Education 4 College Park Instrumental Music Boosters https://cphs.mdusd.org/CPMusicBoosters Pleasant Hill Art Education 4 College Park Visual Arts Boosters https://cphs.mdusd.org/CPvisualartsboosters Pleasant Hill Foundation 2 Community Arts Foundation https://commartsfoundation.org/ Walnut Creek 4 Community Concern for Art Music and Sports https://www.guidestar.org/ Concord Visual Arts 4 Concord Art Association https://www.concordartassociation.org/ Concord Art Education 4 Concord HighSchool Instrumental Music Boosters https://www.chsminutemenmusic.org/boosters/ Concord Performing Arts 4 Contra Costa Ballet https://www.contracostaballet.org/ Walnut Creek Performing Arts 4 Contra Costa Chamber Orchestra https://contracostachamberorchestra.org Walnut Creek Performing Arts 4 Contra Costa Childrens Chorus https://www.facebook.com/people/ Contra-Costa-Childrens-Chorus Walnut Creek Performing Arts 1 Contra Costa Chorus https://ccchorale.org Richmond Performing Arts 1 Contra Costa Civic Theatre https://ccct.org/ El Cerrito 72 73 Contra Costa County Project : Arts & Cultural Organizations & Venues Sector District Organization Website City Arts Education 1 Contra Costa College, Fine Arts https://www.contracosta.edu/classes/ academic-departments/fine-media-arts/ San Pablo Performing Arts 5 Contra Costa Comedy http://www.cococomedy.com/ Martinez Performing Arts 4 Contra Costa Musical Theatre https://www.ccmt.org/ Walnut Creek Government 4 Contra Costa Office of Education https://www.cccoe.k12.ca.us/ Pleasant Hill Performing Arts 2 Contra Costa Performing Arts Society https://www.ccpas.org/ Walnut Creek Performing Arts 2 Contra Costa School of Performing Arts https://www.cocospa.org/ Walnut Creek Government 4 Contra Costa Television https://www.contracosta.ca.gov/142/ Contra-Costa-Television-CCTV Martinez Performing Arts 2 Contra Costa Wind Symphony https://www.ccwindsymphony.org Walnut Creek Performing Arts 5 Creascent Moon Theater Productions https://www.crescentmoontheaterproductions.com/ Hercules 1 Create Peace Project https://www.facebook.com/createpeaceproject/ Richmond Visual Arts 4 Creekside Artist Guild https://www.facebook.com/creeksideartistsguild Clayton Performing Arts 4 Curtains Up Youth Theatre https://www.walnutacrespfc.net/pfc-programs/ after-school-enrichment-programs/curtains-up-youth-theatre Concord Performing Arts 4 DA Dance Center https://www.thedadancecenter.com Concord Performing Arts 4 Dance Connection Performing Arts Centre http://www.danceconnectionpac.com/ Concord Arts Services 2 Danville Arts Advisory Board https://www.danville.ca.gov/274/Arts-Advisory-Board Danville Performing Arts 2 Danville Community Band https://danvilleband.org/ Danville Performing Arts 2 Danville Girls Chorus http://www.danvillegirlschorus.org/ Danville Performing Arts 1 Davalos Dance Company http://davalosdance.org/ Richmond Performing Arts 5 Delta Childrens Ballet Theatre https://my.donationmatch.com/nonprofits/ delta-children-s-ballet-theatre Pittsburg 3 Delta Education Group Antioch Visual Arts 3 Delta Gallery https://www.deltagallery.com/ Brentwood Performing Arts 2 Diablo Ballet https://diabloballet.org/ Walnut Creek Performing Arts 2 Diablo Choral Artists https://www.dcachorus.org/ Walnut Creek Culture 4 Diablo Japanese American Club https://www.diablojaclub.com/ Concord Culture 4 Diablo Nippongo Gakuen https://www.diablonippongogakuen.org/ Concord Foundation 2 Diablo Regional Arts Foundation https://www.draa.org/ Walnut Creek Performing Arts 2 Diablo Symphony Orchestra https://www.diablosymphony.org/ Walnut Creek Performing Arts 4 Diablo Taiko https://www.linkedin.com/in/arlene-kikkawa-nielsen Concord Performing Arts 2 Diablo Theatre Company https://www.diablotheatre.org/ Walnut Creek 2 Diablo Valley Arts Academy Company https://www.facebook.com/diablovalleyarts.org/ Walnut Creek Performing Arts 4 Diablo Valley College Band https://www.dvc.edu Pleasant Hill Performing Arts 4 Diablo Valley College Performng Arts Center https://www.dvc.edu/campus-life/performing-arts.html Pleasant Hill Venue 2 Diablo Valley Theater and Conference Center https://www.diablosymphony.org/locations/ diablo-valley-college-performing-arts-center/ Walnut Creek Performing Arts 4 Diablo Wind Symophony https://bdsandbox.org/programs/diablo-wind-symphony Concord Performing Arts 4 Diaspora Arts Connection Inc. https://www.diasporaartsconnection.org/ Pleasant Hill Performing Arts 2 Dougherty Valley Theater https://www.sanramon.ca.gov/our_city/ departments_and_divisions/parks_community_services /parks_facilities/facilities/dougherty_valley_ performing_arts_center San Ramon 4 East Bay Artist Guild https://www.eastbayartistsguild.org/ Pleasant Hill Performing Arts 1 East Bay Center for the Performing Arts https://www.eastbaycenter.org/ Richmond Culture 2 East Bay Hungarian Educational Group https://www.hungarianschool.org/ Walnut Creek Performing Arts 5 El Campanil Theatre https://www.elcampaniltheatre.com/ Antioch Government 1 El Cerrito Arts Commission https://www.el-cerrito.org/649/Arts-Culture-Commission El Cerrito Foundation 3 El Companil Theatre Preservation Foundationhttps://www.elcampaniltheatre.com/ Antioch Performing Arts 4 El Morocco www.elmoroccorestaurant.com Pleasant Hill Contra Costa County Project : Arts & Cultural Organizations & Venues Sector District Organization Website City Performing Arts 1 Empowering Youth Through Music https://www.eytm25.org/ Richmond Performing Arts 2 Engineering Alliance for the Arts https://engineersalliance.org/ Walnut Creek Performing Arts 1 Enpowering Youth Through Music https://www.eytm25.org/ Richmond Visual Arts 5 Epperson Gallery https://eppersongallery.com/ Crockett Performing Arts 2 Eugene O’Neill Foundation, Tao House https://eugeneoneill.org/ Danville Performing Arts 2 Expressionsn Dance Academy www.expressionsdanceacademy.com Brentwood Performing Arts 2 Festival Opera https://www.festivalopera.org/ Walnut Creek Performing Arts 5 Fiat Music https://www.linkedin.com/company/fiat-music-company Pinole Culture 3 Filopino-American Cultural Society of Antioch Antioch Foundation 2 Foundation for Global Arts https://foundationforglobalarts.org/ Walnut Creek Performing Arts 4 Friction Performing Arts https://www.frictionquartet.com/ Concord Foundation 2 Friends of Civic Arts Education Foundationhttps://commartsfoundation.org/Walnut Creek Museum 2 Friends of Joaquin Morga Adobe https://www.moragaadobe.org/ Orinda Performing Arts 5 Funny Bone Productions https://www.facebook.com/funnytothebone/ Martinez Performing Arts 1 Gadung Kasturi Balinese Dance and Music http://www.gadungkasturi.org/ Richmond Performing Arts 4 Galatean Player Ensemble https://www.facebook.com/Galatean-Players- Ensemble-Theatre-112245066140/ Concord Foundation 2 General Music Education Foundation https://www.lafayettecf.org/ Lafayette Performing Arts 3 Ghostlight Theatre Ensemble https://ghostlightte.org/ Brentwood Performing Arts 2 Gill Theatre Arts https://www.gilltheatrearts.org/ Danville Visual Arts NA Global Art Project https://globartproject.wixsite.com world wide Performing Arts 2 Gold Coast Chamber Players https://www.facebook.com/GoldCoastChamberPlayers/ Lafayette Visual Arts 5 Grant Street Tribe of Artists https://happeningnext.com/event/ grant-street-tribe-of-artists-eid3a08ml4q1w Concord Performing Arts 4 Grown Women Dance Collective https://www.facebook.com/ goodwomendancecollective/ Concord Culture 2 Guang-Yu Chinese Culture & Arts Center San Ramon Culture 2 Healing Arts Peace Project International - Happi https://www.facebook.com/healingartspeaceprojects/ Orinda Visual Arts 2 Hearst Art Gallery, St Marys College https://www.stmarys-ca.edu/ saint-marys-college-museum-of-art Moraga Art Education 5 Hercules Music Boosters Association https://www.facebook.com/people/ Hercules-Music-Boosters-Association Hercules Art Education 3 Heritage Performing Arts Booster Club https://booostr.co/all-booster-clubs/listing/ heritage-performing-arts-booster-club/ Brentwood Culture 1 Huicho Center for Cultural Survival and Traditional Arts https://www.facebook.com/Huicholcenter/ San Pablo Visual Arts 2 I Can Do That Performing Arts Center https://www.facebook.com/ ICanDoThatPerformingArtsCenter Danvile Culture 3 International Fellowship of Rotarian Musicians https://ifrm.org/ Brentwood Performing Arts 1 JamesToland Vocal Arts https://www.jamestolandvocalarts.org/ San Pablo Culture 4 Japanese American Religious and Cultural Center - Shinwakai Program Concord Foundation 4 Jeffery Marshall’s Arts Foundation https://www.facebook.com/itsallaboutjeffrey/ Concord Visual Arts 4 JOR Gallery http://jorfineartgallery.com Clayton Performing Arts 2 Julivanna Music Studio Julivanna Music Studio, Voice Coach | Facebook Walnut Creek Performing Arts 4 Kariktan Dance Company, Dance Connection Studio https://kariktan.org/ Concord Arts Education 2 Lafayette Partners in Education https://www.lpie.org/ Lafayette Art Services 2 Lafayette Public Art Committee https://www.lovelafayette.org/city-hall/ commissions-committees/public-art-committee Lafayette Foundation 2 Lamorinda Arts Alliance https://www.facebook.com/LamorindaArt/ Moraga Arts Services 2 Lamorinda Arts Council https://lamorindaarts.org Orinda 74 75 Contra Costa County Project : Arts & Cultural Organizations & Venues Sector District Organization Website City Performing Arts 2 Lareen Fender’s The Ballet School https://www.danceschoolwalnutcreek.com Walnut Creek Visual Arts 2 Las Juntas East Bay Artist Guild http://www.eastbayartistsguild.org Pleasant Hill Foundation 4 Las Lomas Performing Arts Foundation https://laslomashs.revtrak.net/ Performing-Arts-Foundation/#/list Walnut Creek Culture 2 Les Amis De La Culture Francaise https://www.comite-officiel.org/ amis-de-la-culture-francaise.html Alamo Performing Arts 4 Lesher Center for the Arts https://www.lesherartscenter.org/ Walnut Creek Art Production 2 Local Edition Creative http://www.localeditioncreative.com Walnut Creek Performing Arts 1 Los Cenzontles Cultural Arts Academy https://www.loscenzontles.com Richmond Arts Education 1 Los Medanos College Choral & Vocal https://www.losmedanos.edu/music/ vocal/choralcourses.aspx Pittsburg Culture 1 Luo-Kenya Socio-Cultural Group Pinole Visual Arts 1 Madina Papel https://madinapapelanimation.com/ El Cerrito Performing Arts 5 Maharlika Cultural Troupe https://www.facebook.com/mcti92 Martinez Culture 1 Marcau Cultural Center https://www.facebook.com/ elceritocentrocultural/ El Cerrito Visual Arts 5 Martinez Art Association http://www.martinezarts.org/ Martinez Venue 5 Martinez Campbell Theater https://www.campbelltheater.com/ Martinez Performing Arts 5 Martinez Chamber of Commerce https://martinezchamber.com/ Martinez Museum 5 Martinez Historical Society https://martinezhistory.org/ Martinez Performing Arts 5 Martinez Music Mafia https://www.facebook.com/MartinezMusicMafia/ Martinez Performing Arts 5 Martinez Opera Contra Costa http://mtzocc.com/ Martinez Art Education 5 Martinez Unified School District Music Boosters https://www.facebook.com/martinezmusicboosters/ Martinez Performing Arts 1 Masquers Theatre https://www.masquers.org Pt. Richmond Contra Costa County Project : Arts & Cultural Organizations & Venues Sector District Organization Website City Performing Arts 1 Medical Clown Project https://medicalclownproject.org/ Richmond Performing Arts 1 Megan Lowe Dances https://www.meganlowedances.com/ SF Culture 4 Monument Impact https://monumentimpact.org/ Concord Heritage 2 Moraga Adobe https://www.moragaadobe.org Moraga Visual Arts 2 Moraga Art in Public Spaces Committee https://www.moraga.ca.us/265/ Art-in-Public-Spaces-Committee Moraga Foundation 4 Mount Diablo Music Education Foundation https://mdmef.org/ Pleasant Hill Arts Education 4 Mt. Diablo Peace & Justice Center https://ourpeacecenter.org Walnut Creek Performing Arts 4 Mt. Diablo Universalist Unitarian Church https://mduuc.org/ Walnut Creek Museum 2 Museum of San Ramon Valley https://museumsrv.org/ Danville Culture 1 Music Research Institute https://www.music-research-inst.org/index.htm Richmond Art Education 2 Music Teachers Association of California https://www.mtac.org/ San Ramon Arts Education NA Musically Minded https://www.musicallyminded.com/ Oakland Performing Arts 2 Nava Dance Theatre https://www.navadance.org/ Alamo Performing Arts 3 Nick Rodriguez Theatre https://www.antiochca.gov/recreation Antioch Culture 4 Noor Islamic & Culture Community Center https://www.noorislamicandculturalcommunitycenter.com/ Concord Art Education 2 Northgate Choral Music Boosters https://www.northgatepfc.com/ncmb.html Walnut Creek Performing Arts 1 Notority Variety https://www.facebook.com/notorietyvariety/ Richmond Arts Education 1 Nurturing Independence Through Artistic Development Center https://niadart.org/ Richmond Performing Arts 5 Onstage Repertory Theater https://www.facebook.com/ONSTAGETHEATRE Martinez Performing Arts 1 Oomph Dance Theater https://www.facebook.com/watch/oomphdance/ Visual Arts 2 Orinda Arts in Public Places Commission https://www.artspaceorinda.org/ Orinda Venue 2 Orinda Community Center https://cityoforinda.org/216/Facilities Orinda Performing Arts 2 Orinda Starelight Village Players http://www.orsvp.org/ Orinda Culture NA Orly Museum of Hungarian Culture https://www.orlymuseum.org/ Berkeley 76 77 NIAD exhibe “arte de tela” en Art Passages/Pasajes de arte Proyecto creativo en marcha en el Centro RYSE en Richmond Contra Costa County Project : Arts & Cultural Organizations & Venues Sector District Organization Website City Performing Arts 4 Pacific Chamber Orchestra https://pacificchamberorchestra.org/ Livermore Culture 4 Pacific Coast Farmer’s Market Association https://www.pcfma.org/ Concord Foundation 1 Palomarin Chamber Music Foundation http://palomarin.org/ Richmond Foundation 2 Park Theater Trust https://parktheatertrust.org/ Lafayette Performing Arts 5 Paufve Dance https://www.paufvedance.org/ El Cerrito Arts Education 4 Percussion Discussion https://percussiondiscussion.com/ Pleasant Hill Culture 1 Phillippine Culture and Historical Association Pinole Visual Arts 5 Pinole Art Center https://art.placefull.com/pinole-art-center-ca Pinole Visual Arts 5 Pinole Artisans https://pinoleartisans.weebly.com/ Pinole Performing Arts 5 Pinole Community Players https://pinoleplayers.org/ Pinole Foundation 5 Pittsburg Arts and Community Foundation https://www.pittsburgartscommunityfoundation.org/ Pittsburg Performing Arts 5 Pittsburg Community Theater https://pittsburgcommunitytheatre.org/ Pittsburg Culture 5 Pittsburg Entertainment & Arts Hall of Fame https://www.facebook.com/people/ Pittsburg-Entertainment-Arts-Hall-of-Fame Pittsburg Performing Arts 3 Pittsburg High School Creative https://en.wikipedia.org/wiki/ Arts Building Pittsburgh_Creative_and_Performing_Arts_School Pittsburg Performing Arts 5 Plotline Theater Company https://www.facebook.com/Plotlinetheatercompany Martinez Foundation 1 Point Richmond Gateway Foundation https://www.pointrichmond.com/point-richmond-gateway/ Richmond Performing Arts 1 Point Richmond Jazz https://www.facebook.com/PointRichmondJazz/ Richmond Performing Arts 1 Point Richmond Music https://pointrichmondmusic.org/ Richmond Performing Arts 5 Poison Apple Productions https://poisonapple.org/ Martinez Culture 4 Rainbow Community Center https://www.rainbowcc.org/ Concord Visual Arts 4 Red Ox Clay Studio https://www.redoxclaystudio.com/ Concord Visual Arts 1 Rich City Gallery https://www.facebook.com/richcitygallery/ Richmond Performing Arts 1 Rich City Kids Creative Arts Program https://www.richcitykids.org/ El Sobrante Visual Arts 1 Richmond Main Street Initiative https://www.richmondmainstreet.org/ Richmond Visual Arts 1 Richmond Art Center https://richmondartcenter.org/ Richmond Government 1 Richmond Arts & Culture Commission https://www.ci.richmond.ca.us/ 1076/Arts-and-Culture-Commission Richmond Foundation 1 Richmond Community Foundation https://www.cfrichmond.org/ Richmond Culture 1 Richmond Main Street https://www.richmondmainstreet.org/ Richmond Museum 1 Richmond Museum Association, Inc https://richmondmuseum.org/ Richmond Museum 1 Richmond Museum of History https://richmondmuseum.org/ Richmond Performing Arts 1 Ridgeway Arts https://www.facebook.com/RidgewayArts Richmond Performing Arts 4 Rockin Robbies https://www.rockinrobbies.com Concord Performing Arts 1 Rogelio Lopez and Dancers https://www.rogeliodance.com/ Richmond Performing Arts 2 Rohan Murphy Irish Dance Academy https://www.rohanmurphyirishdance.com/ Danville Performing Arts 2 Role Players Actors Ensemble https://www.linkedin.com/company/role-players-ensemble Danville Culture 1 Rome Institute of Liberal Arts https://www.rilarts.org/ El Sobrante Visual Arts 1 Rossmoor Arts Association https://www.rossmoorart.com/ Walnut Creek Multidisciplinary 4 Rossmoor Associates for Diversity https://www.facebook.com/p/Rossmoor-Advocates- for-Diversity-RAD-100081311409695/ Walnut Creek Visual Arts 2 Rossmoor Ceramic Art Club http://www.rossmoorceramics.com/ Walnut Creek Performing Arts 2 Rossmoor Chamber Music Society http://rossmoorchambermusic.org/ Walnut Creek Culture 2 Royal Chinese Culture Academy http://ramcc.co/ San Ramon Culture 2 Ruth Bancroft Garden & Nursery https://www.ruthbancroftgarden.org/ Walnut Creek Multidisciplinary 1 RYSE Youth Center https://rysecenter.org/ Richmond Festival 2 San Ramon Art & Wind Festival https://www.sanramon.ca.gov/our_city/ departments_and_divisions/parks_community_services/ events/art_and_wind_festival San Ramon Visual Arts 2 San Ramon Art Advisory Committee https://www.sanramon.ca.gov/our_city/boards_ committees_commissions/arts_advisory_committee San Ramon Foundation 2 San Ramon Arts Foundation https://sanramonarts.org/ San Ramon Contra Costa County Project : Arts & Cultural Organizations & Venues Sector District Organization Website City Performing Arts 2 San Ramon Chamber Ensemble https://sanramonacademyofmusic.com/chamber-ensemble/ San Ramon 2 San Ramon Valley Theatre Boosters Association https://srvhs.srvusd.net/ San Ramon Arts Education 2 School of Rock - San Ramon https://www.schoolofrock.com/locations/sanramon San Ramon Art Education 4 Sequoia Middle School Music Booster https://www.facebook.com/groups/ Pleasant Hill Performing Arts 1 Shahrzad Dance Academy https://www.shahrzadance.com/ Richmond Culture 1 Shensem Tsogpa Tibetan Culture Center Pinole Performing Arts 1 Sherrie’s Dance Studio https://sherriesdancestudio.com/ El Sobrante Performing Arts 2 Siddhi Creative Dance https://siddhicreative.org/ Dublin Performing Arts 1 Sierra Enemble https://www.sierraensemble.com/ El Cerrito Performing Arts 2 Silver Swans Ballet Club of Rossmoor https://rossmoor.com/residents/clubs-organizations/ Walnut Creek Performing Arts 5 Soaring High International Music Ministry https://soaringhighintl.com/ Hercules Visual Arts 3 Social Justice Sewing Academy https://www.sjsacademy.org/ Antioch Performing Arts 4 Solo Opera https://soloopera.org/ home-san-francisco-bay-area-opera.html Concord Art Education 4 Soundwell Music Camps https://www.rockcamp.org/ Pleasant Hill Culture 2 Sri Karpaga Ganapathi Temple Culture and Comunity Center https://skgtemple.org/ San Ramon Performing Arts 4 St. Demetrios Greek Orthodox Church https://www.stdemetrios.info Concord Performing Arts 3 Stage Right Conservatory Theater https://www.stagerightmtc.org/ Oakley Visual Arts 5 Studio 55 Martinez https://www.studio55martinez.com/ Martinez Culture 2 Sustainable Korean Culture Institute Moraga Performing Arts 5 Synergy Theater https://www.synergytheater.com/ Martinez Performing Arts 5 Taere Tiai Polynesian Dance & Cultural Arts https://www.taeretiai.com/ Hercules Culture 4 Taiwanese American Culture Center of East Bay http://tafnc.org/ Walnut Creek Heritage 2 Tao House https://eugeneoneill.org/ Danville Performing Arts 2 Teatr Skazka Russian Drama Club and Language Learning Center https://www.facebook.com/TeatrSkazka Walnut Creek Visual Arts 1 The Black Woman is God http://www.theblackwomanisgod.com/ Richmond Performing Arts 5 The Drama Factory (at Nick Rodriguez Theatre) https://www.dramafactory.org Antioch Performing Arts 5 The Fratello Marionettes https://fratellomarionettes.com/ Pinole Performing Arts 1 The KTO Project https://www.facebook.com/TheKTOProject/ El Cerrito Culture 1 The Latina Center https://thelatinacenter.org/ Richmond Foundation 1 The North & Greater Richmond Blues Foundation https://www.bluesoutnorth.org/ Richmond Culture 1 The Quinan Street Project https://quinanstreet.org/ Pinole Art Services 2 Three Thirty Three Arts https://www.333arts.org/ Walnut CReek Performing Arts 1 Tibet Art Studio https://tibetartstudio.com/ Richmond Culture 1 Tibetan Art Music and Education https://tipa.asia/ Richmond Culture 1 Tibetan Association of Northern California https://tanc.org/ Richmond Foundation 4 Todas Santos Business Association Arts Foundation https://www.concordtsba.net/ Concord Performing Arts 2 Town Hall Theater https://www.townhalltheatre.com/ Lafayette Art Education 1 Triangle Works https://www.triangleartworks.org El Sobrante Visual Arts 4 Tsuru for Solidarity https://tsuruforsolidarity.org Concord Foundation 2 Unity Music Foundation https://unitymusicfoundation.org/ Walnut Creek Performing Arts 1 UpSwing Aerial Dance Company https://www.upswingaerialdance.org Richmond Foundation 2 US-China Language & Culture Foundation https://nclcc.org/ Danville Visual Arts 4 Valley Art Gallery https://valleyartgallery.org Walnut Creek Visual Arts 2 Valley Stitchers and Fiber Artists Guild https://sites.google.com/site/valleystitchers Walnut Creek 78 79 Contrapartes interpretadas por la Compañía de danza universitaria Saint Mary’s Contra Costa County Project : Arts & Cultural Organizations & Venues Sector District Organization Website City Visual Arts 5 Veteran Comic Con https://www.veterancomiccon.org Hercules Performing Arts 1 Victory City Music https://www.facebook.com/victorycitymusic/ Richmond Youth 3 Village Community Resource Center https://www.vcrcbrentwoodca.org/ Brentwood Performing Arts 2 Village Theater https://www.danville.ca.gov/226/Village-Theatre Danville Performing Arts 4 Vinnie’s Bar & Grill https://www.vinniesbar.com Concord Performing Arts 5 Virago Theatre Company https://www.viragotheatre.org/ El Cerrito Performing Arts 2 Viva La Musica Walnut Creek Performing Arts ?? Voices That Carry (Queendom Network) https://voicesthatcarry.org/ ?? Multidisciplinary 2 Walnut Creek Arts Commission https://www.walnut-creek.org/government/ commissions-committees/arts-commission Walnut Creek Multidisciplinary 2 Walnut Creek Center for Community Arts https://www.communityarts.org/ Walnut Creek Performing Arts 2 Walnut Creek Concert Band https://walnutcreekconcertband.org/ Walnut Creek Multidisciplinary 2 Walnut Festival Association http://www.thewalnutfestival.org/ Walnut Creek Performing Arts 2 West Coast Theatre Film and Music Group Alamo Performing Arts 2 Women Sing http://womensing.org/ Orinda Performing Arts 5 Worldoneradio https://worldoneradio.org/ Pinole Foundation 2 Xiu Ning Culture Foundation Lafayette Culture 1 Yellow Joy Magazine https://www.yellohjoymagazine.com/ San Pablo Art Education 2 Ygnacio Valley Instrumental Music Boosters https://www.facebook.com/YVMusic/ Walnut Creek Arts Education NA Young Audiences of Northern California https://www.ya-nc.org San Francisco Performing Arts 2 Young Rep https://www.lesherartscenter.org/programs/ center-repertory-company/young-rep#ad-image-0 Walnut Creek Culture 2 Zhi Yin Vocal Music Center http://www.zhiyin.org/ San Ramon Art of Health and Healing presenta a un médico con poderosos pulmones en el festival anual Festival de los trabajadores de la salud como creadores Rhu A. Bigay, pintor al óleo especializado en aviones históricos, recibe un premio de reconocimiento Art Recognition 80 81 District 1 El Cerrito Richmond San Pablo Cities Under Contra Costa County website - (researched) Public Art Program Art in Public Places Program Public Art Program (adopted 1999) Amended 5/4/21 - Public Art Program Ordinance Art in Public Places Ordinance 2017 Bayview Muncipal Codes Chapter 13.50 Chapter 7.63 of the Richmond Municipal Code Chapter 7.63 San Pablo Municipal Code East Richmond Heights Policies & Procedures Art in Public Places Program requires certain development projects over $250,000 to contribute 1% of construction costs to public art or in lieu fee to public art fund. Public Art Program (1999) allocates 1.5% of all eligible City & Redevelopment Agency capital improvement project costs with budgets in excess of $300,000 for public artwork. 1% for Public Art on Private Projects Program Section 6.50.030 - Public Art Program Ordinance (2021) Art in Public Places Program requires certain development projects over $200,000 to contribute 1% of construction costs to public art or in lieu fee to Public Arts Fund or Mural Fund. El Sobrante Guidelines 1) Visual art (sculpture, murals, mosaics, etc.) 2) On-site cultural programs (performances, special events, education) All forms of media; criteria for site including visibility & public safety; temporary installations considered; RFQ/RFP submitted to get artists; Art should include works of art that are created uniquely by an artist and integrated into the development project. Kensington Selection Process Application Process - Public Art Subcommittee of Arts & Culture Commission oversees the selection process. The City Arts & Culture Division administers the Public Art Program with oversight from the Public Art Advisory Committee (PAAC) - Subcommittee of the Arts & Culture Commission Submit application and work with Planning Commission. Montavalin Manor Funding Mechanisms 1% of private & muncipal projects of $250,000 or more to in lieu Public Art Fund. 1.5% of Capital Improvement Projects; 1% of Private developments; gifts; donations or City funds. 1% of Commercial development with building costs of $200,000 or more Pinole City School of Performing Arts ARTES MUNICIPALES POR DISTRITO Y CIUDAD City Capital Projects Required (all, some) All -- development projects $250,000 or more Allocates 1.5% of all eligible City capital improvement project costs with budgets in excess of $300,000 for public artwork. Exemptions-Capital improvement projects Rollingwood Private development (all, some) All -- development projects $250,000 or more One-Percent (1%) for Public Art on Private Projects Program Section 6.50.030 - Public Art Program Ordinance 1% of Commercial development with building costs of $200,000 or more Tara Hills Requirement to Provide Art Work Or In Lieu Art in Public Places Program requires certain development projects over $250,000 to contribute 1% of construction costs to public art or in lieu fee to public art fund. Private Development Projects Program - required to provide 1% of Building Development Costs as public art contribution in 3 ways: 1) On-Site public art 2) Paying an in-lieu contribution 3) Designated Public Art Space 1% of Commercial development with building costs of $200,000 or more or in lieu to Public Art Fund or Mural Fund. Permanent Public Art (Public & Private) 35 public artworks Temporary Public Art Types of Artistic Disciplines Sculpture X X X Murals X X X Utility Boxes Utility Box Program-Pilot Functional Benches, Streetlamps Arts Commission Arts & Culture Commission Arts & Culture Commission Planning Commission Arts Committee Public Art Advisory Committee (subcommittee) Arts Foundation, Other Foundations, Friends of Community Foundation - Grant Program District 1 El Cerrito Richmond San Pablo Cities Under Contra Costa County website - (researched) 838282 District 1 El Cerrito Richmond San Pablo Cities Under Contra Costa County website - (researched) Grants Offered by City Neighborhood Public Art “Mini-grant” program, awards grants to community organizations for performing & visual arts activities Arts Plan Arts & Culture Master Plan, 2013 Cultural Arts Plan, 2002 Update City-operated art gallery City Hall Gallery Space- Arts & Culture Commission juried City Art Gallery City-operated performance space City-owned art gallery-outside operator City-owned performance space- outside operator City-presented concerts in the park City-presented festivals City-run Art Competitions City Art Directory Artist Database for Public Art Projects City staff exclusive for arts-full-time, part-time, contracted Winifred Day, Arts & Culture Manager, (510)620-6952 City staff for arts with other duties- full-time, part-time, contracted Alexandra Orologas, Asst. City Manager, (510)215-4302 Greg Dwyer, Community Services Director, (510)215-3081 Contact Information aorologas@ci.el-cerrito. ca.us winifred_day@ci.richmond. ca.us gregd@sanpabloca.gov Actuando con UpSwing Compañía de Danza Aérea 84 85 District 2 Danville Lafayette Moraga Orinda San Ramon Cities Under Contra Costa County website - (researched) Public Art Program Public Art Master Plan (2013) Public Art Policy Art in Public Places Program Art in Public Places Program (2011) Alamo Muncipal Codes Chapter 2.13 Municipal Code Chapter 6-26 Chapter X C 146-53 Blackhawk Policies & Procedures Public Art requires construction or altercation development over 5,000 sq. ft. to contribute 1% of construction costs to public art or in lieu Public Art Fund. The Art in Public Places program, or “ArtSpace Orinda” has been placing outdoor sculpture in Orinda since 2007. Camino Tassajara Guidelines Criteria: Aesthetic quality; Relationship to collection & community; Compatability; Materials, fabrication, installation Canyon Selection Process Application reviewed by Public Art Committee and final action by City Council Art in Public Spaces Committee meets quarterly to review and recommend public art projects to the City Council. Art in Public Places Committee works to get artists involved and makes recommendtions to City Council. The proposed artwork is subject to review and approval by the Architectural review Board, Arts Advisory Committee, Planning Commission, and the City Council. Castle Hill Funding Mechanisms 1% of construction costs for public art or in lieu fees to Public Art Fund Art in Public Places Fund - donations, grants., etc. Art in Public Places Fund is funded by community organizations- Orinda Community Foundation, Lamorinda Arts Council, Orinda Park & Recreation Foundation $30,000 allocated annually from the City’s Beautification Fund for Public Art. Diablo City Capital Projects Required (all, some) In new capital building projects public art is considered using a budget guideline of 1% of total capital project budget. Norris Canyon Private development (all, some) Private development (construction or alteration 5,000 sq. ft.) -- 1% of construction costs for Public Art piece or in lieu of meeting requirements - can pay 1% of final construction costs All new developments are required through a condition of project approval to provide Public Art. The requirement does not have a specific dollar amount. Reliez Valley (partial) Requirement to Provide Art Work Or In Lieu Private development (construction or alteration 5,000 sq. ft.) -- 1% of construction costs for Public Art piece or in lieu of meeting requirements - can pay 1% of final construction costs Art in Public Places Program is to promote the acquisition, construction, installation, restoration and maintenance of public art pieces. Saranap/ Parkmead Permanent Public Art (Public & Private) 16 public artworks Public Art Map 10 public art pieces 40 public art pieces online at artspaceorinda.org/ artworks 50 pieces Temporary Public Art 1) ‘Picture This’ 2022-artist frames in parks 2) Dogs of Danville-2019 15 painted dogs by local artists- 3) Shrumen Lumen (2021) 4) Hearts around Hartz (2020) 5) Bound for Books- Benches (2023) Ursus Redivivus, (on loan sculpture) Rock Garden Types of Artistic Disciplines Sculpture X X X X Murals X X Utility Boxes X X X Functional Benches, Streetlamps Benches (working on now) District 2 Danville Lafayette Moraga Orinda San Ramon Cities Under Contra Costa County website - (researched) 86 87 Arts Commission Parks, Recreation & Arts Commission “Creating Community Through People, Arts, Parks & Programs” Arts Committee Arts Advisory Board (6) Public Art Committee Appointed Art in Public Spaces Committee (APSC) Art in Public Places Committee (APPC) Arts Advisory Committee Arts Foundation, Other Foundations, Friends of San Ramon Arts Foundation works with Parks and Recreation to support grants for the arts. Grants offered by City Cultural Growth Fund grants Arts Plan Public Art Master Plan 2013 City-operated art gallery Village Theatre & Art Gallery City Library Public Art Gallery Art Gallery at Orinda Library 5 Art Galleries City-operated performance space Village Theatre & Art Gallery Dougherty Valley Performing Arts Center City-owned art gallery- outside operator City-owned performance space- outside operator City- presented concerts in the park Music in the Park City- presented festivals Annual Danville Summerfest - arts, crafts & food vendors Pear & Wine Festival (Parks & Recreation) Art & Wind Festival (music, arts, crafts, kites) City-run Art Competitions City Art Directory District 2 Danville Lafayette Moraga Orinda San Ramon Cities Under Contra Costa County website - (researched) City staff exclusive for arts-full-time, part-time, contracted Marija Nelson Bleier, Program Coordinator, Visual Arts Joe Dunn, Performing Arts Coordinator City staff for arts with other duties- full-time, part-time, contracted Jessica Wallner, Recreation Superintendent, (925) 314-3426 Jenny Rosen, Public Art Liaison Mackenzie Brady, Parks & Recreation Director Park & Recreation Adam Chow, Parks & Community Services Recreation Supervisor (925) 973-3321 Contact Information jwallner@ danville.ca.gov jrosen@lovelafayette. org mbrady@moraga. ca.us orindaparksrec@ cityofordina.org achow@sanramon. ca.gov District 2 Danville Lafayette Moraga Orinda San Ramon Cities Under Contra Costa County website - (researched) 8988 District 3 Antioch 3(5)Brentwood Cities Under Contra Costa County website - (researched) Public Art Program Public Art Program Bethel Island/Sandmound Slough Muncipal Codes Muncipal Code Chapter 2.44 Byron Policies & Procedures Public Art Program is established to require the inclusion of art in public capital projects & private construction development projects. Discovery Bay Guidelines Public Art Program sets: purpose; use of funds; eligible artworks; process for approval; artist qualifications & criteria for selection. Selection Process The Arts Commission in consultation with appropriate staff from City Departments shall develop a Public Art Plan to be submitted to City Council each year. Knightsen Funding Mechanisms Funding Sources: 1) Capital Infrastructure 2) Public Art Acquisition Fund (1%development fees) 3) Public Art Adminstration Oakley Has a Call for Artists now to do mural in Civic Center Park ($250 to artist) City Capital Projects Required (all, some) Private development (all, some) 1% development funds Requirement to Provide Art Work Or In Lieu Permanent Public Art (Public & Private) 25 pieces -- Google Map Online -- City of Antioch 50 pieces -- City of Brentwood ‘Public Art Viewer’ online Temporary Public Art Types of Artistic Disciplines Sculpture X X Murals X X Utility Boxes X X Functional Benches, Streetlamps Fountain Benches Arts Commission Arts Commission Arts Committee Arts Foundation, Other Foundations, Friends of Grants offered by City Civic Enhancement Grants -- for special events, historic & cultural activities, & facilities. Grants funded by TOT and General Fund Arts Plan City-operated art gallery Community Center -- Public Art Walls - Changing exhibits City-operated performance space City-owned art gallery-outside operator City-owned performance space- outside operator City-presented concerts in the park Concert in the Park Summer Concert Series City-presented festivals Art, Wine & Jazz Festival City-run Art Competitions City Art Directory City staff exclusive for arts-full-time, part-time, contracted City staff for arts with other duties- full-time, part-time, contracted Brad Helfenberger, Parks & Recreation Director Ben Keisic, Recreation Supervisor, Kris Farro, Recreation Manager kfarro@brentwoodca.gov Contact Information bhelfenberger@ antiochca.gov bkeisic@brentwoodca.gov District 3 Antioch 3(5)Brentwood Cities Under Contra Costa County website - (researched) 90 91 Plaza Todos Santos en Concord Escultura del alfabeto plegable de Fletcher Benton, arte público de Walnut Creek District 4 Concord 4 (5)Walnut Creek Cities Under Contra Costa County website - (researched) Public Art Program Public Art Master Plan (2000) - Revisions (2016) Public Art Strategic Plan - 2022 Acalanes Ridge Walnut Creek, Open Space Muncipal Codes City’s Municipal Code: Title 7, Chapter 3 (City) Title 10, Chapter 10, (Private) Clayton Art & Wine Festival, Clayton Theatre Company, Concerts in the Grove Policies & Procedures Public Art Master Plan (PAMP) set criteria for the selection & prioritization of potential sites for public & private projects, guidelines for appropriate art and procedures for art review & selection. Two ordinances were adopted requiring a public art element for private development, and requiring public art for major City construction projects. Contra Costa Centre Guidelines Include sculpture, murals, photography, earthworks, waterworks, glass, mosaics, or any combination of forms. The creator of public art shall be a practitioner in the visual arts who is not a member of the project engineering, architecture or landscape architecture firm. North Gate Selection Process Planning Division -- Art Installation Design Guidelines & Review Process Private Development Projects - Communnity & Economic Development Department (CED) is involved initially informing about public art requirements. Then they work with the Arts & Recreation Dept. Overseen by Bedford Gallery Advisory Council & Walnut Creek Arts Commission. Municipal Projects: City Council; Arts Commission; Design Review Commission; Arts, Recreation & Community Services Dept.; Planning Division; Building & Engineering Division. (details in Public Art Master Plan) Pleasant Hill Summer Concerts by the Lake Funding Mechanisms Art in Public Places Fund - fees collected from new construction permits for purchase of art in the City. Fee rescinded in 2013 (?). Funds earmarked in Capital Improvement Program. Public Art Fund - used for City-owned art/City- sponsored exhibitions that are accessible to the public. Reliez Valley (partial) City Capital Projects Required (all, some) City construction project over $500,000 must include art integrated into project or a 1% construction cost public art fee into Public Art Fund. San Miguel Private development (all, some) Private construction or alteration project over $500,000 must include art integrated into project or a 1% construction cost public art fee into Public Art Fund. Shell Ridge Walnut Creek, Open Space Requirement to Provide Art Work Or In Lieu Permanent Public Art (Public & Private) Public Art Virtual Gallery Public Art & Heritage Tours (audio & walks) -- approximately 70 public artworks 92 93 Temporary Public Art Duncan Arcade Mural Gallery -- rotates every two years Types of Artistic Disciplines Sculpture X X Murals X X Utility Boxes X Working with Concord Art Association to select art for Phase III of Utility Box Artwork Functional Benches, Streetlamps Arts Commission Arts Commission Arts Committee Recreation, Cultural Affairs and Community Services Committee Public Art Committee (2 Arts Commission members) Arts Foundation, Other Foundations, Friends of Grants offered by City Arts Plan Public Art Master Plan, Adopted 2000 City-operated art gallery Bedford Gallery Emilee Ehders, Curator City-operated performance space Lesher Center for the Arts (Diablo Regional Arts Association), Carolyn Jackson, General Manager City-owned art gallery- outside operator City-owned performance space-outside operator City-presented concerts in the park Music & Market Concert Series Summer Concerts in the Park City-presented festivals Walnut Festival Walnut Family Festival City Partners Center for Community Arts - Part of Arts & Recreation - Art classes/open studios at various locations: Shadelands Art Center, Arts Studios, preschools City Art Directory Public Art Virtual Gallery bedfordgallery.org/ public-art/virtual-gallery City staff exclusive for arts-full-time, part-time, contracted Public Art Manager, Steven Huss, City staff for arts with other duties- full-time, part-time, contracted Justin Ezell, Asst. City Manager, Kevin Safine, Arts & Recreation Director, (925) 943-5848 Contact Information justin.ezell@ cityofconcord.org safine@walnut-creek.org District 4 Concord 4 (5)Walnut Creek Cities Under Contra Costa County website - (researched) Dana Gioia, CA Poeta Laureada, comparte su poesía en la Biblioteca Pinole Estudiante recita un poema en Poetry Out Loud 9594 District 5 Martinez Mountain View Pittsburg Cities Under Contra Costa County website - (researched) Public Art Program Public Art Policy (July, 2022)Alhambra Valley Muncipal Codes Bay Point Policies & Procedures Process for City Planned, Initiated, or Commissioned Public Art: Develop planned or commissioned Public Arts Programs/Projects through collaboration between City Staff/ Public Art Review Committee (PARC) and PRMCC (Parks, Recreation, Marina & Cultural Commission. Following review by PRMCC, all Public Art shall be forwarded to City Council for review and acceptance. The Visual Arts Committee advises the City Council on the selection of art and artists for City-funded public art acquisitions. Recommend the use and programs supported by the City’s one percent and annual Capital Improvement Program allocation for art. Briones Guidelines Public Art should reflect: represent the diverse social, cultural, & historical values of the City; contribute to quality of life & economic vitality; be thought- provoking, memorable, & enduring; provide opportunities for education & learning; & encourage civic pride, add value to the community & represent the City. Clyde Selection Process Public Art Review Committee (PARC). Committee comprised of City staff tasked with initial intake & review process for approval/acceptance by City Council. Visual Arts Committee advises the City Council on the selection of art and artists for City-funded public art acquistions (RFQ/RFP). Crockett Funding Mechanisms City funds and grants Hercules - Community & Library Services Commission oversee Library Art Exhibit Program City Capital Projects Required (all, some) 1% of the project budget for all major public projects (valued at $1 million or more) devoted to art. Pacheco Private development (all, some) Port Costa Requirement to Provide Art Work Or In Lieu Reliez Valley (partial) Permanent Public Art (Public & Private) Public Art Map - Online (38 pieces)City of Pittsburgh Art Walk - A Self-Guided Tour Rodeo pittsburgca.gov/our- city/art-about-town Temporary Public Art Vine Hill Types of Artistic Disciplines Sculpture X X X Murals X X X Utility Boxes Functional Benches, Streetlamps Fountain Arts Commission Parks, Recreation, Marina & Cultural Commission (PRMCC) Arts Committee Cultural & Arts Subcommittee Visual Arts Committee Arts Foundation, Other Foundations, Friends of Pittsburgh Art & Community Foundation (Old Town Art Centre) Grants offered by City Cultural Event Grant - Pilot Program for fiscal year 2022-2023 Grant for public performances, dance, music, theatre & educational events. Arts Plan City-operated art gallery City Hall Art Gallery - organized by Visual Arts Committee City-operated performance space Mountain View Center for Performing Arts City-owned art gallery-outside operator City-owned performance space- outside operator City-presented concerts in the park Movies in the Park City-presented festivals Arts & Crafts Fair City-run Art Competitions City Art Directory Artist Registry - Artists on file for public art projects City staff exclusive for arts-full-time, part- time, contracted City staff for arts with other duties- full-time, part-time, contracted Lauren Sugayan, Deputy City Manager John Lang, Economic Vitality Manager Kolette Simonton, Director of Recreation Contact Information lsugayan@cityofmartinez.org econ.dev@mountainview.gov ksimonton@ pittsburghca.gov District 5 Martinez Mountain View Pittsburg Cities Under Contra Costa County website - (researched) 96 97 City Artist Title Location Antioch Birthplace of Antioch Memorial Antioch Horse and Cart Statue Antioch Love Always Wins Antioch Mt. Diablo Rolling Hills Antioch Veteran’s Mural Brentwood Roger Berry Abstract Steel Auger at Garin Ranch 8640 Brentwood Boulevard Brentwood Liberty HS (PADA) Public Design Academy Animal/ Sport Sculpture Sunset Sports Park 655 Sunset Road Brentwood Liberty HS (PADA) Public Design Academy Aquatic Wildlife Tunnel Mural 1379 Bauer Way Brentwood Alysa Casey Balfour Packing Shed 3150 Balfour Road Brentwood Lorin Baeta Beta Bowl Central Boulevard and Dainty Avenue Brentwood Debra Janis Brentwood Brand Wooden Produce Crate 4501 Balfour Road Brentwood Nancy Roberts Brentwood Butterflies 1701 Shady Willow Lane Brentwood Debra Janis Brentwood Hills 2152 Sand Creek Road Brentwood Various Brentwood Library Art 104 Oak Street Brentwood Vickie Jo Sowell Bronze Dog Silhouette King Park 1379 Bauer Way Brentwood Bill Weber Bronze Farmer Statue City Park 710 Second Street Brentwood Debra Janis Bubble Boy 1990 Shady Willow Lane Brentwood Matthew D’Amico Catching Fireflies 2210 Vineyards Parkway Brentwood Susan Dannenfelser and Kirk Beck Ceramic Sound Wall Arches 7286 Lone Tree Way Brentwood Liberty HS (PADA) Public Design Academy Cherries 426 Oak Street Brentwood Jocelyn Freund Children and Colored Pencils/ Crayons 490 Sand Creek Road Brentwood Eric Powell Childrens Play Area Fence City Park 710 Second Street Brentwood Eric Powell City Hall Mural City Hall 150 City Park Way Brentwood Lance Crannell and SDG Architecture Civic Center Entry Monument 850 Second Street Brentwood Lance Crannell and SDG Architecture Civic Center Gateway Arch 320 Oak Street Brentwood Eric Powell Civic Plaza Fountain City Hall 150 City Park Way Brentwood Liberty HS (PADA) Public Design Academy Conjunction with Naure City Hall Parking Garage 150 City Park Way Brentwood Liberty HS (PADA) Public Design Academy Corn 8425 Brentwood Boulevard Brentwood Scott Runion Cylindrical Plasma Cut Metal Sculpture Heron Park 950 Garin Parkway INVENTARIO DE ARTE PÚBLICO City Artist Title Location Brentwood Liberty HS (PADA) Public Design Academy Dragonfly Vortex 902 Yardley Place Brentwood Mary Young Egret and Ducks 14 Technology Way Brentwood Ismael Alvarez Farms Workers 1001 Central Boulevard Brentwood Willard Carmel Five Bronze Critters Veterans Park 3841 Balfour Road Brentwood Mary Young Golfing 2000 Balfour Road Brentwood Nancy Roberts Happy Kids 898 Griffith Lane Brentwood Emma Smith Horse 192 Sand Creek Road Brentwood unknown Horses 150 Continente Avenue Brentwood Briana M. Orozco Integrity 3130 Balfour Road Brentwood Debra Janis It’s a Dog’s World 1010 Sand Creek Road Brentwood June Gomez John Marsh House 22154 Marsh Creek Road Brentwood Alysa Casey Liberty Basketball 655 Sunset Road Brentwood Ashley Lauren Walsh Liberty High School Lions 4500 O’Hara Avenue Brentwood Jocelyn Freund Life and Happy Memories Sand Creek Road and Fairview Avenue Old Sand Creek Road Brentwood Jacob Edwards Local Birds 7750 Brentwood Boulevard Brentwood Lorin Baeta Marco 300 Fairview and Arlington Way Brentwood Liberty HS (PADA) Public Design Academy Marsh Creek Trial Underpass Abstract Murals 404 Sand Creek Road Brentwood Laurel True Mosaic Benches Rainbows End Park 1626 Marina Way Brentwood Susan Dannenfelser and Kirk Beck Mosaic Benches 2 Rose Garden Park 2732 Cathedral Circle Brentwood Laurel True Mosaic Benches 3 Kaleidoscope Park 2583 Margaret Lane Brentwood Liberty HS (PADA) Public Design Academy Night Sky Mural Creekside Park 1010 Claremont Drive Brentwood Lorin Baeta Octopus 2400 Sand Creek Road Brentwood Ismael Alvarez Paradise 20 Sand Creek Road Brentwood Debra Janis Peach Blossoms and Bees 1290 Minnesota Avenue Brentwood Ismael Alvarez Peaches 500 Fairview Avenue Brentwood Liberty HS (PADA) Public Design Academy Peaches 809 Second Street Brentwood June Gomez Pets at the Park 3841 Balfour Road Brentwood Brian Keith Playful Winds 1850 Balfour Road Brentwood Lorin Baeta Polo 1374 Fairview Avenue Brentwood Liberty HS (PADA) Public Design Academy Pumpkins 201 Pine Street Brentwood Debra Janis Regional Park Hiking Family 7251 Brentwood Boulevard Brentwood Scott Runion Spiral Monkeys Granville Green Park 1091 Granville Lane Brentwood Jocelyn Freund Stained Glass Windows 8640 Brentwood Boulevard 98 99 City Artist Title Location Brentwood Eric Powell Stainless Steel Critter Poems Veterans Park 3841 Balfour Road Brentwood Liberty HS (PADA) Public Design Academy Strawberries 1105 Second Street Brentwood Liberty HS (PADA) Public Design Academy Sunflowers Soundwall Mural 850 Second Street Brentwood Ismael Alvarez The Couple Fairview Avenue and Concord Avenue Brentwood June Gomez The Harvest 2100 Balfour Road Brentwood Ene Osteraas-Constable and Scott Constable (Wowhaus) Tile Benches and Picnic Table Cortona Park 320 Cortona Way Brentwood Scott Donahue Two Large Reliefs Brentwood Police Station 9100 Brentwood Boulevard Brentwood Untitled Utility Box 7949 Lone Tree Way Brentwood Stephanie Gomez U-Pick Cherries 411 Sand Creek Road Brentwood Lance Crannell and SDG Architecture Water Fountain 248 Oak Street Brentwood Ismael Alvarez Wild Birds 1199 Central Boulevard Brentwood Liberty HS (PADA) Public Design Academy Yokut Landscape Mural Oak Meadow Park 180 Crawford Drive Clayton Mt. Diablo Elementary Mural Mt. Diablo Elementary School 5880 Mt. Zion Drive Concord Kerry Rowland-Avrech A Splash of Humanity Oak Grove Road Concord Bank of America Structure Swift Plaza 2000 Clayton Road Concord Jennifer Granat & Melissa Claros Cage Free Jazz/ Band of Six Todos Santos Plaza Salvio Street Concord Lisa Fulmer & Laurie Mansur Celebrate Concord Colfax Road and Willow Pass Road Concord Jennifer Granat & Melissa Claros Celebrate Concord Clayton Road and Park Street Concord Etsuko Sakimura Communion Bridge Japanese Friendship Garden at Concord Civic Center, Parkside Drive at Concord Civic Center Concord Dan Fontes Concord Historical Mural-4th of July 2035 Salvio Street Concord ABGProjects Concord History Mural Grant Street Apartment Development 1676 Grant Street Concord Carissa Fei Eclectic Jazz & Jazz Festival Grant Street and Salvio Street Concord Renaye Johnson and Thea Jue Families Through Time Galindo Street and Concord Boulevard Concord Alex Sodari Farm to Taste Series Serendipity Restaurant and Bakery 2611 East Street Concord Pat Calabro Floating Notes Mt. Diablo Street and Willow Pass Road Concord Sharon Peterson Garden Music Todos Santos Plaza Mt. Diablo Street Concord Janice Davis and Karen Giorgiani Martinez Watershed Concord Avenue and Salvio Street Concord Christopher Ball Music Meets Market Willow Pass Road and Grant Street Concord Completed by the students of Clayton Valley High: Kate Antonick, Arwen McCullough, Alessandra Winters, and Emma Postlethwaite Parma Deli Mural Parma Deli 3521 Clayton Road Concord Samineh Hamidi Perryman and Janet Brown Precious Moments/Wonder Dogs Todos Santos Plaza 2175 Willow Pass Road Concord Salvio Pacheco Square Salvio Pancheo Square 1870 Adobe Street City Artist Title Location Concord Thea Jue & Renaye Johnson String Quartet Grant Street and Salvio Street Concord Denise Hillman Sweet Rhythm Mt. Diablo Street and Willow Pass Road Concord Arsenio Baca Vinnie’s Bar & Grill Mural 2045 Mt. Diablo Street Concord Visit Concord Rotating Art Wall 1870 Adobe Street Town of Danville Tom Franco and the Dreams Art Team, (Rayoliver Del Mundo, Heather Fairweather, Colin Hurley, and Iris Torres) Aquarium Danville Community Center and Danville Library 400 Front Street Town of Danville waiting to hear from Vet’s Hall Bronze Veterans Memorial, Helmet, Boots, Gun Downtown Danville Corner of East Prospect and Hartz Avenue Town of Danville Tom Franco and the Dreams Art Team, (Rayoliver Del Mundo, Heather Fairweather, Colin Hurley, and Iris Torres) Dinosaur Danville Community Center and Danville Library 400 Front Street Town of Danville The Office of Michael Manwaring Eugne O’Neill Downtown Danville Parklet across from 420 Front Street Town of Danville Kappy Venezia Heart Town Ofiices 500 La Gonda Way Town of Danville Rachel Rodi Mosaic Fountain at Railroad Plaza Downtown Danville corner of East Linda Mesa and Railroad Avenue Town of Danville Peter Veres Serpent Diablo Vista Park 1000 Tassajara Ranch Drive Town of Danville Trent Thompson View of Las Trampas Town Offices 500 La Gonda Way Town of Danville Tom Franco and the Dreams Art Team, (Rayoliver Del Mundo, Heather Fairweather, Colin Hurley, and Iris Torres) Whale Danville Community Center and Danville Library 400 Front Street El Cerrito Johnathan Russell and Saori Ide 12 Wind Sculptures San Pablo Avenue El Cerrito Ricardo Cerezo Facing Here Now Knott Avenue and San Pablo Avenue next to Honda Dealership El Cerrito Kristen Kong Go Green Moeser Lane and Navallier Street El Cerrito Shanna Strauss Our Legacy Carlson Boulevard and Central Avenue El Cerrito Martial Yapo Our Lives Matter across from Home Depot and Red Onion San Pablo Avenue and Conlon Avenue El Cerrito Kristen Kong The Diverse History of El Cerrito Colusa Avenue and Fairmount Avenue El Cerrito Jesse White We Are Diverse, We Are Kind, We Are Resilient, We Are Fierce San Pablo Avenue and Ohlone Greenway next to Baxter Creek Gateway sign Hercules Lafayette Emily Payne Acres of Diamonds Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Alice Stern A Living Street 954 Mountain View Lafayette Rolfe Horn Along Huckleberry Path Study 14, Oakland Hills Lafayette Library and Learning Center 3491 Mount Diablo Boulevard 100 101 City Artist Title Location Lafayette Weston Teruya A Moment at the Shadow Cast by Ghosts (rituals of social mobility) Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette SZFM Design Studio Art Bench 1 3624 Mount Diablo Boulevard Lafayette SZFM Design Studio Art Bench 2 Dolores Drive and Mount Diablo Boulevard Lafayette Michael Almaguer Balance Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Tony Sheets Bas-Relief Walls 3650 Mount Diablo Boulevard Lafayette Greg Moeller Birdhouse at Diablo Circle Diablo Circle Lafayette Adam Dolberg Black, Indigenous, People of Color Rock Garden Stanley Middle School 3455 School Street Lafayette Gordon Heuther Blossoms 3800 Mount Diablo Boulevard Lafayette Robert Becker Coaches Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Thomas Taneyhill Dancing Oak Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Cynthia Innis Fathom Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Amanda Hughen Fistulation Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Bob Nugent Flora Brasiliensis #68 Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Ellen Blakeley Flower Mosaic Triptych Moraga Road and Mount Diablo Boulevard Lafayette Joyce Hsu Flying Girl with Flowers Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Laurel True Fountain Mosaic The Mercantile 3597 Mount Diablo Boulevard Lafayette Shidoni Foundry General Lafayette 3521 Golden Gate Way Mount Diablo Boulevard and Golden Gate Way Lafayette François Séraphin Delpech Gilbert du Motier, Marquis de Lafayette Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Malcolm Lubliner Glenn Seaborg Portrait Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Oliver Jackson Intaglio Print XVIII Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Lewis deSoto KLS: Day at Kareno Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette La Fiesta Square Fountain Mount Diablo Boulevard and Hough Avenue 3527 Mount Diablo Lafayette Cleo and Suzy Papanikolas and Marlo Bartels La Fiesta Square Tile Mural Lafayette Circle and Mount Diablo Boulevard 3547 Mount Diablo Boulevard Lafayette Sonia Melnikova-Raich Left Behind Lafayette Library and Learning Center 3491 Mount Diablo Boulevard City Artist Title Location Lafayette Sarah Gross Mechanical Beetle Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette various artists Millennium Column Lafayette Library and Learning Center 3675 Mount Diablo Boulevard Lafayette Robert Becker Miramonte / Campolindo Football Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Sonia Melnikova-Raich Morning Paper Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Cleo and Suzy Papanikolas Mural near Open Sesame Mount Diablo Boulevard and Moraga Road Lafayette Robert Becker Next Swimmer Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Laurie Szujewska Noisy Silence 3 Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Laurie Szujewska Noisy Silence 5 Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Laurie Szujewska Noisy Silence 6 Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Vivian Santamarina Once Upon a Time Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Linda Gass On the Edge Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Kana Tanaka Optical Streams Part 1 & 2 Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Carolyn Ahr Orange Tulip Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Roger Berry Over Easy 3201 Mount Diablo Boulevard Lafayette Sita Rupe Puzzle Pieces Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Elin Christophersen Red Bud Sprig Lafayette Community Center 500 Saint Mary’s Road Lafayette David Mudgett Resolve Pleasant Hill and Olympic Boulevard Roundabout Lafayette Arlynn Bloom Resting Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Yan Inlow Resting Woodpecker Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Carmen Garza Sandia Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Steven Bradley Falk Seeing Red Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Ben Trautman Shadow Town Center III 3594 Mount Diablo Boulevard Lafayette Robert Becker Sleepy Hollow B Meet Lafayette Library and Learning Center 3491 Mount Diablo Boulevard 102 103 City Artist Title Location Lafayette Brian Goggin Speechless Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Ann Weber String of Pearls Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Peter Erskine Sun Painting Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Suzy Barnard Surrounded by Blue Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Local volunteers The Crosses of Lafayette or Lafayette Hillside Memorial Deer Hill Road between Thompson Road and Oak Hill Road Lafayette Carol Van Zant King The Neighbors 3540 Mount Diablo Boulevard Mount Diablo Boulevard and Oak Hill Road Lafayette Geri Burnside and Ed Quenzel Town Hall Theatre Comedy-Tragedy Mask Mural Moraga Road and School Street 3535 School Street Lafayette Susan Dannenfelser Tree of Thanks Lafayette Community Garden 3932 Mount Boulevard Lafayette Three Thirty Three Arts and Lara Dutto, Pancho Pescador, Denis Dukhalov, and Callan Romero Unity in Diversity 3654 Mount Diablo Boulevard Lafayette Joe Bologna Untitled Sculpture Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Kris Vagner Untitled 3 Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Alex Nolan and Chad Glashoff Ursus Redivivus 3505 Golden Gate Way Lafayette Utility Box 1 First Street Lafayette Utility Box 2 Moraga Road Lafayette Utility Box 3 Oak Hill Road Lafayette Utility Box 4 Happy Valley Road Lafayette Utility Box 5 Dolores Street Lafayette Utility Box 6 Lafayette Circle Lafayette Jeff Key Vessel #24 - Nesting Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Robert Becker Warm Ups - Soda Center Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Archie Held Water Sculpture Merrill Gardens 3454 Mount Diablo Road Martinez Alhambra Avenue Mural Alahambra Avenue Bridge Alhambra Avenue Martinez Black Lives Matter Mural Contra Costa Courthouse 725 Court Street Martinez John Muir Mural Alhambra Avenue Martinez Martinez Library Martinez Library 740 Court Street Martinez Tom Hon Martinez Beaver Mural Former Union 76 Station 741 Green Street Martinez Edith Hamlin and Maynard Dixon Post Office Mural Downtown Post Office 815 Court Street City Artist Title Location Martinez Colleen Gianaitempo Small Town With a Big Heart Mural Downtown Martinez Town of Moraga Amy Evans McClure Ardennais Stallion & Appaloosa Moraga Library 1500 Saint Mary’s Road Town of Moraga Colin Selig Asymmetrical Loveseat Moraga Library 1500 Saint Mary’s Road Town of Moraga David Mudgett Drain II Town Council Chambers 335 Rheem Boulevard Town of Moraga David Mudgett Grasp Moraga Library 1500 Saint Mary’s Road Town of Moraga Amy Evans McClure Imagine Town Council Chambers 335 Rheem Boulevard Town of Moraga David Mudgett Radar Man Moraga Library 1500 Saint Mary’s Road Town of Moraga Susannah Israel Rosette and Briar 329 Rheem Boulevard Town of Moraga Glenn Takai Toranski Koki’s Journey Town Council Chambers 335 Rheem Boulevard Town of Moraga Anna Shao Untitled Utility Box or Moraga Beauty Moraga Commons Park 1425 Saint Mary’s Road Town of Moraga Patrick E.Wings Rancho Laguna Park 2101 Camino Pablo Oakley Doug Hayes Flock of Ducks Main Street and Second Street Oakley Sue Longo Untitled Birds on Branches Utility Box Mural Neroly Road and Empire Avenue Oakley Kayla Reiss Untitled Delta Birds Utility Box Mural Main Street and O’Hara Avenue Oakley Andrew Rodgers Untitled Dog Utility Box Mural Oxford Drive and Brown Road Oakley Debra Janis Untitled Flower Utility Box Mural Carpenter Road and Brown Road Oakley Cristina Romero Untitled Freedom High School Utility Box Mural Neroly Road and Brown Street Oakley Sue Longo Untitled Kayak Utility Box Mural Main Street and Big Break Road Oakley Brian Riley Untitled Mother Nature Utility Box Mural Main Street and Simoni Ranch Oakley Bonnie Boyce Untitled Oakley Utility Box Mural O’Hara Avenue and Laurel Road Oakley Kayla Reiss and Debra Janis Untitled Rider Utility Box Mural Empire and Oakley Road Oakley Bonnie Boyce Untitled Sailboat Utility Box Mural Main Street and Bridgehead Road Oakley Bonnie Boyce Untitled Stork in Grass Utility Box Mural Main Street and Vintage Parkway Oakley Dylainie Nathlich Untitled Stork Utility Box Mural Main Street and Live Oak Avenue Oakley Julie Hanlon Untitled Sunset Landscape Utility Box Mural Main Street and Laurel Road Oakley Kylie Gancos Untitled Utility Box Mural Picasso Drive and East Cypress Road Oakley Christina Romero Untitled Utility Box Mural O’Hara Avenue and Cypress Road Oakley Debra Janis Untitled Winery Fields Utility Box Mural Empire Avenue and Carpenter Road Oakley Bonnie Boyce Untitled Winery Utility Box Mural Empire Avenue and Cypress Street Orinda Alan Chin Aha Orinda Library Plaza 26 Orinda Way Orinda Ann Weber Almost 16 and 15 1/2 Orinda Library 26 Orinda Way Orinda Colin Selig Bean Love Seat Ranch House in Wilder Park 10 Orinda Fields Lane 104 105 City Artist Title Location Orinda John Toki Blue Black #2 In front of Orinda Community Center 28 Orinda Way Orinda Doug Heine Butterflies Orinda Community Park 28 Orinda Way Orinda Larry Stefl California Dream Orinda Library Plaza 26 Orinda Way Orinda Stan Dann California Landscape Wilder Park Art and Garden Center 20 Orinda Fields Lane Orinda Stan Huncilman Caerus In front of the Mash Building 43 Moraga Way Orinda Dan Good Chain Piece Ranch House in Wilder Park 10 Orinda Fields Lane Orinda Colin Selig Chaise Love Seat Brookside Road and Moraga Way Orinda Kati Casida Embrace Wilder Park Art and Garden Center 20 Orinda Fields Lane Orinda Albert Dicruttalo Epoch Outside the planning office of Orinda City Hall 22 Orinda Way Orinda David Mudgett Face Your Fear Orinda Library Plaza next to the fountain 26 Orinda Way Orinda Doug Heine Fruit of the Aluminum In front of Field 2 at Wilder Park 101 Wilder Road Orinda Doug Heine Full Circle Mechanics Bank 77 Moraga Way Orinda Hans Miles Iceberg Slim Orinda Library Plaza in front of Café Teatro 26 Orinda Way Orinda Rue Harrison Indigo Animal and Dame Eleanor Marmot Orinda Community Center 28 Orinda Way Orinda Joseph Slusky I/O Wilder Park Art and Garden Center 20 Orinda Fields Lane Orinda Colin Selig Lips Bench Orinda Community Center entrance 28 Orinda Way Orinda Colin Selig Low Back Bubble Bench In front of Orinda Community Center28 Orinda Way Orinda Troy Pillow Marigold Mechanics Bank 77 Orinda Way Orinda Rimas VisGirda Martha Orinda Library Plaza 26 Orinda Way Orinda Susannah Israel Master of Ceremonies Orinda Library lobby 26 Orinda Way Orinda Keith Bush Measure of a Man Heggie Plaza, Orinda Library upper level 26 Orinda Way City Artist Title Location Orinda Kevin Christison Mother Reading to Child Read Garden behind the library 26 Orinda Way Orinda Archie Held Negative Orinda Library Plaza adjacent to Cafe Teatro 26 Orinda Way Orinda Colin Selig Nouveau Victorian Chair Morrison’s Jewelers 35 Moraga Way Orinda Colin Selig Nouveau Victorian Chair 2 Morrison’s Jewelers 35 Moraga Way Orinda Gale Wagner Outta Here Orinda Library Plaza 26 Orinda Way Orinda Stan Huncilman Rotorama Outside the planning office of Orinda City Hall 22 Orinda Way Orinda Bruce Johnson Sentinel Between the Library Auditorium and the Community Center 26 Orinda Way Orinda Joseph Slusky Sentinel Orinda Community Center lobby 28 Orinda Way Orinda Ann Christenson Shimmy Heggie Plaza, Orinda Library upper level 26 Orinda Way Orinda Jeff Downing Signals Orinda Library Plaza 26 Orinda Way Orinda Danielle Satinover Sound Explosion Heggie Plaza, Orinda Library upper level 26 Orinda Way Orinda Ivan McLean Sphere 90 Trellis area in front of Orinda Library 26 Orinda Way Orinda John Toki Spring Magesty Bruns Amphitheater at Shakespeare Theatre 100 California Shakespeare Theatre Way Orinda John Toki Springtime Spirit Orinda Community Center, 28Orinda Way Orinda Wes Horn Surfboard Seat Nation’s Restaurant 76 Moraga Way Orinda Kent Roberts Surveiliance Orinda Library lobby 26 Orinda Way Orinda David Mudgett Swimmer Trellis area in front of Orinda Library 26 Orinda Way Orinda Sandra Jones Campbell The Proposition Orinda City Hall entry patio 22 Orinda Way Orinda Albert Dicruttalo Truce Orinda Library Plaza 16 Orinda Way 106 107 City Artist Title Location Orinda Patricia Vader Wheely Whirly Peacock Orinda Library Plaza 16 Orinda Way Orinda Stan Huncilman Wrenzori (Rwenzori)Orinda City Hall lower parking lot turnaround 22 Orinda Way Pinole unknown Bear Claw Bakery Murals Bear Claw Bakery 2430 San Pablo Avenue Pinole Fernandez Mansion & the American Hotel Mural 1360 Fitzgerald Drive Pinole Janette Legg Fernandez Park San Pablo Bay Mural Pinole Senior Center 2500 Charles Avenue Pinole Greenfield Department Store Mural Former Greenfield Department Store 1360 Fitzgerald Drive Pinole Betty Bailon and Adelpha Frye Pinole Historical Society Mural Bus turn out 2131 San Pablo Avenue Pinole Semion Mirkin Pinole Meadow Parks Mural Pinole Meadow Park Nob Hill Avenue and Rogers Way Pinole Wells Fargo and Pinole Historical Society Pinole Mural Wells Fargo 1374 Fitzgerald Way Pinole unknown Pinole Police Department Mural unknown location Pinole John Wehrle Pinole Valley Gateway I-80 Overpass Pinole Valley Road Pinole Semion Mirkin and Joan Landis The Making of Pinole Pinole Art Center Gallery 1360 Fitzgerald Drive Pittsburg Francis Palermo Heritage Plaza Mural Heritage Plaza 4th Street Pittsburg Ore Cart Monument Old Town Pittsburg 5th Street and Black Diamond Street Pittsburg Jason Greigo Our Lady of Pittsburg Heritage Plaza 4th Street Pittsburg Sculptural Reliefs at The California Theater The California Theatre 351 Railroad Avenue PIttsburg Frank Vitale The Fisherman 3rd Street and Railroad Avenue Pittsburg Frank Vitale The Steelworker in Pittsburg 5th and Railroad Avenue Pittsburg The Yellow Boat 3rd Street Pittsburg Water Fountatin and Porticos Old Town Pittsburg 5th Street and Black Diamond Street Pleasant Hill Granite Blocks Downtown Pleasant Hill Monument and Contra Costa Boulevards Pleasant Hill Untitled - Car Max Art Car Max 77 Chilpancingo Parkway Pleasant Hill Untitled - Crossroads Shopping Center Crossroads Shopping Center 2314 Monument Boulevard Pleasant Hill Untitled - Diablo Valley Plaza Art Diablo Valley Plaza 85 Chilpancingo Parkway Pleasant Hill Untitled - Hyatt House Hotel Hyatt House Hotel 2611 Contra Costa Boulevard City Artist Title Location Pleasant Hill Untitled - Reserve at Pleasant Hill Reserve at Pleasant Hill Pleasant Hill and Geary Pleasant Hill Evan Shively Untitled - Sculptural Logs Pleasant Hills Library 2 Monticello Avenue Richmond Familias Unidas & Richmond Art Center Mural BART Underpass Familias Unidas Mural BART underpass 37th Street Richmond Linda Grebmeier Cargo Ships 147 Richmond City Hall 450 Civic Center Plaza Richmond John Wehrle Century Xing Sculpture Richmond BART Station 1900/2000 Macdonald Avenue Richmond Arts & Culture Commissioners Hurst, Seville and Peters Column Train Sculpture Richmond Community Garden Richmond Art Center, National Institute of Art & Disabilities, Richmond Senior Center Harbour Way and Macdonald Avenue Richmond John Wehrle Council Chambers Mural/Birds Eye View Council Chambers, first floor 440 Civic Plaza Richmond AGANA Entrada Sagrada Richmond Art Center Barrett Avenue Entrance Richmond Emily Jo Benjamin, Kaitlyn Bordas, Denise Campos, Vincent Castellanos, Stephanie Garcia, Yahir Garcia, Anwar Mateo Mixcoatl- Diaz, Leslie Poblano, Skyler Rouse, Lizzeth Torres, Iris Wiley Sittler Every day we must struggle to stay focused on saving this beautiful planet Richmond Art Center Barrett Avenue Entrance Richmond Familias Unidas Familias Unidas Mural Richmond Recreation Complex 3230 Macdonald Avenue Richmond John Wehrle Ferry Point Mural Dornan Drive and Ferry Point Richmond Bruce Hasson Friendship Shimada Park Marina Bay Parkway and Southwind Circle Richmond Andrée Singer Thompson Guillermo, the Golden Trout Front of Richmond Art Center 2540 Barrett Avenue Richmond JoeSam Hide ‘n’ Seek – Girl 1.1 “Barbara”Richmond Art Center 25th Street Entrance Richmond Charles Perry Hilltop Mall Rotunda/Solar Cantata Hilltop Mall 2200 Hilltop Mall Road Richmond Gyöngy Laky Inner Glyphs Out Lobby, cafeteria wall, Social Security Building 1221 Nevin Avenue Richmond Gary Carlos Juliga Woods Memorial Boorman Park South 27th and Maine Avenue Richmond Youth from RYSE Center working with lead artist AGANA Keep Richmond Beautiful Richmond Art Center Mural on loading ramp at 25th Street Entrance 108 109 City Artist Title Location Richmond Rigo 89 Liberty Ship BART underpass North side of Barrett Avenue Richmond Laurel True Long’s Tiles Harbor Gate Shopping Center 2151 Meeker Avenue Richmond Po Shu Wang Lucretia Edwards Shoreline Park 1500 Marina Way South Richmond Erica Clark Shaw Memorial to Youth Miller/ Knox Regional Park 900 Dornan Drive Richmond Mildred Howard Moving Richmond 1700 Nevin Avenue Richmond NIAD Banner National Institute for Art & Disabilities 551 23rd Street Richmond Janet Kuemmerlein Odyssey Lobby west corridor, Social Security Building 1221 Nevin Avenue Richmond Kemit Amenophis and the children of Parchester Village Parchester Village Community Center Mural Parchester Community Center 900 Williams Drive Richmond John Wehrle Past Perfect on MacDonald Avenue Underpass MacDonald Avenue at I-80 Freeway Richmond Tom and Tim Taylor Pelican Mural - Richmond Annex Richmond Annex I-80 overpass at Carlson Richmond John Wehrle Revisionist Histroy of San Pablo Avenue San Pablo Avenue, North of Barrett at I-80 Freeway Underpass Richmond Richmond Art Center Memorial Richmond Art Center 2540 Barrett Avenue Richmond William Mitchell Richmond BART Station Entry area, inside gates, Richmond BART Station 1700 Nevin Avenue Richmond Richard Hunt Richmond Cycle Patio, Social Security Building 1221 Nevin Avenue Richmond Matthews Corporation International Rolling Hills Memorial Rolling Hills Memorial Park 4100 Hilltop Drive Richmond Cheryl Barton and Susan Schwartzenberg Rosie the Riveter Memorial Rosie the Riveter Memorial Park Regatta Boulevard and Marina Bay Parkway Richmond Rubicon Bakery Mural Rubicon Bakery 154 South 23rd Street Richmond Alan Leon School Mural Lovoyna DeJean Middle School 3400 Macdonald Avenue Richmond Ray Beldner Shipyard Stories Jay and Barbara Vincent Park 15 Harbor View Drive Richmond Anita Margrill Signalmen Sculpture Regatta Boulevard and Marina Way Richmond Lia Cook Spatial Ikat III Lobby, south wall, Social Security Building 1221 Nevin Avenue Richmond Kirk St. Maur The Sentinel Park Place and Washington Avenue Richmond Jacques Overhoff Torque Auto Plaza, Hilltop Auto Plaza City Artist Title Location Richmond John Roeder Village and Folk Art Sculptures, 20th century Richmond Art Center 2540 Barrett Avenue Richmond Rebeca García-González We Found Joy in Art-Making / Encontramos La Felicidad Haciendo Arte Richmond Art Center 25th Street Entrance San Pablo Youth Spirit Artworks Davis Park Mural Davis Park Multi-Purpose Room 1667 Folsom Avenue San Pablo Mosaics at the Medical Center West County Health Center 13601 San Pablo Avenue San Pablo Debra Koppman The Fabric of San Pablo San Pablo City Hall 1000 Gateway Avenue San Pablo Debra Koppman Threads of San Pablo San Pablo Community Center 2450 Rd. 20 San Pablo Debra Koppman Welcome to San Pablo!San Pablo Community Center 2450 Rd. 20 San Ramon ABC Pet Clinic Mosaic 2259 San Ramon Valley Boulevard San Ramon Lee Burg Art of Dance Crow Canyon and Twin Creeks San Ramon Swati Rostogi A Tribal Narrative Bridle Court at Old Ranch Road San Ramon Gary A. Winter A Window Back in Time Alcosta Boulevard 9100-I, Country Club Village Center San Ramon Basket Sculpture 2600 Camino Ramon San Ramon Bishop Ranch Business Park Sculpture Bishop Drive at Executive Parkway San Ramon Aditya Advani Bishop Ranch 1 Fountain 6101 Bollinger Canyon Road San Ramon Bishop Ranch 15 Fountain 12647 Alcosta Boulevard San Ramon Brian Keith Bronze Eagle Rancho San Ramon Park 1998 Rancho Park Loop San Ramon Long Giao and Hai Wing Yu Canyon Crows 3110 Crow Canyon Place San Ramon Child Fire Fighter 2070 Arlington Way San Ramon Wendy Baker Children’s Faces North Monarch Road near North Wedgewood Road San Ramon Patricia Valentine Creative Conservation Crow Canyon Road and Old Crow Canyon Road San Ramon John Adams and Linda Stevenson Coexistence 2000 Bishop Drive located near the north east side of the parking lot San Ramon Suzanne Gayle Colors of Music Crow Canyon and Iron Horse Trail San Ramon Dan Dykes Convergence 2416 San Ramon Valley Boulevard San Ramon Judith Elenbass Country Faire Park Tile Wall 320 Terrazzo Circle San Ramon Jeanette Braucher-Wolfe Diversity Through Dance Crow Canyon and Camino Ramon in front of Union Bank San Ramon Extended Stay America 2100 Camino Ramon San Ramon Albert Guibara Fingers 2355 San Ramon Valley Boulevard San Ramon Peter Schifrin Fire Fighter San Ramon Valley Fire Protection District 1500 Bollinger Canyon San Ramon Rich Partida Fire Truck Park Tile Wall 2070 Arlington Way San Ramon Carol Lin and Robin Indar Fish Mosaic 2277 San Ramon Valley Boulevard 110 111 City Artist Title Location San Ramon Rich Partida Flight of the Butterflies 8502 North Monarch Road San Ramon Paula Kim Flowers San Ramon Valley Boulevard and Courtyard Center San Ramon Eric Fang Fountain Ball 2410 San Ramon Valley Boulevard San Ramon Debora Dogue Fountains with Hand-Decorated Tiles 200 Market Place San Ramon David Gates Granite Monolith and Trellis 2671 Crow Canyon Road San Ramon Anthony M. Guzzardo History Wall 21001 San Ramon Valley Boulevard San Ramon John Nichol Hose Sculpture 2070 Arlington Way San Ramon Chris Rench Huddle Up 5261 Sherwood Way San Ramon Ray Lamb Improvement Crow Canyon Road and Old Crow Canyon Road near Home Depot San Ramon Martin Metal Iron Horse 3111 Fostoria Way San Ramon Mark Bulwinkle Iron Sculpture 168 Crow Canyon Place San Ramon Journeys of the Imagination 3191 Crow Canyon Place located near the sidewalk that runs through the outdoor seating area San Ramon Jorge De Quesada Legacy Plaza Fountain 2010 Crow Canyon Place San Ramon Madeline Weiner Legacy Montevideo and Davona Drive San Ramon Sophia Lee Let’s Dance!Crow Canyon and San Ramon Valley Boulevard San Ramon SGPA Lighting Tower Art Sculpture 2610 Bishop Drive San Ramon Suzanne Gayle, Star Arts Living Colors Crow Canyon Place and Fostoria Way San Ramon Scott Donahue Lost and Found 18080 San Ramon Valley Boulevard located in front of Hairgami Salon San Ramon Joe Bologna Men at Work 1947 San Ramon Valley San Ramon Archie Held Millennium Bowl 2603 Camino Ramon San Ramon Dale Rogers People Central Park 12501 Alcosta Boulevard San Ramon PG&E Fountain 3301 Crow Canyon San Ramon Rhonda Chase Poppies Bollinger Canyon Fountain Bollinger Canyon Road and South Chanterella Drive San Ramon Bozidar Rajkovski Pyramid Fountain 2551 San Ramon Valley Boulevard San Ramon Sanjay Anavekar and Deepali Anavekar Rangoli San Ramon Valley Boulevard and Norris Canyon Road San Ramon Dale Rogers Reaching for the Stars Walgreens 11440 Windemere Parkway San Ramon Red Spheres Target 2610 Bishop Drive San Ramon Albert Guibara Sculpture with Water 2817 Crow Canyon Road San Ramon David Boyer Shadow Dancers Athan Downs Park Montevideo and Davona Drive San Ramon Ranjini Venkatachari Smile, You’re in San Ramon Central Park Amphitheater 12501 Alcosta Boulevard San Ramon Ross Barrable Song of the Seasons Doughtery Station Community Center 17011 Bollinger Canyon Road City Artist Title Location San Ramon Sarah Gonsalves Space Box 3101 Crow Canyon Place located near Citibank, Crow Canyon and Crow Canyon Place San Ramon Troy Pillow Steve 2015 Crow Canyon Place located outside Ulta San Ramon Vanessa Thomas Succulent Life Forest Home Farms 19953 San Ramon Valley Boulevard San Ramon Roger Barr Sundance II 3223 Crow Canyon Road located in front of Union Bank San Ramon Molly Keen Swiftly Crow Canyon and Crow Canyon Place in front of Citi Bank San Ramon John Lwerks The Tile Wall 1998 Rancho Park Loop San Ramon Albert Guibara Tower, Ball, and Triangle 4500 Norris Canyon Road San Ramon Stan Pavlou Toyota Sculpture 2451 Bishop Drive San Ramon Ranjini Venkatachari Universal Love City Hall 7000 Bollinger Canyon Road San Ramon Water Feature Sunrise Bagel Café 2005 Crow Canyon Place San Ramon Sophia Lee Yellow Submarine 6000 Bollinger Canyon Road San Ramon Paula Kim Zen Annabel Lake Marriott and Bishop Walnut Creek Jerome Kirk Aris Walnut Creek Ally McKay Better Days 1432 North Main Street Walnut Creek Robert Holmes Bolero Walnut Creek Gerald Heffernon Bullman with Bulldog 1301 North Main Street at the intersection of Mt. Diablo Boulevard Walnut Creek Sirron Norris Cartoon Creek Duncan Arcade 1341 North Main Street Walnut Creek Yoshio Taylor Echo Plaza Escuela Locust Street Walnut Creek Richard Ellis Family Former Washington Mutual Walnut Creek Louis Pearson Fantasy North California Boulevard and Mt. Diablo Boulevard Walnut Creek Lloyd LeBlanc Flock of Ducks Walnut Creek Velia De Iuliis Floral Bounty Duncan Arcade 1341 North Main Street Walnut Creek Fletcher Benton Folded Square Alphabet G Civic Arts Gallery 1601 Civic Drive Walnut Creek Seyed Alavi Fountain Head Main Street Walnut Creek Wowhaus (Scott Constable and Ene Osxeraas-Constable) Geologica Walnut Creek Doron Rosenthal Geological Evolution of Mt. Diablo Olmpic Place 1697 Mt. Diablo Boulevard Walnut Creek Phillip K. Smith Gradient Column Ruth Bancroft Garden 1552 Bancroft Road Walnut Creek Beniamino Bufano Hand of Peace 112 113 City Artist Title Location Walnut Creek Casey Gray Hands Free Duncan Arcade 1341 North Main Street Walnut Creek Shayne Dark Intersect in Red Vaya Apartment Complex Oakland Boulevard and Ygnacio Valley Road Walnut Creek Bruce Beasley Intersections II Gateway Center 1850 Mount Diablo Boulevard Walnut Creek David “Hyde” Cho Jiko-jitsugen 1666 Locust Street Walnut Creek Marta Thoma Journey of a Bottle Walnut Creek Library 1644 North Broadway Walnut Creek Ludell Deutscher Le Passant Walnut Creek Cliff Garten Liliales 539 South Broadway Walnut Creek Jacques Overhoff Lost in the Mail Walnut Creek Maska Masked Revival Mel’s Diner 1394 North Main Street Walnut Creek Tor Archer Olympic Orb Olympia Place 1697 Mt. Diablo Boulevard Walnut Creek Joyce Hsu Rawr Walnut Creek Library 1644 North Broadway Walnut Creek Olivia Kuser Shadowmaker Va de Vi Restaurant 1511 Mt. Diablo Boulevard Walnut Creek Christian Moeller Shh…Portrait in 12 Volumes of Gray Walnut Creek Cork Marcheschi Skinny Grove The Orchards 2800 Ygnacio Valley Road Walnut Creek Linda Fleming Sparks Walnut Creek Dan Corson Spiraling and Radiating Light Walnut Creek Station Parking Structure 200 Ygnacio Valley Road Walnut Creek Wowhaus (Scott Constable and Ene Osxeraas-Constable) Story Vanes The Orchards 2800 Ygnacio Valley Road Walnut Creek Patrick Dougherty Sure Enough Walnut Creek Martin Webb The first object he locked upon, that object he became Walnut Creek Allie Bill Skelton Transition Walnut Creek Josh Keyes Treadmill Downtown Walnut Creek Locust Street Garage Walnut Creek Archie Held Urban Family Agora Complex 1500 Newell Avenue Walnut Creek Steven De Staebler Untitled, City Hall Walnut Creek Ann Gardner Uno, Dos, Tres Walnut Creek Royce Vestiges, Fall Walnut Creek Cliff Garten Veterans Memorial Walnut Creek Ricky Watts Walnut Creek Rollercoaster Duncan Arcade 1341 North Main Street Walnut Creek Leo Bersamina Warming Up in California City Artist Title Location Walnut Creek Jason Middlebrook Water Light Walnut Creek Kristin Farr West Coast Barn Quilt Lesher Center for the Arts Locust Street and Civic Drive Walnut Creek MCXT (Monica Canilao and Xara Thustra) We Well All Be Civic Park’s Assembly Hall 1375 Civic Drive Walnut Creek Ned Kahn Wind Fins 1000 South Main Street former Neiman Marcus façade Walnut Creek Dan Dykes Wings Walnut Creek Cannon Dill Wolf Duncan Arcade 1341 North Main Street El KTO Project, un conjunto de músicas del mundo 114 115 Prepared by ARTS & CULTURE MASTER PLAN FOR CONTRA COSTA COUNTY Attachment A We acknowledge with respect our presence on the ancestral lands of the Yokuts (Yo-Kuts), Karkin (Car Kin), Confederated Villages of Lisjan (Lih-Shawn), Ohlone (Oh-LOW-nee), Bay Miwok (mee-wok) and Muwekma (mah-WEK-mah) peoples. They are the first inhabitants of Contra Costa County and its first artists. We honor their legacy and their descendants who live here and continue to be stewards of their homeland and practitioners of their culture. May the plans and actions of this work support these indigenous communities into the future. 2 3 Table of Contents Appendix A Purpose of the Project 32 Arts Councils & State-Local Partners 33 Sources of Funding for County Arts Councils 34 Contra Costa County Arts & Cultural Assets Overview 38 Creative Economy of Contra Costa County 40 Contra Costa County Arts & Cultural History Timeline 42 More About Community Input 47 Visioning Session Notes 61 Online Survey Results 67 Arts & Cultural Organizations & Venues List 72 Municipal Arts Overview by District and City 82 Public Art Inventory 98 Appendix B Contra Costa County Leadership 6 Introduction 7 Arts & Culture Defined 8 Executive Summary 11 Vision, Values, Mission 13 Community Input 15 Recommended Arts Council Services 17 Recommended Arts Council Budget, First Year Action Timetable, Organization Chart, Staff Responsibilities, Governance 28 About the Consultant 31 Procession of Luminescence by Doran DaDa, Creative Concord, Public Art Mural Cover Photos: Procession of Luminescence by Doran DaDa, Creative Concord, Public Art Mural Urban Aztec by Jesse Hernandez, Creative Concord, Public Art Mural Folding Alphabet sculpture by Fletcher Benton, Walnut Creek Public Art The KTO Project a world music ensemble Black Swan, Diablo Ballet’s Trainee Program, Jordan & Ray Penche Board of Supervisors celebrate César Chávez Day with performances by Mariachi Monumental 4 5 CONTRA COSTA COUNTY LEADERSHIP Board of Supervisors District 1: John M. Gioia, Chair District 2: Candace Andersen District 3: Diane Burgis District 4: Ken Carlson District 5: Federal D. Glover, Vice Chair Ad Hoc Arts Council Steering Committee District 1: Najari Smith District 2: Janet Berckefeldt District 3: Germaine McCoy District 4: Arlene Kikkawa-Nielsen District 5: Ben Miyaji Nonprofit Foundation: Nilofar Gardezi Nonprofit Foundation: Margot Melcon Staff Monica Nino, County Administrator Lara DeLaney, Senior Deputy County Administrator INTRODUCTION On March 29, 2022, the Contra Costa County Board of Supervisors took a new approach toward identifying and addressing the arts and cultural needs of its community. Dissolving its Arts and Culture Commission, the board chose to pursue a public-private partnership model arts council that is successfully employed by many other counties. Contra Costa County contracted the services of Arts Orange County, a nonprofit serving as a public-private partner with its own county, to devise a plan based upon community input and guided by a Steering Committee appointed by the Board of Supervisors. This report shares the Consultant’s findings and recommendations, as well as its methodology. Mount Diablo 6 7 ARTS & CULTURE DEFINED The arts are fundamental to our humanity. They ennoble and inspire us—fostering creativity, empathy, and beauty. The arts also strengthen our communities socially, educationally, and economically. Cultural equity embodies the values, policies, and practices that ensure that all people— including but not limited to those who have been historically underrepresented based on race/ethnicity, age, disability, sexual orientation, gender, gender identity, socioeconomic status, geography, citizenship status, or religion—are represented in the development of arts policy; the support of artists; the nurturing of accessible, thriving venues for expression; and the fair distribution of programmatic, financial, and informational resources. - Americans for the Arts Top Ten Reasons to Support the Arts (Source: Americans for the Arts) Arts unify communities. 72% of Americans believe “the arts unify our communities regardless of age, race, and ethnicity” and 73% agree that the arts “helps me understand other cultures better”—a perspective observed across all demographic and economic categories. Arts improve individual well-being. 81% of the population says the arts are a “positive experience in a troubled world,” 69% of the population believe the arts “lift me up beyond everyday experiences,” and 73% feel the arts give them “pure pleasure to experience and participate in.” Arts strengthen the economy. The nation’s arts and culture sector—nonprofit, commercial, education—is an $919.7 billion industry that supports 5.2 million jobs. That is 4.3% of the nation’s economy—a larger share of GDP than powerhouse sectors such as agriculture, transportation, and construction. The arts have a $33 billion international trade surplus. The arts also accelerate economic recovery: a growth in arts employment has a positive and causal effect on overall employment. Arts drive tourism and revenue to local businesses. The nonprofit arts industry alone generates $166.3 billion in economic activity annually—spending by organizations and their audiences—which supports 4.6 million jobs and generates $27.5 billion in government revenue. Arts attendees spend $31.47 per person, per event, beyond the cost of admission on items such as meals, parking, and lodging—vital income for local businesses. Arts travelers are ideal tourists, staying longer and spending more to seek out authentic cultural experiences. Arts improve academic performance. Students engaged in arts learning have higher GPAs, standardized test scores, and college-going rates as well as lower drop-out rates. These academic benefits are reaped by students across all socio-economic strata. Yet, the Department of Education reports that access to arts education for students of color is significantly lower than for their white peers. 91% of Americans believe that arts are part of a well-rounded K-12 education. Arts spark creativity and innovation. Creativity is among the top five applied skills sought by business leaders—per the Conference Board’s Ready to Innovate report—with 72% saying creativity is of “high importance” when hiring. Research on creativity shows that Nobel laureates in the sciences are 17 times more likely to be actively engaged as an arts maker than other scientists. ““Diablo Taiko Drummer 8 9 EXECUTIVE SUMMARY 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 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. (A more detailed timeline of Contra Costa County Arts & Culture History may be found beginning on page 42). 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. 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 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 & Culture Commission of Contra Costa County (AC5) attempted 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 ample startup resources to achieve sound footing, now presents itself. Arts have social impact. University of Pennsylvania researchers have demonstrated that a high concentration of the arts in a city leads to higher civic engagement, more social cohesion, higher child welfare, and lower poverty rates. Arts improve healthcare. Nearly one-half of the nation’s healthcare institutions provide arts programming for patients, families, and even staff. 78% deliver these programs because of their healing benefits to patients—shorter hospital stays, better pain management, and less medication. Arts for the health and well-being of our military. The arts heal the mental, physical, and moral injuries of war for military servicemembers and Veterans, who rank the creative arts therapies in the top four (out of 40) interventions and treatments. Across the military continuum, the arts promote resilience during pre-deployment, deployment, and the reintegration of military servicemembers, Veterans, their families, and caregivers into communities. Arts strengthen mental health. The arts are an effective resource in reducing depression and anxiety and increasing life satisfaction. Just 30 minutes of active arts activities daily can combat the ill effects of isolation and loneliness associated with COVID-19. Students at East Bay Center for the Performing Arts in Richmond 10 11 VISION, VALUES, MISSION VISION Contra Costa County will be a place where: • arts and culture are integrated deeply into daily community life of all 19 of its cities and its unincorporated towns and places • arts and culture reflect and celebrate the diversity of the County’s people, including those that have been historically underrepresented • arts and culture are accessible equitably to all, regardless of socio-economic status • arts and culture contribute positively to the health and well-being of all arts participation is robust • arts education is fundamental and is well-supported financially • artists can live fulfilling and prosperous lives • public art can be seen everywhere • arts and culture build bridges between generations • arts and culture create civic cohesion Contra Costa County has many elements of what comprise a world-class arts community that is inclusive, equitable, and accessible and diverse. What it lacks is ample financial resources, a feeling of being part of a countywide arts community with shared aspirations, and the innovation that blossoms from cross-pollination of artists and arts/culture organizations among the county’s cities. Rebeca Garcia-Gonzalez finishing a mural at Richmond Art Center Sonny Fairley, saxophonist, plays for Dilhar Gohel, India Club dancer, at Rossmoor’s 2022 2nd Annual Diversity Festival.Photo by Aki Rasmussen 12 13 COMMUNITY INPUT Ad Hoc Arts Council Steering Committee Appointed by the Board of Supervisors on November 29, 2022, upon recommendation of the Internal Operations Committee following an open application process, the Ad Hoc Arts Council Steering Committee has met 7 times. The Consultant provided the Ad Hoc 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 the online survey draft. The Committee also reviewed the list of proposed key stakeholder interviewees and provided the Consultant with additional suggestions. Committee members promoted and attended the Community Visioning Sessions, and they promoted the online survey to their networks. Key Stakeholder Interviews The Consultant conducted 68 interviews with key stakeholders from November 2022 to April 2023. Interviewees were advised that their comments would be confidential and that any specific quotations used by the consultant would be without attribution. In addition to those independently identified by the consultant, interviewees were selected based upon suggestions made to the consultant by County Supervisors, County staff, and members of the Ad Hoc Arts Council Steering Committee. Stakeholders interviewed were located in each of the five Supervisorial districts in almost equal proportions, as well as several that represent organizations serving multiple districts or the entire county. 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. VALUES Contra Costa County’s arts council will: • affirm that racial and cultural equity is vitally important to all endeavors, including the creative sector • model and promote best practices in equity, diversity and inclusion • foster cooperation and collaboration among those within the arts & culture community and between cities and the County • empower all generations, people of all backgrounds, and all geographic areas of the County to be heard and to participate fully • embrace its role as a unifying force for arts and culture countywide and as a nexus for advancing broader goals of equity through the arts and culture MISSION The Contra Costa County arts council will advance its vision and values by: • connecting the creative and cultural community in meaningful and productive ways • communicating widely the importance and availability of what the creative community offers • supporting artists, arts organizations and arts education in equitable ways • advocating for resources to strengthen the creative community in equitable ways • ensuring that its work is continuously informed by and responsive to community input Sculpture in Clayton 14 15 CONTRA COSTA ARTS COUNCIL RECOMMENDED SERVICES GOAL: EQUITABLE CONNECTIVITY & COMMUNICATIONS RESOURCES INFORMATION RESOURCES Arts & Cultural Inventory Database Database would include: • Arts Venues – a list of venues that are available for use for arts & cultural events, including their size, technical specifications, seating capacity, usage fees, and contact information. • Art in Public Places – a list of all works of public art countywide • Arts & Cultural Organizations – a list of all arts and cultural organizations countywide • Artists – a list of artists countywide Database would serve: • Artists in Contra Costa County • Arts & Culture Organizations in Contra Costa County • Arts educators and students, researchers • Local government Comprehensive Countywide Arts Web Portal Drawn from the Arts & Culture Inventory Databases mentioned above, compile and maintain a comprehensive, user-friendly, interactive searchable website containing the following: • Listing of all arts & cultural events (performances, exhibitions, festivals, readings; live and virtual) • All arts & cultural organizations (including schools, libraries, cities) Visioning Sessions A total of 6 visioning sessions were conducted, the first of which was with the members of the Ad Hoc 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: March 14-Walnut Creek (District 4), March 15-Oakley (District 3), March 16-Pittsburg (District 5), March 17-Danville (District 2), March 18-Richmond (District 1). 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. Online Survey On March 14, an online survey was launched. The survey closed on April 30, with 478 verified responses. More details about Community Input are included in Appendix A. Point Richmond Summer Concert Series 16 17 Arts Consumers Database A master list of people who are members, subscribers, and attendees of arts throughout Contra Costa County will strengthen the ability of all local arts organizations to build their audiences. A common practice in most communities brings together organizations to establish with a neutral database vendor a place to house a collective list that can be shared according to mutually agreed upon protocols for arts marketing purposes without compromising ownership of the original lists. This enables them to trade mailing lists with one another and run analytics about their data without needing to be on the same ticketing or donor management platform. The arts council will serve as the catalyst and facilitator for its creation. NETWORKING & PROFESSIONAL DEVELOPMENT RESOURCES Roundtable Convenings Convene arts & cultural leaders Live and virtual Regularly scheduled convenings of specific or combinations of cohor ts Cohorts might include: • artists • museums • historical societies & heritage sites • performing arts producers/presenters/venues • art galleries • municipal arts coordinators • dance organizations • community theatres • music organizations • choral organizations • arts deans of colleges • arts educators and arts education organizations • arts therapy & arts wellness organizations • organizations by budget size (small, medium, large) • emerging arts leaders • All venues for arts & cultural activities (including schools, libraries, cities, parks, restaurants) • Artists Registry (all artistic disciplines) • Art in Public Places (publicly owned and privately owned within public viewshed) • Opportunities (Arts Jobs, Auditions, Calls for Artists, Classes, Grants, Volunteering) • Contest polling (for student art competitions) Listings would include images, brief description, links to website, social media links, locator maps. The website would include “plug-in” apps that provide accessibility tools to people who are visually impaired and the ability to translate the website into multiple languages. Listings would be free of charge to all wishing to post information, and would be reviewed, approved and managed by the arts council. Portal would offer free access to all, and would serve: • Arts consumers who are Contra Costa County residents • Arts consumers who are visitors to Contra Costa County • Artists in Contra Costa County • Arts Organizations in Contra Costa County • Arts educators and students, researchers • Local government Portal would have a mechanism for subscribers to opt-in and receive arts council communications. Portal would be branded & marketed for maximum public acceptance and impact. 18 19 COMMUNICATIONS & MARKETING RESOURCES Newsletter Produce and disseminate a regular e-newsletter. Features to include: • grant opportunities available • comings and goings in the field locally • opening of new venues and organizations • announcements of major grants & philanthropic gifts to local arts organizations • awards received by local artists and arts organizations • topical arts-related news digested from regional, national and international news sources • advocacy alerts Social Media Establish a social media presence and maintain a regular schedule of social media communications, to: • Build awareness of and engagement with the arts council • Drive users to the web portal • Promote opportunities to artists and arts organizations • Share information contained in the newsletter Marketing Services Offer an affordable fee-based marketing program available to local arts & cultural organizations, including: • customized e-blast to opt-in subscribers list • banner advertising on website • social media posts Agendas might include: • Reporting about arts council services available • Reporting about funding opportunities from public and private sector • Reporting about policies affecting the field • Reporting about important regional, state and national resources • Facilitated roundtable information sharing by attendees • Topic-focused discussions announced in advance Convenings are an effective way to “take the temperature” of the field and to encourage regular communication with and input from underrepresented communities in order to ensure that the arts council continues to be responsive. Trainings, Workshops, Informational Webinars Offer periodic live and virtual workshops by topic, free of charge, open to all cohorts, and featuring experts in the fields of: • Diversity, equity and inclusion • Audience development and marketing • Fund development • Nonprofit finance • Human resources management • Basic business skills for artists • Advocacy Programs may be offered in collaboration with service organizations such as Contra Costa County Office of Education, Theatre Bay Area, Association of Fundraising Professionals, Nonprofit Finance Fund, Cal Nonprofits, Californians for the Arts, Americans for the Arts, Create CA, area institutions of higher education. Technical Assistance Assist artists and arts organization leaders in connecting to resources, by: • Hosting live and promoting virtual grant application workshops by grantmaking organizations • Providing direct technical assistance on applying to these grantmakers through email and phone responses • Refer applicants with a need for greater assistance to grantwriters in the community and cover the costs of such assistance as budget permits 20 21 GOAL: EQUITABLE SUPPORT FOR ARTISTS & CULTURAL ORGANIZATIONS GRANTMAKING & RESOURCE DEVELOPMENT Grantmaking Seek out opportunities to provide grant funding to artists, arts & cultural organizations, and arts & culture programming by non-arts organizations. This can be accomplished through these options: • Serve as official arts & cultural re-granting agency for Contra Costa County, with a goal to establish an ongoing County arts grants program of $1,161,000 ($1 per capita) beginning in 2025-26, drawn from Measure X or other funding sources • Manage, when available, re-granting funds from the California Arts Council or National Endowment for the Arts, or other sources These activities would follow well-established best practices, with tasks such as: • Planning and administering the overall grantmaking program, including preparation of timelines, budgets, and eligibility guidelines with clearly defined eligibility parameters • Planning and administering a peer panel grant review process, including the recruitment, training and coordination of the peer panelists • Promoting widely the grant opportunity to all eligible constituencies, ensuring accessibility to those with disabilities and underrepresented communities • Providing free technical assistance to grant applicants, including grant application workshops, direct email and phone response to individual applicants and, where necessary, referral to local grantwriters • Thorough and accurate record-keeping and reporting • Distribution of funds • Convening grant recipients for peer learning • Check-ins with grant recipients to monitor their progress in achieving grant impact goals • Designing and collecting final reports from the grant recipients • Evaluating and reporting on the impact of the grantmaking program Arts Council staff can also act as advisors to local foundations on their arts & cultural grantmaking or serve on peer review panels for other grantmaking programs. This provides a knowledgeable Contra Costa voice on such panels as well as the opportunity to bring back to the arts council additional best practices in grants management for future use. GOAL: ADVOCACY FOR ARTS & EQUITY The arts council, in its role representing the countywide arts & cultural community, has a vital role to play in advocacy, including to: • Establish and maintain regular communications with elected officials at the federal, state, county and municipal level, keeping them informed about the county’s arts community • Provide the arts community with information about their elected representatives • Convene county arts & cultural leaders to meet their elected representatives • Document the economic impact of the county’s arts & culture on a regular basis through conducting, participating in, and promoting the results of surveys (e.g. Americans for the Arts’ “Arts & Economic Prosperity” study and the annual Otis Report on the Creative Economy of California), or by contracting with an economics consulting firm • Keep informed by joining Americans for the Arts (AFTA) and Californians for the Arts (CFTA), the national and state arts advocacy organizations • Participate in “get out the vote” promotions conducted by AFTA and CFTA • Share information with the county’s arts & cultural community about public funding and arts-related legislation and encourage them to make their voices heard about these matters • Engage in direct, strategic advocacy with elected officials and county staff leaders regarding allocation of Measure X and/or other funding to support the arts & cultural community • Establish and maintain regular ongoing communication with the Contra Costa County Office of Education (CCCOE) to help inform the arts community of the status of arts education in the public schools and, in particular, their use of the new Proposition 28 funding for art and music instruction. Work with CCCOE to brief arts organizations countywide about the opportunities to provide instructional services through access to the portion of Prop 28 funding available for contracting community arts partners. • Work closely with Create CA, the statewide arts education advocacy organization, in encouraging the establishment of local advocacy networks that will monitor adherence to State-mandated arts instruction in local schools and districts, and advocate for strengthening it. 22 23 Cal Shakes in Orinda GOAL: ONGOING COMMUNITY ENGAGEMENT, RESPONSIVENESS & LEARNING The arts council will rigorously maintain an ongoing state of preparedness in soliciting community input, by: • Conducting regular surveys of its constituents about the impact and ease of use of its services • Conducting post-program/event surveys of attendees/participants • Prompt response to inquiries • Civil engagement on social media • Open office hours • When appropriate, engaging independent evaluations of its work The arts council will respond to community input, by: • Assessing whether its services and programs are meeting goals of equity and inclusion • Making appropriate adjustments to existing services and programs • Converting its findings into strategic goals • Determining the continued value of services and programs The arts council will commit to the principle that its knowledge base must be continuously refreshed through formal and informal opportunities to learn from others in the field and to apply innovative thinking to the pursuit of its service to the community. This includes: • Participating in professional associations • Attending conferences and conventions • Routinely reading published materials about ideas and practices within the field and in other sectors • Understanding that the work of the arts council must always be relevant and never become stagnant NIAD Art Center in Richmond 24 25 Art Passages Resume coordination of the exhibitions program in designated County building spaces, possibly by subcontracting the work to a curator/installer. Delta Art Gallery in Brentwood Veterans and families participate in ABOUTFACE program GOAL: EQUITABLE PROGRAMMING PROGRAMMING On a selective and limited basis, offer direct arts & cultural “gap” programming. The criteria should be based on the following: • Program will not divert the arts council’s capacity to perform fully its primary mission as a service organization • Program is mandated by a funder providing general operating support (e.g. California Arts Council requires that its State-Local Partner county arts councils grantees administer the Poetry Out Loud program for their county and a portion of the grant is restricted to that use) • Program is not offered by other local arts & cultural organizations nor will it compete with similar programs that exist and are offered by others, and it addresses a specific need or constituency AND there is additional funding available to cover the costs (e.g. AC5’s ABOUTFACE program for military veterans was launched with a California Arts Council Veterans in the Arts grant) • Program is broadly collaborative and arts council is best-positioned to serve it as an “umbrella” (e.g. a countywide event or festival involving many local organizations producing their own events, but which does not require the arts council to be the producer) AND there is additional funding available to cover the costs • Program is intended for the specific purpose of raising funds to support the work of the arts council (e.g. a fundraising gala) • Arts council is best-positioned to operate the event as a neutral entity (e.g. producing an annual arts awards event that recognizes artists, arts organizations, arts patrons, from throughout the county) AND there is additional funding available to cover the costs • Program is part of the arts council’s expanded scope of services with Contra Costa County (e.g. management of a County art in public places program) AND there is additional funding available to cover the costs Poetry Out Loud Resume coordination of the annual Poetry Out Loud (POL) program in Contra Costa County, in collaboration with the Contra Costa County Office of Education. Upon its designation as the county’s official State-Local Partner (SLP) and resumption of funding under the SLP grant program, the arts council will be required by California Arts Council to operate POL. AboutFACE Explore ways to restart this art program for military veterans, possibly by identifying an organization willing to adopt the program or by subcontracting work to a teaching artist. 26 27 Estimated Budget 2023-24 2024-25 2025-26 2026-27 2027-28 Income Contributed Income Contra Costa County (from Measure X or other sources)$262,500 $275,625 $289,406 $303,877 $319,070 California Arts Council - State-Local Partner Grant $0 $75,000 $75,000 $75,000 $75,000 Foundations (Private, Community, Corporate)$125,000 $132,500 $150,000 $162,500 $175,000 Awards Event (net)$0 $10,000 $20,000 $30,000 $40,000 Earned Revenue Marketing services $0 $5,000 $7,500 $10,000 $12,500 Memberships $0 $5,000 $7,500 $10,000 $12,500 Total Income $387,500 $503,125 $549,406 $591,377 $634,070 Expenses Personnel President & CEO (Full-time)Year 1 - 9 months; $125k base $93,750 $132,000 $140,000 $147,000 $154,000 Grants Manager (Full-time)Begins Year 3 $0 $0 $100,000 $105,000 $110,000 Program Manager (Full-time)Year 1 - 7 months $43,750 $79,000 $84,000 $89,000 $95,000 Administrative Assistant (Full-time) Year 1 - 6 months $20,000 $42,000 $45,000 $47,500 $50,000 Poetry Out Loud Teaching Artist (Part-time)$5,000 $5,500 $6,000 $6,500 Fringe benefits (est. 15%)$23,625 $38,700 $56,175 $59,175 $62,325 Web portal - Development & license (Year 1) & annual license $15,000 $9,000 $9,000 $9,000 $9,000 Web portal - Branding & graphics consulting (one-time cost)$10,000 $0 $0 $0 $0 Web portal - Launch campaign; annual marketing $30,000 $12,000 $13,000 $14,000 $15,000 Convenings (meeting space, refreshments)$3,000 $6,000 $9,000 $12,000 $15,000 Accounting and Bookkeeping Services $5,000 $6,000 $7,000 $8,000 $9,000 IT Expenses $5,000 $12,000 $12,000 $12,000 $12,000 Office Space Year 1 - 6 months $12,000 $24,000 $26,000 $28,000 $30,000 Travel (AFTA & CFTA in DC & Sacramento)$1,500 $3,000 $3,000 $3,000 $3,000 POL - Prizes & winner’s travel to Sacramento $0 $1,000 $1,000 $1,000 $1,000 Contingency $5,000 $7,500 $10,000 $10,000 $10,000 Total Expenses $267,625 $377,200 $520,675 $550,675 $581,825 Net Surplus (Loss)$119,875 $125,925 $28,731 $40,702 $52,245 Cash Reserve $80,000 $180,000 $190,000 $220,000 $270,000 Pass-through funding Grantmaking (County)Begins Year 3 $0 $0 $1,161,000 $1,219,050 $1,280,003 Budget Notes: Contributed Income: Contra Costa County - 5% increase annually Pass-through funding: indexed to County population, based on $1 per capita, 5% increase annually ARTS COUNCIL YEAR 1 PROJECTED TASKS 2023 2024 Q3 Q4 Q1 Issue RFP for new arts council August Select organization or individual November Contract executed December Arts Council begins work January Opens office or begins virtually January Creates contact database January Hires staff January Develops web portal branding & marketing January Collects, enters data for web portal February Develops & deploys first newsletter (thereafter semi-monthly)February Develops plans for convenings & trainings February Begins Observing Poetry Out Loud run by CCCOE February First convenings March Plan Arts & Culture Month (April) activities March Beta-test of web portal April Arts & Culture Month activities April Prepare for Form 990 Filing April Launch web portal May Prepare Next Fiscal Year Budget May Budget Approval June First training June Conduct Performance Reviews June Board of Directors Executive Committee President & CEO Grants Manager Program Manager Administrative Assistant Poetry Out Loud Teaching Artist Organizational Chart ARTS COUNCIL PROJECTED BUDGET 28 29 RESPONSIBILITIES President & CEO Organizational direction and management including strategic planning, Board management, financial management, human resources management, external communications and advocacy, fund development Grants Manager Manage County-funded grants program, external communications and advocacy, evaluation and impact assessment Program Manager Manage Web Portal Project, Poetry Out Loud, Marketing services, Roundtables, Technical Assistance Administrative Assistant Data collection, entry and management, assist President & CEO, Grants Manager, Program Manager Poetry Out Loud Teaching Artist Coaches participating students GOVERNANCE Board of Directors • California requires a minimum of 3 members on a nonprofit Board of Directors. • Existing organizations applying to become the arts council should be asked for their Board roster, including affiliations, and their intentions regarding the composition of the Board should they be selected. • Individuals seeking to establish a new 501c3 organization or convert to one from fiscal sponsorship status should be asked to name at least 3 individuals that have agreed to serve on the Board, including their affiliations. • It is common for the size of a startup organization’s Board of Directors to be small in order to facilitate quick decision-making during the early development and growth period. Over time, the Board should be expanded to provide for increased representation. Under these circumstances, it is common practice to establish an Executive Committee to act on behalf of the full Board between meetings. ABOUT THE CONSULTANT Arts Orange County is the leader in building appreciation of, participation in, and support for the arts and arts education in Orange County, California. Founded in 1995, it is designated by the Board of Supervisors as the official local arts agency and State-Local Partner for the County of Orange. In addition to traditional arts council programs and services, Arts Orange County provides consulting services to arts organizations, higher education, local, county and state government in the areas of grantmaking, cultural planning, and public art project management. Richard Stein, President & CEO For this project: Tracy Hudak, Facilitator & Researcher Victor Payan, Community Engagement Specialist Roger Renn, Local Arts Specialist Karin Schnell, Municipal Arts Specialist Ashley Bowman, Public Art Specialist 30 31 APPENDIX A PURPOSE OF PROJECT “The Arts and Culture Commission of Contra Costa County (also known as AC5) was established in 1994 to advise the Board of Supervisors in matters and issues relevant to arts and culture; to advance the arts in a way that promotes communication, education, appreciation, and collaboration throughout Contra Costa County; to preserve, celebrate, and share the arts and culture of the many diverse ethnic groups who live in Contra Costa County; to create partnerships with business and government; and to increase communications and understanding between all citizens through art. Most importantly, the mission of the Commission was to promote arts and culture as a vital element in the quality of life for all citizens of Contra Costa County. While AC5’s work was instrumental in the development and support of numerous vital arts and culture programs and initiatives over the years, the organizational structure was ultimately deemed not as constructive to the mission as a public-private partnership Arts Council could be. 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).” --Contra Costa County Board of Supervisors Agenda Item for Appointment of Ad Hoc Arts Council Steering Committee, November 29, 2022 ARTS COUNCILS & STATE-LOCAL PARTNERS California’s county arts councils “provide access to funding, professional development and technical assistance to artists and arts organizations of all sizes and disciplines, as well as provide direct art programs where gaps may exist. In larger communities, they are often relied upon to serve the needs of communities with hundreds of arts organizations and thousands of artists.” • 53 of California’s 58 counties have an arts council—each designated by its county’s Board of Supervisors as the official “State-Local Partner” (SLP) for that county. Five counties have arts councils currently in development, including Contra Costa County. 43 of the SLPs are independent non-profit organizations, while 8 are a division of their county government. • “The State-Local Partner (SLP) program was established by the California Arts Council (CAC) in 1980 with the goal of using California’s state and county government network to ensure public funds reach the local level and support artists, arts organizations and cultural groups, thereby strengthening all communities throughout California.” • “The majority of SLPs have annual operating budgets which are small to medium-sized. SLP annual budget sizes include: 20 SLPs under $250,000; 26 SLPs $250,000-$999,000; 3 SLPs $1-4 million; 4 SLPs $10 million and larger.” • In 2023, the CAC has allocated grant funding to each of its State-Local Partners in the amount of $75,000, $5,000 of which is specifically restricted to the administration of the Poetry Out Loud Program in each county. The amount of the remaining funds is subject to adjustment based upon the peer review panel ranking each county arts council receive, sometimes reduced significantly based on performance. • The Arts & Culture Commission of Contra Costa County (AC5) served as the county’s State-Local Partner until its dissolution in 2022. The county intends to designate the new arts council to serve that role. Sources: California Arts Council; California Coalition of County Arts Agencies 32 33 SOURCES OF FUNDING FOR COUNTY ARTS COUNCILS Arts councils rely upon a variety of sources of funding to support their work, depending upon their respective communities. PUBLIC FUNDING Federal National Endowment for the Arts (NEA) is the primary federal agency providing direct support to county arts agencies, and has multiple funding programs with deadlines throughout the year. Grants are for projects, not general operating support, and are awarded through a competitive process of staff and peer panel review. With an annual budget of only about $200 million to serve the entire nation, NEA grants typically range from $10,000 to $50,000. Its “Our Town” Grants Program awards up to $200,000 for one-time signature creative placemaking projects. All NEA grants must be matched on a dollar-for-dollar basis with other funding, and payments are made in arrears upon documenting expenses and matching funds. Congressionally Directed Spending Requests (commonly referred to as “earmarks”) are requests made by Members of Congress as part of the discretionary spending portion of the annual federal government budget. Earmarks were eliminated for a number of years, but returned during recent Congresses. Requests must be made through the local Member of Congress, who usually receives many such requests and is limited to proposing a small number, not all of which will be funded. These are generally one-time awards directed primarily to significant initiatives, such as a building campaign. The sums are generally in excess of $1 million. State California Arts Council (CAC) is the primary state agency providing director support to county arts agencies, and has multiple funding programs with deadlines throughout the year. Its State-Local Partner (SLP) Program is the primary grant program for county arts agencies that receive the SLP designation from their County Board of Supervisors, and currently provides $70,000 in core funding (the full amount is generally reduced slightly based upon peer panel review rankings, as this is a competitive grant program) plus $5,000 (full amount awarded) to help subsidize each county arts council’s “Poetry Out Loud” Program. The SLP Program grant application deadline is currently June 6. County arts agencies are also eligible to apply for certain other CAC annual project grant programs, where funding generally does not exceed $30,000. These grants also require matching funds be raised. District Spending Requests, similar to federal earmarks, are available through State Senators and Assemblymembers. They operate similarly to what is described above. County Contra Costa County previously funded its Arts & Culture Commission through General Fund monies included in its annual budget. With the passage of Measure X, a special supplementary sales tax, Contra Costa County is funding local organizations and initiatives designed to address inequity and injustice in a variety of ways, including arts and culture. Funds from Measure X for the arts were approved in the amount of $250,000 in 2023, and have been described by County officials as being available in whole or in part to the county arts council for operating support, when it is designated. Some officials have suggested that, once well-established, the county arts council could receive increased Measure X funding for operating support, and that Measure X could also be a potential source of funds to establish arts and culture grantmaking countywide. Additionally, the County can provide some measure of in-kind support for the new arts council in the form of office space, use of equipment, supplies and services. Increasingly, counties have learned the benefits of the arts in achieving their goals in the areas of healthcare, mental health, corrections, and re-entry, and are tapping into those departmental budgets to fund such programs. Other Sources of Public Funding Transient Occupancy Tax (TOT) and/or Business Improvement District (BID): TOT is a hotel tax levied per room night in many cities to support their General Fund budgets. Many specify all or a portion of this mechanism to fund the arts, based on the premise that arts and culture attract visitors. Indeed, studies have shown that “cultural tourism” incents visitors to add “room nights” to their stay, providing increased economic benefit to the community—and more hotel tax revenue. Where cities may rely on TOT for other municipal needs, a BID may be established. A class of visitor serving businesses (e.g. hotels) may vote to establish an additional fee per room night that is administered by the city like TOT, but specifically designating the funds to generate tourism. Such BID funds are used to support Visitor Bureaus, museums, performing arts centers, as well as other arts and cultural organizations. 34 35 Development Fee Although widely known as a mechanism for generating funds for permanent public art (commonly referred to as a “percent for art” program), a broader definition of public art has taken root in recent years to include support for all kinds of endeavors that generate greater accessibility to the arts. These include temporary exhibitions and performance festivals, but could conceivably also include support for a county arts council. Under such programs, a public art fee of (usually) 1% of the total project cost must be allocated by the private developer or local government to install permanent public art on the property or be paid into an in lieu fund that will accrue and be utilized by the municipality for public art projects. PRIVATE FUNDING Foundations The Bay Area has a plethora of private foundations that have a proven history of arts funding. Northern California Grantmakers, a coordinating body, lists more than 200 members, including private foundations and giving arms of corporations. Although Contra Costa County is not within the giving jurisdiction of some Bay Area foundations, others—like Dean and Margaret Lesher Foundation and Zellerbach Family Foundation do include it. Aware that Contra Costa County’s arts community has lagged behind other Bay Area communities in terms of arts philanthropy, the involvement on the Ad Hoc Arts Council Steering Committee by the arts program officers of those two foundations shows promise for future support from this sector. Together they, along with the San Francisco Foundation, hosted a virtual mixer for Contra Costa County arts leaders and arts interested community members at the start of this arts council project. Corporations Some corporations have foundations for charitable giving (see above). While corporate sector involvement in arts funding is quite limited, there may be local business community interest in supporting some arts council activities through sponsorship. Individuals Individual giving comprises the vast majority of philanthropy in America, but the arts is one of the smallest areas of such support. Further, individual giving in the arts tends to be focused where donors feel a personal connection to the art form. However, there is the rare individual donor who grasps fully the case for supporting an arts council because of its impact on the entire ecosystem of arts and culture in a community. Events Like it or not, many donors are conditioned to give only when there is an event they can attend. Arts councils, as service organizations, are not well-situated to compete in the gala event marketplace. But they are possibly best-positioned to hold an event that recognizes artists, arts patrons, arts organizations, and others. Such an event strengthens the arts council’s brand in the community and can net significant positive financial results. EARNED REVENUE Memberships A non-voting membership mechanism can contribute a small portion of the arts council’s operating budget needs while strengthening its relationships in the community. A tiered membership dues structure, offering highly affordable rates for individual artists and small grass-roots organizations with higher fees for large and mid-sized organizations, cities, and higher education can ensure that everyone in the arts community feels they have a stake in the arts council’s success. Benefits such as mixers, a free consultation meeting, the opportunity to attend convenings, and discounted advertising packages may be modest, but valued. Marketing Services All arts organizations seek inexpensive and effective ways to get the message out about their events. Utilizing the proposed web portal and opt-in email subscription program, the arts council can make available an e-marketing package on an affordable basis that will generate meaningful ongoing revenue. Lesher Center for the Arts in Walnut Creek Photo by Ben Krantz Studio 36 37 CONTRA COSTA COUNTY ARTS & CULTURE ASSETS Arts & Culture Organizations and Venues Approximately 300 arts and cultural organizations are based in Contra Costa County. A number of others located in adjacent counties provide arts and cultural services to county residents. By District District 1 – 64 organizations District 2- 107 District 3 – 18 District 4 – 73 District 5 - 44 By Type Performing Arts – 141 Culture – 38 Visual Arts – 41 Arts Education/Youth – 29 Foundation/Support/ Booster Organizations – 23 Arts Services – 10 Museums – 8 Multidisciplinary – 10 Government - 5 Heritage – 2 More detail about arts & cultural organizations and venues is included in APPENDIX B. Muncipal Arts Programs Contra Costa County encompasses 19 cities and numerous unincorporated communities. 11 cities have Public Art Programs • District 1: El Cerrito, Richmond, San Pablo • District 2: Danville, Lafayette, Moraga, Orinda, San Ramon • District 3: Brentwood • District 4: Walnut Creek • District 5: Martinez 12 cities have Arts Commissions/Committees and/or Arts Plans • District 1: El Cerrito, Richmond • District 2: Danville, Lafayette, Moraga, Orinda, San Ramon • District 3: Brentwood • District 4: Concord, Walnut Creek • District 5: Martinez More detail about municipal arts programs and governance is included in APPENDIX B. Art in Public Places More than 450 artworks are on display publicly countywide District 1- 64 artworks District 2 – 201 artworks District 3 – 92 artworks District 4 – 79 artworks District 5 – 14 artworks A complete list by city is included in APPENDIX B. Note: This is an undercount, as City of Richmond is currently conducting an inventory of its own public art and expects to report a higher number than the consultant has cataloged. 38 39 CREATIVE ECONOMY Two sources provide some insight into the creative economy of Contra Costa County. 2017 Creative Industries Report from Americans for the Arts • 2,451 arts-related businesses and nonprofits in Contra Costa County • 8,068 people employed • 4.3% of all businesses in Contra Costa County • 1.8% of all employees Source: Dun & Bradstreet, April 2017 Further, the Creative Industries Report states that these figures represent an “undercount”: “These Creative Industries data are based solely on active U.S. businesses that are registered with Dun & Bradstreet. Because not all businesses are registered, our analyses indicate an under-representation of arts businesses (particularly those that are nonprofit arts organizations and individual artists). The data in this report, therefore, are an undercount. To define the Creative Industries, Americans for the Arts selected 644 8-digit Standard Industrial Classification codes that represent for-profit and nonprofit arts-centric businesses (out of more than 18,500 codes representing all industries).” 2023 Otis College Report on the Creative Economy – Bay Area Region 650,733 people employed in the creative sector in 2021 in the 12-county Bay Area Region • 480,580 in Entertainment • 84,013 in Architecture and Related Services • 73,052 in Fine and Performing Arts • 7,277 in Creative Goods & Products • 5,811 in Fashion The Otis Report is an annual study (begun in 2007) that provides statewide data highlighting five creative industry categories (Architecture & Related Services, Creative Goods & Products, Entertainment, Fashion, Fine & Performing Arts). The 2023 Otis College Report is based upon 2021 employment data from publicly-available sources of information, and includes business and nonprofit organizations. The 2023 Report was prepared by CVL Economics, a Los Angeles based research firm. The Report provides “snapshots” of eight regions across the state. Contra Costa County data is embedded in the snapshot for the Bay Area Region, which also includes Alameda, Marin, Napa, San Benito, San Francisco, San Joaquin, San Mateo, Santa Clare, Santa Cruz, Solano, and Sonoma counties. Data specific to Contra Costa County is not broken out from the aggregate in the regional snapshot. The Otis College Report states the following: “The Bay Area is one of only two regions where growth in the creative economy outperformed growth in the overall economy between 2018 and 2021. Growth is driven by changes in the Entertainment sector—which accounts for nearly 75% of the region’s creative economy and was the only sector to experience growth in this period. In 2021, the number of creative jobs sat almost 2% above 2018 levels. In contrast, the Bay Area’s overall economy lost 7% of its jobs between 2019 and 2020 and remains nearly 5% below 2018 levels.” The full 2023 Otis College Report on the Creative Economy may be found here: https://www.otis.edu/creative-economy 40 41 CONTRA COSTA COUNTY ARTS & CULTURAL HISTORY TIMELINE The first accounts of an identifiable cultural community in the west delta are attributed to the Bay Miwoks. Native Americans living in the East Bay wove reed baskets of the highest quality and with graphic embellishments of great aesthetic appeal. Dr. Robert Semple is contracted to provide ferry service from Martinez to Benicia, the only crossing on the Carquinez Strait. Later, Martínez served as a way station for the California Gold Rush. Martinez Opera, the home of the first opera company in California is founded by Professor Walter Bartlett of Boston. At that time Martinez was the cultural center of Contra Costa County. Although there were no missions established within this county, Spanish influence here is extensive, through the establishment of land grants from the King of Spain to favored settlers. Fifteen land grants are made in Contra Costa County. The county is created and named Contra Costa which means in Spanish “opposite coast.” One of the original 27 counties of California, it was originally to be called Mt. Diablo County. Mt. Diablo High School is opened. Early Portuguese and Italian immigrants find the climate in Oakley amenable and plant thousands of acres of vineyards. Nearly 80 percent of Oakley’s roughly 700 acres of vineyards are planted in Zinfandel grapes. Martinez plays a role in the Pony Express, where riders take the ferry from Benicia to Martinez. The first tunnel through the Oakland hills is built as a means of bringing hay by horse, mule, or ox-drawn wagons from central and eastern agricultural areas. 1100 – 1770 AD 1847 1889 1769 - 1833 1850 1901 1800s 1860 1903 1841 1883 1913 The Moraga Adobe is built, the oldest building in the East Bay. Joaquin Moraga settles on a piece of property overlooking the southern section of Orinda, builts a two-room adobe house. The mansion where the naturalist and writer John Muir lived is built by Dr. John Strentzel, Muir’s father-in- law. Muir and his wife move into the house in 1890, and they live there until his death in 1914. It is now the John Muir National Historic Site. The Contra Costa County Library is founded and brings a commitment to widespread, county-wide service. Joe DiMaggio is born in Martinez. He plays his entire 13-year Hall of Fame career in Major League Baseball for the New York Yankees. Eugene O’Neill wins the Nobel Prize for Literature and uses the prize money to build Tao House above Danville. The two-bore Caldecott Tunnel for road vehicles is completed making Contra Costa more accessible. The tunnel has since been augmented with a third and fourth bore. 1914 1936 1937 1941–1945 During World War II Richmond hosts Kaiser Shipyards and wartime pilots are trained at Buchanan Field Airport in Concord. 1920 1921 1928 1936 1944 1944 1955 Jazz musician Dave Brubeck is born in Concord. A park adjacent to Concord High School is renamed in his honor in 2006. The most notable natural landmark in the county is Mount Diablo. Legislation created in 1921 makes it a state park. El Campanil Theatre opened in the City of Antioch, built, owned and operated by Ferdinand Stamm and Ralph Beede. It originally offered an audience chamber of approximately 1,100 seats, as well as a limited stage and “back of the house” areas to support vaudeville entertainment. The Richmond Art Center is founded by Hazel Salmi. It is one of the oldest continually operating non-profit art centers on the entire West Coast of the United States. 1941 The Lafayette Park Theater opens. It was originally a movie theater. The Port Chicago Disaster is the largest domestic loss of life during World War II. 320 sailors and civilians are instantly killed when the ships they are loading with ammunition and bombs exploded. The majority of deaths are African American sailors working for the racially segregated military. The Dramateurs is established. The group is reorganized in 1992 as the Town Hall Theatre Company of Lafayette, the oldest continuously active theatre company in Contra Costa County. Tom Hanks, Oscar-winning actor, producer, and director, is born in Concord. 42 43 The Concord Jazz Festival is established. The festival was launched by Carl Jefferson, a car dealer who managed to get a group of friends to support the concept. Concord becomes a sister city with Kitakami, Iwate, in Japan and establishes a small Japanese-style park, placing half of a sculpture, The Communion Bridge, in the park. The matching half of the bridge is in Kitakami. Every five years, a delegation from Concord visits Kitakami and operates a student exchange program. The last active whaling station in the country at Point Molate closes. Musical composer, Meredith Willson, joins the cast of CCMT on stage for the curtain call of The Music Man. Alamo Danville Arts Society is founded and operates the Blackhawk Gallery. East Bay Center for the Performing Arts begins to engage youth by providing opportunities for them through the inspiration and discipline of rigorous music training in world performance traditions. Walnut Creek’s walnut harvest shares space with Diablo Light Opera Company and Contra Costa Musical Theatre in the “Nut House” spreading dust everywhere. Mayor Verne Roberts orchestrates the granting of the old Carnegie Library at 6th and “F” Streets to the Antioch Historical Society for their first museum 1969 1974 1971 1977 1968 1971 1979 1968 1973 1980 1990 Martinez Arts Association is founded as a non-profit. Later, they donate money to build the Alhambra High School theater. The establishment of BART and the modernization of Highway 24 serves to reinforce the demographic and economic trends in the Diablo Valley area. Antioch Dunes National Wildlife Refuge is established. The sensitive sand dune habitat located near the city of Antioch serves as a refuge for three endangered species of plants and insects. 1955 1955 When a church choir decided to raise funds to make choir robes, Josephine Camp offered to direct a show – the beginning of The Masquers Playhouse in Point Richmond. Emiko Nakano, a noted abstract expressionist artist, holds an exhibit at the Richmond Art Center. The Giant Powder Company, a dynamite & gunpowder plant in Richmond closes. Now the site of Point Pinole Regional Shoreline. Concerned residents form the non-profit organization Save Mount Diablo to raise funds and awareness to protect open spaces. 1960 The Markham Regional Arboretum is established. Ira and “Bee” Markham sold the parcel of land to the city of Concord in 1966. They requested that the area be kept as natural as possible. Concord Records, a jazz record label, is launched. The label’s artists go on to win 14 GRAMMY Awards and 88 GRAMMY nominations. NIAD Art Center is founded to create exhibition and studio space in Richmond for artists with disabilities seeking to create art. Galleries in New York and LA frequently sell their art. Forest Home Farms in San Ramon is listed on the National Register of Historic Places. San Ramon is designated a Tree City USA. The Community Players established in Pinole. Contra Costa County obtains the railroad right-of-way and the Iron Horse Regional Trail is established. Pinole Artisans Foundation begins as a small group of dedicated artists, eventually growing to its current roster of over 60 members. 1981 1995 1982 1997 2001 1986 2004 2000 2000 2002 San Ramon Arts Foundation established. Martinez Opera Contra Costa, after lying dormant for fifty years, is reinstated as a non-profit organization. Bob Hope & Joel Grey perform at the opening of the $21 million Regional Center for the Arts in Walnut Creek (renamed Lesher Center for the Arts in 1995). Rosie the Riveter Memorial, a public art project in Richmond, begun in the 1990’s, is dedicated to honor the “Rosies”, women who made up much of the workforce at the shipyards during World War II. It formed the basis of a new National Park. 44 45 The first annual Shoreline Festival celebrates air, fire, water, and earth—the elements that are the essential forces that shape our natural environment at the Crockett Waterfront. Moraga Summer Concerts resume after COVID-19 in the Moraga Commons Park, a tradition since 1984. Residents in Lafayette begin placing crosses on a hill overlooking the Lafayette BART station and Highway 24 to memorialize the American soldiers who had died in the Iraqi war. There are over 6,000 crosses now covering this hill. Brentwood Theater Company begins producing Broadway musicals. Blue Devils win their most recent world championship. Blue Devils Drum and Bugle Corps in Concord have won 20 times! The corps is made up of talented musicians from around the world. Evan O’Dorney of Danville wins the Scripps National Spelling Bee. “Mountain Days,” a new musical celebrating John Muir, performs in the new Martinez Amphitheater. The Arts are hit hard by COVID-19. The Art Deco style Martinez Library is placed on the National Register of Historic Places. Butterfield 8 is reorganized as B8 Theatre Company. Annual lighting of the Danville Oak Tree, a decades-long tradition in downtown Danville, returns after a two-year COVID pandemic shutdown. 2006 2010 2007 2014 2020 2021 2008 2016 2010 2019 20232022 Brentwood is one of 212 cities designated by KaBOOM! as a Playful City USA for 2010 - one of only 23 such cities in California and only three in Northern California. COMMUNITY INPUT Ad Hoc Arts Council Steering Committee The purpose 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.” On August 2, 2022, the Board of Supervisors referred to the Internal Operations (IO) Committee the establishment of an Ad Hoc Arts Council Steering Committee. At its September 12, 2022 meeting, the Internal Operations Committee (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 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. 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 (Nonprofit foundation) 46 47 7. Margot Melcon (Nonprofit foundation) The Board of Supervisors approved these appointments on November 29, 2022. Following the creation of the Ad Hoc Arts Council Steering Committee, the Internal Operations Committee requested a status update on the activities of the Steering Committee. Since its appointment, the Ad Hoc Steering Committee has met seven times: January 18, February 8, March 15, April 19, May 10 and June 5 and 12. At these meetings, the Consultant provided the Ad Hoc Arts Council Steering Committee with progress reports on: • the key stakeholders being interviewed, inviting and receiving the Committee’s suggested additions to the list • the community visioning sessions, inviting and receiving the Committee’s assistance in promoting these sessions within their districts • the content of the online survey, inviting and receiving the Committee’s suggested edits to the survey and their assistance in promoting the survey to their networks • the arts & cultural organization inventory, inviting and receiving the Committee’s additions to the list • the public art inventory, inviting and receiving the Committee’s additions to the list • a timeline of Contra Costa County’s arts and cultural history, inviting and receiving the Committee’s additions • first draft of the Consultant’s report COMMUNITY INPUT Key Stakeholder Interviews Each stakeholder interview conducted was a free-form conversation that began by asking about the interviewee’s own personal experiences with arts and culture, their professional background and affiliation, their knowledge of the prior Arts and Culture Commission of Contra Costa County, their awareness of the current arts council project, their observations and opinions about the needs of the community with respect to arts and culture. Their responses prompted follow-up questions seeking more information or encouraging them to provide more detail. Interviewees were advised that their comments would be confidential and that any specific quotations used by the consultant would be without attribution. • 68 interviews were conducted with key stakeholders, and took place between November 2022 and April 2023 • In addition to those independently identified by the consultant, interviewees were selected based upon suggestions made to the consultant by County Supervisors, County staff, members of the Ad Hoc Arts Council Steering Committee, and other stakeholders • Stakeholders interviewed were located in each of the five Supervisorial districts in almost equal proportions, as well as several that represent organizations serving multiple districts or the entire county • Stakeholders represented the following constituencies: - artists - arts educators (K-12 and higher education, public and private schools) - arts and cultural organizations, including all arts disciplines (art in public places, dance, historical, libraries, literary, music, theatre, visual arts, multi-disciplinary) • philanthropic organizations • business • government (municipal, county, and state) • All 5 Contra Costa County Supervisors were interviewed • Notes from the sessions were compiled by the consultant and incorporated into the findings and recommendations in this report • Unattributed quotations from stakeholder interviews are shared throughout the report The list of interviewees follows.The Ballet School Performing Arts has been in Walnut Creek since 1976 48 49 First Name Last Name Title Organization City Type of Organization Dominic Aliano District Coordinator State Senator Steve Glazer State Senate District 7 Government Sylvia Amorino Artistic Director Solo Opera Concord Performing Arts Candace Andersen Supervisor CCC Board of Supervisors County District 2 Government Donna Marie Arganbright President Lamorinda Arts Alliance Lafayette Visual Arts Jenny Balisle Founding Executive Director ARTSCCC Richmond Arts Services Annette Beckstrand Board Member Brentwood Community Chorus Brentwood Performing Arts Penny Bledsoe Board Member Pinole Artisans Pinole Visual Arts Marija Bleier Visual Arts Coordinator Town of Danville Danville Government Aniston Breslin Executive Director Lamorinda Arts Council Lafayette Multidisciplinary Lindsey Bruno Recreation Manager City of Oakley Oakley Government Diane Burgis Supervisor CCC Board of Supervisors County District 3 Government Richard Cammack Artistic Director Contra Costa Ballet Walnut Creek Performing Arts Ken Carlson Supervisor CCC Board of Supervisors County District 4 Government Bill Carmel Art Teacher Board Member, Lamorinda A.C.San Ramon Arts Education Adam Chow Parks & Rec Comm Svcs Supervisor San Ramon Art Advisory Committee San Ramon Multidisciplinary Joan Cifarelli Music Instructor Los Medranos College Pittsburg Arts Education Jose Cordon Special Project Coordinator Monument Impact Antioch Multidisciplinary Winnifred Day Arts & Culture Manager Richmond Arts & Culture Commission Richmond Multidisciplinary Ruthie Dineen Executive Director East Bay Center for the Performing Arts Richmond Performing Arts John Dunn Performing Arts Coordinator Town of Danville Danville Government Amanda Eicher Executive Director NIAD Art Center Richmond Multidisciplinary Gerald Epperson Owner Epperson Gallery Crockett Visual Arts Sue Farmer Board Chair Lamorinda Arts Council Lafayette Multidisciplinary Kelly Ferguson Director of Development Rainbow Community Center Concord Visual Arts Nilofar Gardezi Program Officer/Grants Manager Dean & Margaret Lesher Foundation Walnut Creek Philanthropy John Gioia Chair CCC Board of Supervisors County District 1 Government Federal Glover Supervisor CCC Board of Supervisors County District 5 Government Alexandra Hollingshead Director Rebel Art School Walnut Creek Visual Arts Carolyn Jackson General Manager Lesher Center for the Arts Walnut Creek Performing Arts Lisa Kingsbury Director of Community Engagement Contra Costa School of the Arts Walnut Creek Arts Education Nina Koch Owner East County Performing Arts Brentwood Performing Arts Lawrence Kohl Music Director Pacific Chamber Orchestra Lafayette Performing Arts Michelle Lacy General Manager Pleasant Hill Parks & Rec District Pleasant Hill Government Marilyn Langbehn Executive/Artistic Director Contra Costa Civic Theatre El Cerrito Performing Arts Dorrie Langley President Martinez Arts Association Martinez Multidisciplinary Doug Lezameta CEO Hispanic Chamber of Commerce Walnut Creek Business Suzanne Long Gallery Manager Epperson Gallery Crockett Visual Arts Kathryn Lopez Artistic Director Ghostlight Theatre Brentwood Performing Arts Sage Loring Executive Director Three Thirty Three Arts Walnut Creek Art Services Tari Loring Co-Founder Local Edition Creative Walnut Creek Art Production Christy Mack Co-Founder/Co-Creator Art Moves Project Lafayette Multidisciplinary Tara Malik Media Arts & Culture Director RYSE Youth Center Richmond Multidisciplinary Michael McCarron Executive Director Contra Costa Historical Society Martinez Heritage First Name Last Name Title Organization City Type of Organization Alison McKee Librarian CCC Public Library Countywide Multidisciplinary Margot Melcon Program Executive, Arts & Culture Zellerbach Family Foundation San Francisco Philanthropy Robin Moore Artistic Director Prior involvement with AC5 Martinez Visual Arts Rachel Osajima Managing Director Alameda Arts Commission Oakland Arts Services Lisa Potvin Recreation & Parks City of Concord Concord Government Yazmyn Rahimi Events Planner Google Oakley Business Jimmy Ramirez Planning Commissioner City of Oakley Oakley Government Vickie Resso Co-Founder & Board Member Pinole Artisans Pinole Visual Arts Jose Rivera Executive Director Richmond Art Center Richmond Visual Arts Willie Robinson President Richmond NAACP Richmond Civic organization Eugene Rodriguez Founder & Executive Director Los Cenzontles Cultural Arts Academy San Pablo Performing Arts Shayna Ronen Executive Director I Can Do That Performing Arts Center Danville Performing Arts Jenny Rosen Staff Liaison Lafayette Public Art Committee Lafayette Visual Arts Joel Roster Executive Director El Campanil Theatre Antioch Performing Arts Ted Russell Arts Program Officer Kenneth Rainin Foundation San Francisco Philanthropy Kevin Safine Arts & Recreation Director City of Walnut Creek Walnut Creek Multidisciplinary Michelle Seville Former Manager Richmond Arts & Culture Commission Richmond Multidisciplinary Kate Sibley Singer Contra Costa Chorus Richmond Performing Arts Susan Stuart Executive Director Brentwood Community Chorus Brentwood Performing Arts Chris Verdugo Operations Director CCTV Martinez Media Jessica Wallner Recreation Supervisor Danville Arts Advisory Board Danville Multidisciplinary Peggy White Executive Director Diablo Regional Arts Association Walnut Creek Philanthropy Randall Wight Leader Martinez Campbell Theatre Martinez Performing Arts Liz Wood Advisor Contra Costa Musical Theatre Walnut Creek Performing Arts Clive Worsley Executive Director California Shakespeare Theatre Orinda Performing Arts Hand of Peace Sculpture by Beniamino Bufano Walnut Creek Public Art 50 51 COMMUNITY INPUT Visioning Sessions 6 visioning sessions: • 1 with the members of the Steering Committee (live) at a meeting open to the public (live and virtual) • 5 Community Visioning sessions in each of the County’s supervisorial districts (live) • Visioning sessions were staffed by a bi-lingual team member to assist Spanish speaking participants • Total attendance exceeded 160 Visioning Sessions were promoted through: • Media announcement by Contra Costa County • Printed postcards distributed through Ad Hoc Steering Committee, Contra Costa Library System, Board of Supervisors offices, and at arts and cultural organizations countywide • Digital image distributed through Board of Supervisors newsletters, emails to Foundations-sponsored arts leaders mixer attendees, emails to key stakeholder interviewees, emails to arts organizations countywide, emails to municipal arts coordinators, and PSAs on CCTV • Digital image posted on Facebook and boosted through paid advertising to a targeted audience of Contra Costa County residents At the Visioning Sessions, each District’s Supervisor made welcome remarks—Supervisors John M. Gioia (District 1), Diane Burgis (District 3), Ken Carlson (District 4) and Federal D. Glover (District 5) delivered them in person; Supervisor Andersen’s (District 2) were delivered by Chief of Staff Gayle Israel due to her being out of town. The visioning conversations provided a collective snapshot of the current conditions impacting artists and organizations and their most urgent needs, stimulated a multitude of ideas for how to improve conditions and provide meaningful experiences to the broader community and generated visionary goals for shaping the future of Contra Costa’s cultural life. Participants were asked to reflect on a personally meaningful arts experience and its impact on them and to collectively brainstorm their vision for Contra Costa’s arts ecosystem and cultural experiences ten years into the future. 52 53 March 14, 2023 – Walnut Creek (District 4 – Supervisor Ken Carlson) Approximately* 45, including: Sylvia Amorino Karen Bell-Patten Susan Borzliz Bill Carmel Chrysanthe Christudoulou Jose Cordon Lisa Dell Susan DeSanti Yukie Fujimoto Fran Garland Miguel Gonzalez Alyson Greenlee Steve Harwood Kathy Hemmenway Carolyn Jackson Flora Johnstone Lawrence Kohl Donna Labriola Alexia Lopez Tari & Sage Loring Christy Mack Dennis Markan Jose Luis Marquez JanLee Marshall Elizabeth Orchutt Jenny Rosen Karen Sakata Anh Dao Shah Brianna Shahvar Melissa Stephens Fran Sticha Rex Takahashi Leslie Wilson Clive Worsley * Not all attendees signed in and some names were illegible at all the sessions. We apologize for misspellings. Ad Hoc Steering Committee members are not included in the lists, but all attended some or all of the sessions. March 15, 2023 – Oakley (District 3 – Supervisor Diane Burgis) Approximately 25, including: Karin Bentley Marija Bleier Jose Cordon Marian Ferrante Marsha Golangco Carol Jensen Jane Joyce Nina Koch Kathryn Lopez Heather Marx Lisa Maule Claire Maura Dawn Morrow Teresa Onoda Yazmyn Rahimi Jimmy Ramirez Cindy Tumin Melissa Vongtama Vanessa Zakas 54 55 March 16, 2023 – Pittsburg (District 5 – Supervisor Federal D. Glover) Approximately 20, including: Jose Cordon Ginny Golden Mr. B Jackson D. Jaxon Irene Kurniawan Lisa Maule Iris Moore Dhoryan Rizo Sonja Shephard Taunito Trotter Edgar Tumbaga Rose Mary Tumbaga March 17, 2023 – Danville (District 2 – Supervisor Candace Andersen’s Chief of Staff Gayle Israel) Approximately 20, including: Jose Cordon Tracy Farhad Sue Farmer Nicole Gemmer Tricia Grame Holly Hartz Gene Howard Lawrence Kohl Jose Marquez Pablo Rivera Shayna Ronen 5756 Taro Hattori Christy Lam Alfonzo Leon Brother Micael Joshua Mora Sarah Murray Kenoli Oleari Shelly Precrof Angella Seesaran Michele Seville James Shorter Kate Sibley Tony Tamayo Verenice Velazquez Ayesha Walker Irene Wibawa Buddy Yakacic March 18, 2023 – Richmond (District 1 – Supervisor John M. Gioia) Approximately 50, including: Jenny Balisle Michael Beer Dejeana Burkes Christy Chan Donte Clark Marie Coppola Jose Cordon Judy Cress Shari DeBoer Ruthie Dineen Jennifer Easton Amanda Eicher Audrey Faine Ilena Ferrer Erica Garcia Regina Gilligan Aimee Graham COMMUNITY INPUT Online Survey • Survey launched on March 15 and closed on April 30 • Survey was offered in English and Spanish • Survey was promoted through: - Media announcement by Contra Costa County - Printed postcards distributed through Ad Hoc Steering Committee, Contra Costa Library System, Board of Supervisors offices, and at the 5 - Community Visioning Sessions held March 14-18 in Walnut Creek, Oakley, Pittsburg, Danville, and Richmond - Digital image distributed through Board of Supervisors newsletters, emails to Foundations-sponsored arts leaders mixer attendees, emails to Key Stakeholder interviewees - Digital image posted on Facebook and boosted through paid advertising to a targeted audience of Contra Costa County residents 58 59 COMMUNITY INPUT Social Media The Consultant created a Facebook page called “Contra Costa Cultural Planning and Arts Council Project” in December 2022 to invite and collect community input, to promote attendance at the community visioning sessions, to promote participation in the online survey, to announce meetings of the Ad Hoc Arts Council Steering Committee, and to inform the public about the progress of the consultancy. The page attracted 247 followers. Post promotion targeting Contra Costa County Facebook subscribers with an interest in arts and culture reached 14,756 people. Also, the page was able to join 11 other Contra Costa-based Facebook groups (e.g. Contra Costa County News, East Contra Costa Culture, Contra Costa County’s History Channel) further enabling it to share posts about opportunity to provide community input. In addition to driving participation, the Facebook page alerted the Consultant to organizations that were not on its initial inventory of arts and cultural assets. The Facebook page provided an additional opportunity to document the project by posting images of the promotional tools and photos from the community visioning sessions. APPENDIX B VISIONING SESSION NOTES COMMENT TYPE DIST 1 - DIST 2 - DIST 3 - DIST 4 - DIST 5 - Steering Comm COUNCIL ROLE VISION No more below minimum wage for artists Advocacy VISION Guaranteed income after artists program visiting artists program - inspire us Assist VISION Nina Simone - artists duty to reflect the times and work for social justice Process VISION Arts integrated deeply into daily community life Advocacy VISION Joy, self care and compassion advanced through arts Advocacy VISION CCC has discovered art is important Advocacy VISION No gatekeeping, art for all, everywhere free!Advocacy VISION Prioritize funding for arts higher(?) more than housing investment Advocacy VISION CCC = Community culturally closer Advocacy VISION Develop a culture of arts participation Advocacy VISION Arts are not the first thing on chopping block Advocacy VISION Everyone is consciously aware of values and experiencing arts and has sustainable ways to engage Advocacy VISION Visual and audio art has become the new universal language, enhances history lessons, more acceptance Advocacy VISION Arts integrates into math, history, other learning Advocacy VISION Real connection between arts and mental health Assist VISION Arts transcend distance in C.C Assist VISION Prioritize wellness, mental, social, environmental Convene VISION Address serious social/personal issues through arts programs Convene VISION Arts as budget priority Advocacy VISION Resources abundant N/A VISION Bridge gap of generations Convene VISION Artists as tribe - connected to each other Service VISION Connecting communities Service VISION Cross-genre, cross-city collaboration and sharing of resources Lead VISION Dedicated, hyper local footprints that capture personality Process VISION Public art everywhere Assist VISION Lady Gaga at Antioch fairground N/A VISION Library a cultural hub; exhibitions, events lectures Assist VISION Rethinking art making platforms and sharing Assist VISION Artists more connected - out of silos(?)Lead VISION Critical that this organization is not formed through the lens of “old people”Process VISION Wide spread of generations/bridging Process VISION All schools have free/full arts programs - kids immersed Assist VISION All schools in C.C have robust, fully funded arts programs traditional and tech based Assist VISION Arts education is fundamental and a requirement (not funded only where that local community can pay)Assist VISION Arts education as fundamental Assist VISION Contra costa county art school K-12 Assist VISION Properly funded + staffed, at least 5-10 staffers Process VISION 10 years of stillness and silence before jumping to solutions Process VISION 10 staff members - arts and richness division Process 60 61 VISION Value proposition- demonstrate how the arts meet the moment (artists as 2nd responders)Advocacy VISION Arts & economy- connect people to place Advocacy VISION Traffic flow changes TO Contra Costa - magnetic pull Advocacy VISION Areas revitalized by arts Assist VISION Soul- stories of the community Advocacy VISION Arts center - space, offices, studios - per district Convene VISION Billionaire dies and leaves endowment N/A VISION Re-imagine how arts workers are supported Advocacy VISION Get the community catalyzing support Advocacy VISION Relationship-based support and institution support Process NEED Art supplies store!!!Assist NEED Subsidized housing for artists Convene NEED Record store N/A NEED Creating support system for artists, festivals, TV program Program NEED Best practices to create resource “playbook”Service NEED Resources for collaboration Service NEED Groups that mentor artists to build careers Service NEED Resource and incubation support for artists that roots them here Service NEED Conversation stays alive Process NEED CCC - wide social media promotion Service NEED Social media support Service NEED Collective effort relearn social media systems Service NEED County wide hub connecting C.C. organization, artists + events Service NEED Access online resources Service NEED Directory/clearing house for info Service NEED Coordinate calendar Service NEED Hub of info on events, resources; space exchange Service NEED Countywide onlines resource guide Service NEED Info on funding Service NEED Promotion and advertisement of local arts resources Service NEED Comprehensive website promoting arts and culture in CCC Service NEED Super-intentional conversation about gentrification Convene NEED Network of resources for immigrant communities and BIPOC arts Service NEED Change perception of what artists are and their career is Advocacy NEED Community support for artists Advocacy NEED Real partnership between developers, industry, arts and cities/county Lead NEED Adequate funds to maintain public art Advocacy NEED Adequate funding to support art programs in communities Advocacy NEED Get 19(?) cities in county to corporate and support the arts Convene NEED Art will happen regardless of funding but we need funding to support development of artists Lead NEED Funding that takes care of living Process NEED Grant writing support Service NEED More connection between artists and healing spaces Convene NEED Bring people into conversation - elevate discussion Convene NEED Professional Devel Mixers - business development, use social media, bookkeeping Service NEED Connectivity Service NEED Networking for younger artists Service COMMENT TYPE DIST 1 - DIST 2 - DIST 3 - DIST 4 - DIST 5 - Steering Comm COUNCIL ROLE NEED How to create local connections/networks in bedroom community Service NEED Funders aware of local arts needs Convene NEED Grant writing support and info Service NEED Nonprofit board development Service NEED Amazing comms/connectivity between organizations Service NEED Funding to hire grant writers to help community arts group Service NEED Arts council provides info on grant opportunities and provides grant writing support Service NEED Recognize and serve needs of different cities Process NEED We need to connect east county may have a lot of different needs Process NEED Festivals: Cherry festival, Brentwood art, wine and jazz festival Program NEED Artist housing like New York Convene NEED Access shared spaces Convene NEED Artist Live/work space Convene NEED We need a community performing space out here Convene NEED Address inequity across libraries system wide approach/funding Convene NEED Annual arts summit Lead NEED Persistent sustained advocacy structure Advocacy NEED Cities and counties working together Convene NEED Voices of those left out are here from babies to elders - level of respect Process NEED Younger - empowered leaders Process NEED Arts and music in the schools Assist NEED Art education for children Assist NEED Re-imagine how arts workers are supported Advocacy NEED Arts incubator Convene NEED Shared business models and services Service NEED Strong network Service NEED Arts & culture website with opportunities to attend, learn and create (see Santa Monica)Service NEED Workshops & technical assistance Service NEED Grant guidelines that facilitate more equitable scoring Process IDEA CCC access/create tech innovation in art Assist IDEA Economic opportunities for artists and small businesses Convene IDEA Partnerships b/t city/local gov and artists promote them Convene IDEA Visiting artist program Convene IDEA Permanent county exhibits and collection of local artists - connect students Program IDEA Resources/incubator support for artists at all levels of their careers root them in this county Service IDEA TV station - showcase shows Assist IDEA Promote and develop Antioch Linn(Lynn?) House gallery Assist IDEA Open studio space - drop in - ceramics, textiles, visual music and knowledge Convene IDEA Public art and maps Service IDEA County wide database for arts Service IDEA Volunteer opportunities Service IDEA An app to get notified at events by city and county, Alert me to the things i might want to attend Service IDEA A website/ can it be broader than CCC?Service IDEA Preserving traditions/craft Process IDEA Acknowledge first people/arts pass down knowledge/history/tradition Program IDEA More cultural festivals to represent increasingly diverse and community Program IDEA Indigenous contra costa history ….? Walking tour Program COMMENT TYPE DIST 1 - DIST 2 - DIST 3 - DIST 4 - DIST 5 - Steering Comm COUNCIL ROLE 62 63 IDEA Artists as sustaining life through catastrophe Advocacy IDEA Arts as tool for social transformation - quadruple down on that Advocacy IDEA Art to teach math - STEM to STEAM Assist IDEA Connect creatives and nature - partnership w parks Convene IDEA Connection to local government and economic development Convene IDEA Every town has arts plan based on econ impact study Convene IDEA County leads/participates in Arts and Economic Prosperity study Lead IDEA More “pay what you can” opportunities N/A IDEA Percentage for the arts/retail and developers Advocacy IDEA 1.5% of building funds for the arts Advocacy IDEA Percent of money to public art broadly in The County for new development and gove buildings Advocacy IDEA Partnerships/funding from local businesses for arts events Assist IDEA Guaranteed income and living wages Convene IDEA Collaboration - city agencies and nonprofit multi-year funded projects Convene IDEA Mental health providers fund arts program Convene IDEA Business support of free tickets Convene IDEA Funding to support dedicated arts staff positions Lead IDEA Big business partnering with smaller creative businesses, sponsorships, promoting Lead IDEA Creative business license goes into funding for arts Lead IDEA Priority funding for comms, collaboration, local personality projects, space Process IDEA Innovation investment i.e. RXaR (?) IDEA Create opportunities to engage small businesses in the arts Convene IDEA Arts alliance w Chambers Convene IDEA Public arts admin network Convene IDEA Mechanism to encourage people to invest locally in the arts - local pride Lead IDEA Major event like SXSW, infrastructure and playbook Program IDEA Playbook for festival - permits (?)Service IDEA Professional development for emerging arts leaders Service IDEA Raise awareness of needs to local organizations/find local funders Convene IDEA Diversify arts boards next gen - under 30 Convene IDEA Make developers honor their commitments to arts and artists Assist IDEA Downtowns express individuality of community Assist IDEA More art of everyday objects i.e. contest panel boxes (?)Convene IDEA Restore Benny Bufano Bear N/A IDEA Connection to land history Program IDEA Rap/hip hop teams per district and classes in school Program IDEA Art sales in public places Assist IDEA Transportation resources to make connections with in the county (those without cars/youth)Assist IDEA Programs to open streets to artists Lead IDEA Annual open studios program Lead IDEA Teacher teach finding voice, finding self N/A IDEA New way to tell the story of county history Program IDEA Innovative architecture and landscape - tours, awards ceremony Program IDEA Every city in the Bay area has hopping poetry event Program IDEA Artists activating downtown Program IDEA More free live music in the parks Program IDEA More arts in the parks Program COMMENT TYPE DIST 1 - DIST 2 - DIST 3 - DIST 4 - DIST 5 - Steering Comm COUNCIL ROLE IDEA More art in public spaces and …? for local artists to exhibits and sell their work Program IDEA Art clinics where people can go to learn Program IDEA Theater library Assist IDEA Expand kinds of arts uses of libraries Assist IDEA Culturally chamilaion spaces- used by many Assist IDEA Develop art colonies in communities Assist IDEA Turn mall into dynamic arts spaces - galleries, performances spaces, music hall Convene IDEA Outdoors spaces for performances, 99 - seat theater → let kids interpret shakespeare Convene IDEA Shared resources/sets/spaces for performing arts Convene IDEA Makers space Convene IDEA Good county library system can be a hub for info/tech/networking/solicization Convene IDEA Repurpose empty/outdated spaces and invoke curiosity Convene IDEA Spaces, co-location w services Convene IDEA Shared events - venues + exposure Lead IDEA Activating underused spaces for arts Lead IDEA Affordable live/work spaces Lead IDEA Coordinating vs. competing Process IDEA Connect youth to scholarships/resources Assist IDEA Help youth find self/purpose via arts funding to prevent crime, etc.Assist IDEA Places/spaces for youth development/arts Assist IDEA Access and exposure to youth Assist IDEA Jobs for artists > youth Assist IDEA Ways to reach more youth Assist IDEA Students internships Assist IDEA Communication art opportunities to youth N/A IDEA Schools where in order to teach, you must be a practitioner N/A IDEA Teen arts council Process IDEA Public space for artists to practice and connect that process with youth - safe expressive places Program IDEA Kids exposed to working artists, see careers Program IDEA Mentoring from seniors to youth - volunteers Program IDEA Youth poet laureate Program IDEA Youth arts - Showcase, contest, scholarships Program IDEA Arts/socialization programs for teens Program IDEA Cultural shift - help kids explore life goals/purpose Program IDEA Artists and residency programs for unhoused and system engaged youth Program IDEA Expressive young coaching middle/high schoolers connect to professional Service IDEA Reflecting before acting Process IDEA Staffing support/grants only/programs only, communication only Process IDEA Look at sports alliance model IDEA Art recruiters - like army IDEA Arts & culture website with opportunities to attend, learn and create (see Santa Monica)Service IDEA Collaborative/shared fundraising Convene IDEA Workshops & technical assistance Service IDEA Grant guidelines that facilitate more equitable scoring Service IDEA Utilizing schools as connectors and existing space infrastructure Convene IDEA Leverage diverse community leadership and languages Process IDEA Activated public spacers & nature Program COMMENT TYPE DIST 1 - DIST 2 - DIST 3 - DIST 4 - DIST 5 - Steering Comm COUNCIL ROLE 64 65 Clay Studio at the Center for Community Arts Walnut Creek IDEA Intergenerational arts activities Program IDEA Experiential programs - people engaged in the creative process Program IDEA Arts embedded in the economic development departments of local gov Lead IDEA Youth involvement Assist IDEA Instrument petting zoo Program IDEA Collaborative cohab spaces Convene IDEA More festivals & exhibitions- cultural and historical Program IDEA Multidisciplinary festivals Program IDEA Adaptive re-use of buildings Convene IDEA More park amphitheaters Assist IDEA Landmark celebrations Program IDEA Intersection murals Program IDEA 2nd Line - music parades Program IDEA Explosion of public art in communities Program IDEA Collaborative/shared fundraising Convene IDEA Utilizing schools as connectors and existing space infrastructure Convene IDEA Value proposition- demonstrate how the arts meet the moment (artists as 2nd responders)Advocacy IDEA Leverage diverse community leadership and languages Process CONDITION Wake up call to increase funding, artists moving to C.C Advocacy CONDITION Conversations about gentrification and “vibrant” arts scene Convene CONDITION Art erases jurisdictional boundaries - barriers named and changed Convene CONDITION Limited to traffic + public safety initiatives N/A CONDITION Daunting scale and scope Process CONDITION Important not to over promise Process CONDITION Need realistic scope with resources Process CONDITION Achievable goals Process COMMENT TYPE DIST 1 - DIST 2 - DIST 3 - DIST 4 - DIST 5 - Steering Comm COUNCIL ROLE SURVEY RESULTS OVERVIEW OF SURVEY RESULTS Arts & Culture Very or Extremely Important 88% of verified respondents say art, culture, cultural traditions or creativity are very or extremely important. Artistic Practice is High 75% of verified respondents consider themselves an artist, a craftsperson, a creative worker, a culture bearer, arts teacher or working in the arts. Artistic Practice Mostly Uncompensated 25% of respondents report that they earn half to all of their household income through their involvement in the arts. 41% of those who consider themselves part of the cultural economy report that they don’t earn money through their practice or volunteer involvement. For those reporting some earnings from their creative practice, 27% report earnings from teaching art or music, 27% are receiving earnings from the performing arts, 26% from visual arts and photography, and 23% from music. Numerous workers report serving as volunteers in arts organizations. Frequently Attend Arts & Cultural Experiences 23% of respondents attend arts & cultural experiences weekly to multiple times per week, 36% monthly, and 27% several times per year. Attend Most Arts & Cultural Experiences in Contra Costa County 33% say that they attend half or more of their arts & cultural experiences within Contra Costa County, with 36% saying they attend 75% or more within Contra Costa County. All Age Groups Need More Access to Arts Age range priority needs ranked from 35% to 58% of respondents, with multigenerational opportunities ranking highest. 66 67 Top 4 Programmatic Needs: • Concerts and musical offerings • Festivals (arts, crafts, performances, food, etc.) • Public art in neighborhoods or downtowns • Art exhibitions (openings, gallery talks, public art tours) Top Service Priorities for Arts Council: • Provide grants to artists and arts organization • Provide free or inexpensive art studios, exhibit space, or performance space • Provide resource listings (grants, jobs, calls to artists or auditions, spaces to rent) • Provide countywide website directory of artists and cultural organizations • Provide networking and peer learning opportunities • Provide professional development or business trainings Top Leadership Priorities for Arts Council: • Advocate for more public and private funding for arts & culture throughout the county • Partner with city governments to strengthen the arts through cultural planning and investment • Foster collaborations among artists and arts organizations that can strengthen projects or result in other shared resource opportunities • Partner with the county office of education to strengthen arts education in the county Top Programmatic Priorities for Arts Council: • Offer a website that provides listings of arts and cultural events countywide, where they are, and how to attend • Partner with other organizations in showcases or festivals featuring local artists or performers • Identify gaps in arts and culture programs in the community and provide programs or find other suitable organizations to fill them • Work with local and regional press and media to find new ways to increase coverage of arts and culture Top Priorities for Arts Council to Address Access and Equity: • Plans its programs and services to ensure that the needs of all geographic areas of the county are addressed • Have a leadership structure that reflects the demographic diversity of the county • Provide or support programs that stimulate civic engagement by all • Offer resources and trainings on equity, inclusion and diversity to arts organizations and creative businesses Top community benefits of the arts: • Unifying the community and increasing community participation • Providing opportunities for residents to have fun and socialize • Engaging the personal creativity of county residents • Engaging youth in creative practices and life skills • Honoring and learning about all of the county’s many history and cultures • Improving the safety of our neighborhoods Top economic benefits of the arts: • Supporting or developing local creative talent, businesses and organizations • Making commercial districts or downtowns more alive • Strengthening local support for the creative & cultural sector • Providing reasons to stay and spend in the county • Attracting talent or businesses to our county • Stimulating innovation and new ideas Los Cenzontles in Richmond 68 69 I Can Do That! Performing Arts Center in Danville Survey Participants Gender 70% Female 29% Male 1% Non-binary Age 2% 24 and under 12% 25 - 34 18% 35 - 44 15% 45 - 54 20% 55 - 64 24% 65 - 74 9% 75 or above Household Income 5% $39,999 or less 16% $40,000 - $69,999 17% $70,000 - $99,999 23% $100,000 - $149,999 19% $150,000 - $200,000 20% $200,000 or more Highest Level of Education 1% Some high school 3% High School or equivalent degree 16% Some college, no degree 9% 2 year associate or technical degree 34% Bachelor degree 37% Graduate or professional degree How they identify their background 4% American Indian or Alaska Native, alone 8% Asian or Asian-American, alone 5% Black or African American, alone 13% Hispanic or Latino, regardless of race 2% Native Hawaiian and Pacific Islander, alone 9% Other race, alone 7% Two or more races or other 59% White alone, not Hispanic or Latino 11% Disabled person How long resided in Contra Costa County: 11% 1 - 4 years 16% 5 - 10 years 18% 11 - 20 years 19% 20 - 30 years 36% over 30 years Cities of Respondents 59% of survey responses came from residents of these 4 cities: • Walnut Creek – 18% • Concord – 15% • Richmond – 14% • Martinez – 12% 70 71 ARTS & CULTURAL ORGANIZATIONS & VENUES LIST Contra Costa County Project : Arts & Cultural Organizations & Venues Sector District Organization Website City Performing Arts 4 51 Street Theater Company https://www.facebook.com/51streettheater/about/ Pleasant Hill Art Education 3 Adams Music Boosters https://amsmusicboosters.org/ Brentwood Visual Arts 5 AF by Christopher Tandy https://www.christophermtandy.com/ Martinez Performing Arts 5 Afghan Theatre TV https://www.facebook.com/afghantheatre/ Pittsburg Culture 5 African Cultural Center USA https://www.africanculturalcenterusa.org/ Hercules Performing Arts 1 Aisan Hoss and Dancers (Iranian dance) https://www.aisanhossdance.com Hercules Visual Arts 2 Alamo Danville Artist Society https://adas4art.org/Gallery is in Blackhawk Alamo Foundation 5 Alhambra High School Arts Foundation https://www.alhambrahigh.org/mef Martinez Culture 2 American Alliance of International Arts Cultures and Education https://www.aaiace.org/ Moraga Foundation 2 American Artist Foundation https://sanramonarts.org/ San Ramon Performing Arts 2 Amy Likar, Alcyon Ensemble https://amylikar.com/project/alcyone-ensemble Orinda Museum 3 Antioch Historical Museum https://www.antiochhistoricalmuseum.org/ Antioch Performing Arts 5 Antioch Regional Theater https://pmltheatre.com/ Antioch Arts Venue 2 Art Center - City of San Ramon will open in 2023 San Ramon Visual Arts 4 aRT Cottage https://artscottage.blogspot.com/ Concord Visual Arts 5 Art Guild of the Delta https://www.deltagallery.com/art-guild-of-the-delta.html Brentwood Performing Arts 2 Art Movement Project https://www.facebook.com/ArtMovesProject/ Lafayette Performing Arts 1 Artists Embassey International http://dancingpoetry.com/ Richmond Performing Arts 1 Arts Contra Costa County https://www.artsccc.com/ Richmond Performing Arts 4 Arts Media and Entertainment Institute https://www.ameinstitute.org/ Concord Performing Arts 2 Ashmolean Singers https://www.facebook.com/pages/ Ashmolean%20Singers/ Walnut Creek Museum 2 Atlantic Arts Museum Walnut Creek Performing Arts 4 B8 Theater Company http://www.b8theatre.org/ Concord Culture 2 Bay Area Mind and Music Society www.facebook.com/BAYMS San Ramon Visual Arts 2 Bedford Gallery https://www.bedfordgallery.org/ Walnut Creek Performing Arts 1 Black Diamond Ballet https://www.blackdiamondballet.org Pittsburg Performing Arts 2 Black Swan Arts &Media https://www.blackswanarts.org/ Orinda Performing Arts 2 Blackhawk Chorus https://www.blackhawkchorus.com/ Danville Museum 2 Blackhawk Museum https://blackhawkmuseum.org Danville Performing Arts 5 Blue Devils Performing Arts https://www.bluedevils.org/ Concord Government 3 Brentwood Arts Commission https://www.brentwoodca.gov/government/ aboards-commissions/arts-commission Brentwood Visual Arts 3 Brentwood Arts Society https://www.brentwoodartsociety.com/ Brentwood Foundation 2 Brentwood Music Foundation http://bcb.deeders.net/ Danville Performing Arts 3 Brentwood Teen Theater https://brentwoodteentheater.com/ Brentwood Art Education 3 Bristow Music Booster https://www.bristowmusic.org/ Brentwood Performing Arts 3 Broadway Repertory Theater https://www.facebook.com/broadwayrepertorytheater/ Brentwood Arts Education 1 Building Blocks for Kids https://www.bbk-richmond.org/ Richmond Contra Costa County Project : Arts & Cultural Organizations & Venues Sector District Organization Website City Art Education 2 California High School Music Boosters https://www.calhighmusic.org/ San Ramon Culture NA California Multicultural Art Institute https://www.facebook.com/MI.Multicultural.Institute/ Berkeley Performing Arts 2 California Shakespeare Theater https://calshakes.org/ Orinda Performing Arts 2 California Symphony https://www.californiasymphony.org Walnut Creek Performing Arts 5 California Theater https://www.pittsburgcaliforniatheatre.com/ Pittsburg Visual Arts 4 California Watercolor Association https://www.californiawatercolor.org/ Walnut Creek Visual Arts 4 California Writers Club, Mt Diablo Branch https://cwcmtdiablo.org Pleasant Hill Venue 2 Calvin Simmons Center for the Performing Arts http://www.calvinsimmonscenter.org/ Walnut Creek Performing Arts 5 Campbell Theater https://www.campbelltheater.com/ Martinez Arts Education 2 Campolindo Choral Music Education http://campochoir.com/ Moraga Wellness 4 Cancer Support Community https://www.cancersupportcommunity.org/ Walnut Creek Martial Arts 4 Capoeira Omolu https://www.wcomulucapoeira.com Walnut Creek Performing Arts 4 CCCOE - Visual and Performing Arts https://www.cccoe.k12.ca.us/departments/ (VAPA) curriculum_and_instruction/visual_performing_arts Pleasant Hill Arts Education NA Center for Art Esteem https://www.ahc-oakland.org Oakland Visual Arts 4 Center for Community Arts https://www.communityarts.org/ Walnut Creek 5 Center for the Arts and Technology Antioch Culture 4 Center for the Promotion of Indian Sacred Culture https://www.indiansacredculture.org/ Concord Performing Arts 4 Center Repertory Company, WC https://www.lesherartscenter.org/programs/ center-repertory-company Walnut Creek 2 Central Eu California Cultural Instutute https://www.facebook.com/cecinitiative/ Orinda Performing Arts 2 Chamber Musicians of Northern California Ornia https://www.cmnc.org/ Walnut Creek Performing Arts 1 Cherie Hill Irie Dance http://www.iriedance.com/ Richmond Visual Arts 4 Chick Boss https://chickboss.com Clayton Wellness 4 Choice in Aging https://choiceinaging.org Pleasant Hill Performing Arts 2 Chorus Eclectic https://choruseclectic.org/about/ Danville Performing Arts 2 Circosphere LLC https://circosphere.com/ Danville Performing Arts 4 Clarinet Fusion https://www.clarinetfusion.org Pleasant Hill 2 Claudygod Music & Ministries https://www.facebook.com/ San Ramon Visual Arts 4 Clay Art Guild https://www.facebook.com/CeramicArtsWalnutCreek/ Walnut Creek Museums 4 Clayton Historical Society https://claytonhistory.org/ Clayton Performing Arts 4 Clayton Theatre Company https://www.claytontheatrecompany.com/ Clayton Art Education 4 Clayton Valley Charter High School https://www.claytonvalley.org Clayton Art Education 4 Clayton Valley Music Boosters https://www.claytonbands.org/ Concord Art Education 4 College Park Instrumental Music Boosters https://cphs.mdusd.org/CPMusicBoosters Pleasant Hill Art Education 4 College Park Visual Arts Boosters https://cphs.mdusd.org/CPvisualartsboosters Pleasant Hill Foundation 2 Community Arts Foundation https://commartsfoundation.org/ Walnut Creek 4 Community Concern for Art Music and Sports https://www.guidestar.org/ Concord Visual Arts 4 Concord Art Association https://www.concordartassociation.org/ Concord Art Education 4 Concord HighSchool Instrumental Music Boosters https://www.chsminutemenmusic.org/boosters/ Concord Performing Arts 4 Contra Costa Ballet https://www.contracostaballet.org/ Walnut Creek Performing Arts 4 Contra Costa Chamber Orchestra https://contracostachamberorchestra.org Walnut Creek Performing Arts 4 Contra Costa Childrens Chorus https://www.facebook.com/people/ Contra-Costa-Childrens-Chorus Walnut Creek Performing Arts 1 Contra Costa Chorus https://ccchorale.org Richmond Performing Arts 1 Contra Costa Civic Theatre https://ccct.org/ El Cerrito 72 73 Contra Costa County Project : Arts & Cultural Organizations & Venues Sector District Organization Website City Arts Education 1 Contra Costa College, Fine Arts https://www.contracosta.edu/classes/ academic-departments/fine-media-arts/ San Pablo Performing Arts 5 Contra Costa Comedy http://www.cococomedy.com/ Martinez Performing Arts 4 Contra Costa Musical Theatre https://www.ccmt.org/ Walnut Creek Government 4 Contra Costa Office of Education https://www.cccoe.k12.ca.us/ Pleasant Hill Performing Arts 2 Contra Costa Performing Arts Society https://www.ccpas.org/ Walnut Creek Performing Arts 2 Contra Costa School of Performing Arts https://www.cocospa.org/ Walnut Creek Government 4 Contra Costa Television https://www.contracosta.ca.gov/142/ Contra-Costa-Television-CCTV Martinez Performing Arts 2 Contra Costa Wind Symphony https://www.ccwindsymphony.org Walnut Creek Performing Arts 5 Creascent Moon Theater Productions https://www.crescentmoontheaterproductions.com/ Hercules 1 Create Peace Project https://www.facebook.com/createpeaceproject/ Richmond Visual Arts 4 Creekside Artist Guild https://www.facebook.com/creeksideartistsguild Clayton Performing Arts 4 Curtains Up Youth Theatre https://www.walnutacrespfc.net/pfc-programs/ after-school-enrichment-programs/curtains-up-youth-theatre Concord Performing Arts 4 DA Dance Center https://www.thedadancecenter.com Concord Performing Arts 4 Dance Connection Performing Arts Centre http://www.danceconnectionpac.com/ Concord Arts Services 2 Danville Arts Advisory Board https://www.danville.ca.gov/274/Arts-Advisory-Board Danville Performing Arts 2 Danville Community Band https://danvilleband.org/ Danville Performing Arts 2 Danville Girls Chorus http://www.danvillegirlschorus.org/ Danville Performing Arts 1 Davalos Dance Company http://davalosdance.org/ Richmond Performing Arts 5 Delta Childrens Ballet Theatre https://my.donationmatch.com/nonprofits/ delta-children-s-ballet-theatre Pittsburg 3 Delta Education Group Antioch Visual Arts 3 Delta Gallery https://www.deltagallery.com/ Brentwood Performing Arts 2 Diablo Ballet https://diabloballet.org/ Walnut Creek Performing Arts 2 Diablo Choral Artists https://www.dcachorus.org/ Walnut Creek Culture 4 Diablo Japanese American Club https://www.diablojaclub.com/ Concord Culture 4 Diablo Nippongo Gakuen https://www.diablonippongogakuen.org/ Concord Foundation 2 Diablo Regional Arts Foundation https://www.draa.org/ Walnut Creek Performing Arts 2 Diablo Symphony Orchestra https://www.diablosymphony.org/ Walnut Creek Performing Arts 4 Diablo Taiko https://www.linkedin.com/in/arlene-kikkawa-nielsen Concord Performing Arts 2 Diablo Theatre Company https://www.diablotheatre.org/ Walnut Creek 2 Diablo Valley Arts Academy Company https://www.facebook.com/diablovalleyarts.org/ Walnut Creek Performing Arts 4 Diablo Valley College Band https://www.dvc.edu Pleasant Hill Performing Arts 4 Diablo Valley College Performng Arts Center https://www.dvc.edu/campus-life/performing-arts.html Pleasant Hill Venue 2 Diablo Valley Theater and Conference Center https://www.diablosymphony.org/locations/ diablo-valley-college-performing-arts-center/ Walnut Creek Performing Arts 4 Diablo Wind Symophony https://bdsandbox.org/programs/diablo-wind-symphony Concord Performing Arts 4 Diaspora Arts Connection Inc. https://www.diasporaartsconnection.org/ Pleasant Hill Performing Arts 2 Dougherty Valley Theater https://www.sanramon.ca.gov/our_city/ departments_and_divisions/parks_community_services /parks_facilities/facilities/dougherty_valley_ performing_arts_center San Ramon 4 East Bay Artist Guild https://www.eastbayartistsguild.org/ Pleasant Hill Performing Arts 1 East Bay Center for the Performing Arts https://www.eastbaycenter.org/ Richmond Culture 2 East Bay Hungarian Educational Group https://www.hungarianschool.org/ Walnut Creek Performing Arts 5 El Campanil Theatre https://www.elcampaniltheatre.com/ Antioch Government 1 El Cerrito Arts Commission https://www.el-cerrito.org/649/Arts-Culture-Commission El Cerrito Foundation 3 El Companil Theatre Preservation Foundationhttps://www.elcampaniltheatre.com/ Antioch Performing Arts 4 El Morocco www.elmoroccorestaurant.com Pleasant Hill Contra Costa County Project : Arts & Cultural Organizations & Venues Sector District Organization Website City Performing Arts 1 Empowering Youth Through Music https://www.eytm25.org/ Richmond Performing Arts 2 Engineering Alliance for the Arts https://engineersalliance.org/ Walnut Creek Performing Arts 1 Enpowering Youth Through Music https://www.eytm25.org/ Richmond Visual Arts 5 Epperson Gallery https://eppersongallery.com/ Crockett Performing Arts 2 Eugene O’Neill Foundation, Tao House https://eugeneoneill.org/ Danville Performing Arts 2 Expressionsn Dance Academy www.expressionsdanceacademy.com Brentwood Performing Arts 2 Festival Opera https://www.festivalopera.org/ Walnut Creek Performing Arts 5 Fiat Music https://www.linkedin.com/company/fiat-music-company Pinole Culture 3 Filopino-American Cultural Society of Antioch Antioch Foundation 2 Foundation for Global Arts https://foundationforglobalarts.org/ Walnut Creek Performing Arts 4 Friction Performing Arts https://www.frictionquartet.com/ Concord Foundation 2 Friends of Civic Arts Education Foundationhttps://commartsfoundation.org/Walnut Creek Museum 2 Friends of Joaquin Morga Adobe https://www.moragaadobe.org/ Orinda Performing Arts 5 Funny Bone Productions https://www.facebook.com/funnytothebone/ Martinez Performing Arts 1 Gadung Kasturi Balinese Dance and Music http://www.gadungkasturi.org/ Richmond Performing Arts 4 Galatean Player Ensemble https://www.facebook.com/Galatean-Players- Ensemble-Theatre-112245066140/ Concord Foundation 2 General Music Education Foundation https://www.lafayettecf.org/ Lafayette Performing Arts 3 Ghostlight Theatre Ensemble https://ghostlightte.org/ Brentwood Performing Arts 2 Gill Theatre Arts https://www.gilltheatrearts.org/ Danville Visual Arts NA Global Art Project https://globartproject.wixsite.com world wide Performing Arts 2 Gold Coast Chamber Players https://www.facebook.com/GoldCoastChamberPlayers/ Lafayette Visual Arts 5 Grant Street Tribe of Artists https://happeningnext.com/event/ grant-street-tribe-of-artists-eid3a08ml4q1w Concord Performing Arts 4 Grown Women Dance Collective https://www.facebook.com/ goodwomendancecollective/ Concord Culture 2 Guang-Yu Chinese Culture & Arts Center San Ramon Culture 2 Healing Arts Peace Project International - Happi https://www.facebook.com/healingartspeaceprojects/ Orinda Visual Arts 2 Hearst Art Gallery, St Marys College https://www.stmarys-ca.edu/ saint-marys-college-museum-of-art Moraga Art Education 5 Hercules Music Boosters Association https://www.facebook.com/people/ Hercules-Music-Boosters-Association Hercules Art Education 3 Heritage Performing Arts Booster Club https://booostr.co/all-booster-clubs/listing/ heritage-performing-arts-booster-club/ Brentwood Culture 1 Huicho Center for Cultural Survival and Traditional Arts https://www.facebook.com/Huicholcenter/ San Pablo Visual Arts 2 I Can Do That Performing Arts Center https://www.facebook.com/ ICanDoThatPerformingArtsCenter Danvile Culture 3 International Fellowship of Rotarian Musicians https://ifrm.org/ Brentwood Performing Arts 1 JamesToland Vocal Arts https://www.jamestolandvocalarts.org/ San Pablo Culture 4 Japanese American Religious and Cultural Center - Shinwakai Program Concord Foundation 4 Jeffery Marshall’s Arts Foundation https://www.facebook.com/itsallaboutjeffrey/ Concord Visual Arts 4 JOR Gallery http://jorfineartgallery.com Clayton Performing Arts 2 Julivanna Music Studio Julivanna Music Studio, Voice Coach | Facebook Walnut Creek Performing Arts 4 Kariktan Dance Company, Dance Connection Studio https://kariktan.org/ Concord Arts Education 2 Lafayette Partners in Education https://www.lpie.org/ Lafayette Art Services 2 Lafayette Public Art Committee https://www.lovelafayette.org/city-hall/ commissions-committees/public-art-committee Lafayette Foundation 2 Lamorinda Arts Alliance https://www.facebook.com/LamorindaArt/ Moraga Arts Services 2 Lamorinda Arts Council https://lamorindaarts.org Orinda 74 75 Contra Costa County Project : Arts & Cultural Organizations & Venues Sector District Organization Website City Performing Arts 2 Lareen Fender’s The Ballet School https://www.danceschoolwalnutcreek.com Walnut Creek Visual Arts 2 Las Juntas East Bay Artist Guild http://www.eastbayartistsguild.org Pleasant Hill Foundation 4 Las Lomas Performing Arts Foundation https://laslomashs.revtrak.net/ Performing-Arts-Foundation/#/list Walnut Creek Culture 2 Les Amis De La Culture Francaise https://www.comite-officiel.org/ amis-de-la-culture-francaise.html Alamo Performing Arts 4 Lesher Center for the Arts https://www.lesherartscenter.org/ Walnut Creek Art Production 2 Local Edition Creative http://www.localeditioncreative.com Walnut Creek Performing Arts 1 Los Cenzontles Cultural Arts Academy https://www.loscenzontles.com Richmond Arts Education 1 Los Medanos College Choral & Vocal https://www.losmedanos.edu/music/ vocal/choralcourses.aspx Pittsburg Culture 1 Luo-Kenya Socio-Cultural Group Pinole Visual Arts 1 Madina Papel https://madinapapelanimation.com/ El Cerrito Performing Arts 5 Maharlika Cultural Troupe https://www.facebook.com/mcti92 Martinez Culture 1 Marcau Cultural Center https://www.facebook.com/ elceritocentrocultural/ El Cerrito Visual Arts 5 Martinez Art Association http://www.martinezarts.org/ Martinez Venue 5 Martinez Campbell Theater https://www.campbelltheater.com/ Martinez Performing Arts 5 Martinez Chamber of Commerce https://martinezchamber.com/ Martinez Museum 5 Martinez Historical Society https://martinezhistory.org/ Martinez Performing Arts 5 Martinez Music Mafia https://www.facebook.com/MartinezMusicMafia/ Martinez Performing Arts 5 Martinez Opera Contra Costa http://mtzocc.com/ Martinez Art Education 5 Martinez Unified School District Music Boosters https://www.facebook.com/martinezmusicboosters/ Martinez Performing Arts 1 Masquers Theatre https://www.masquers.org Pt. Richmond Contra Costa County Project : Arts & Cultural Organizations & Venues Sector District Organization Website City Performing Arts 1 Medical Clown Project https://medicalclownproject.org/ Richmond Performing Arts 1 Megan Lowe Dances https://www.meganlowedances.com/ SF Culture 4 Monument Impact https://monumentimpact.org/ Concord Heritage 2 Moraga Adobe https://www.moragaadobe.org Moraga Visual Arts 2 Moraga Art in Public Spaces Committee https://www.moraga.ca.us/265/ Art-in-Public-Spaces-Committee Moraga Foundation 4 Mount Diablo Music Education Foundation https://mdmef.org/ Pleasant Hill Arts Education 4 Mt. Diablo Peace & Justice Center https://ourpeacecenter.org Walnut Creek Performing Arts 4 Mt. Diablo Universalist Unitarian Church https://mduuc.org/ Walnut Creek Museum 2 Museum of San Ramon Valley https://museumsrv.org/ Danville Culture 1 Music Research Institute https://www.music-research-inst.org/index.htm Richmond Art Education 2 Music Teachers Association of California https://www.mtac.org/ San Ramon Arts Education NA Musically Minded https://www.musicallyminded.com/ Oakland Performing Arts 2 Nava Dance Theatre https://www.navadance.org/ Alamo Performing Arts 3 Nick Rodriguez Theatre https://www.antiochca.gov/recreation Antioch Culture 4 Noor Islamic & Culture Community Center https://www.noorislamicandculturalcommunitycenter.com/ Concord Art Education 2 Northgate Choral Music Boosters https://www.northgatepfc.com/ncmb.html Walnut Creek Performing Arts 1 Notority Variety https://www.facebook.com/notorietyvariety/ Richmond Arts Education 1 Nurturing Independence Through Artistic Development Center https://niadart.org/ Richmond Performing Arts 5 Onstage Repertory Theater https://www.facebook.com/ONSTAGETHEATRE Martinez Performing Arts 1 Oomph Dance Theater https://www.facebook.com/watch/oomphdance/ Visual Arts 2 Orinda Arts in Public Places Commission https://www.artspaceorinda.org/ Orinda Venue 2 Orinda Community Center https://cityoforinda.org/216/Facilities Orinda Performing Arts 2 Orinda Starelight Village Players http://www.orsvp.org/ Orinda Culture NA Orly Museum of Hungarian Culture https://www.orlymuseum.org/ Berkeley 76 77 NIAD exhibits “fabric art” at Art Passages Creative project under way at RYSE Center in Richmond Contra Costa County Project : Arts & Cultural Organizations & Venues Sector District Organization Website City Performing Arts 4 Pacific Chamber Orchestra https://pacificchamberorchestra.org/ Livermore Culture 4 Pacific Coast Farmer’s Market Association https://www.pcfma.org/ Concord Foundation 1 Palomarin Chamber Music Foundation http://palomarin.org/ Richmond Foundation 2 Park Theater Trust https://parktheatertrust.org/ Lafayette Performing Arts 5 Paufve Dance https://www.paufvedance.org/ El Cerrito Arts Education 4 Percussion Discussion https://percussiondiscussion.com/ Pleasant Hill Culture 1 Phillippine Culture and Historical Association Pinole Visual Arts 5 Pinole Art Center https://art.placefull.com/pinole-art-center-ca Pinole Visual Arts 5 Pinole Artisans https://pinoleartisans.weebly.com/ Pinole Performing Arts 5 Pinole Community Players https://pinoleplayers.org/ Pinole Foundation 5 Pittsburg Arts and Community Foundation https://www.pittsburgartscommunityfoundation.org/ Pittsburg Performing Arts 5 Pittsburg Community Theater https://pittsburgcommunitytheatre.org/ Pittsburg Culture 5 Pittsburg Entertainment & Arts Hall of Fame https://www.facebook.com/people/ Pittsburg-Entertainment-Arts-Hall-of-Fame Pittsburg Performing Arts 3 Pittsburg High School Creative https://en.wikipedia.org/wiki/ Arts Building Pittsburgh_Creative_and_Performing_Arts_School Pittsburg Performing Arts 5 Plotline Theater Company https://www.facebook.com/Plotlinetheatercompany Martinez Foundation 1 Point Richmond Gateway Foundation https://www.pointrichmond.com/point-richmond-gateway/ Richmond Performing Arts 1 Point Richmond Jazz https://www.facebook.com/PointRichmondJazz/ Richmond Performing Arts 1 Point Richmond Music https://pointrichmondmusic.org/ Richmond Performing Arts 5 Poison Apple Productions https://poisonapple.org/ Martinez Culture 4 Rainbow Community Center https://www.rainbowcc.org/ Concord Visual Arts 4 Red Ox Clay Studio https://www.redoxclaystudio.com/ Concord Visual Arts 1 Rich City Gallery https://www.facebook.com/richcitygallery/ Richmond Performing Arts 1 Rich City Kids Creative Arts Program https://www.richcitykids.org/ El Sobrante Visual Arts 1 Richmond Main Street Initiative https://www.richmondmainstreet.org/ Richmond Visual Arts 1 Richmond Art Center https://richmondartcenter.org/ Richmond Government 1 Richmond Arts & Culture Commission https://www.ci.richmond.ca.us/ 1076/Arts-and-Culture-Commission Richmond Foundation 1 Richmond Community Foundation https://www.cfrichmond.org/ Richmond Culture 1 Richmond Main Street https://www.richmondmainstreet.org/ Richmond Museum 1 Richmond Museum Association, Inc https://richmondmuseum.org/ Richmond Museum 1 Richmond Museum of History https://richmondmuseum.org/ Richmond Performing Arts 1 Ridgeway Arts https://www.facebook.com/RidgewayArts Richmond Performing Arts 4 Rockin Robbies https://www.rockinrobbies.com Concord Performing Arts 1 Rogelio Lopez and Dancers https://www.rogeliodance.com/ Richmond Performing Arts 2 Rohan Murphy Irish Dance Academy https://www.rohanmurphyirishdance.com/ Danville Performing Arts 2 Role Players Actors Ensemble https://www.linkedin.com/company/role-players-ensemble Danville Culture 1 Rome Institute of Liberal Arts https://www.rilarts.org/ El Sobrante Visual Arts 1 Rossmoor Arts Association https://www.rossmoorart.com/ Walnut Creek Multidisciplinary 4 Rossmoor Associates for Diversity https://www.facebook.com/p/Rossmoor-Advocates- for-Diversity-RAD-100081311409695/ Walnut Creek Visual Arts 2 Rossmoor Ceramic Art Club http://www.rossmoorceramics.com/ Walnut Creek Performing Arts 2 Rossmoor Chamber Music Society http://rossmoorchambermusic.org/ Walnut Creek Culture 2 Royal Chinese Culture Academy http://ramcc.co/ San Ramon Culture 2 Ruth Bancroft Garden & Nursery https://www.ruthbancroftgarden.org/ Walnut Creek Multidisciplinary 1 RYSE Youth Center https://rysecenter.org/ Richmond Festival 2 San Ramon Art & Wind Festival https://www.sanramon.ca.gov/our_city/ departments_and_divisions/parks_community_services/ events/art_and_wind_festival San Ramon Visual Arts 2 San Ramon Art Advisory Committee https://www.sanramon.ca.gov/our_city/boards_ committees_commissions/arts_advisory_committee San Ramon Foundation 2 San Ramon Arts Foundation https://sanramonarts.org/ San Ramon Contra Costa County Project : Arts & Cultural Organizations & Venues Sector District Organization Website City Performing Arts 2 San Ramon Chamber Ensemble https://sanramonacademyofmusic.com/chamber-ensemble/ San Ramon 2 San Ramon Valley Theatre Boosters Association https://srvhs.srvusd.net/ San Ramon Arts Education 2 School of Rock - San Ramon https://www.schoolofrock.com/locations/sanramon San Ramon Art Education 4 Sequoia Middle School Music Booster https://www.facebook.com/groups/ Pleasant Hill Performing Arts 1 Shahrzad Dance Academy https://www.shahrzadance.com/ Richmond Culture 1 Shensem Tsogpa Tibetan Culture Center Pinole Performing Arts 1 Sherrie’s Dance Studio https://sherriesdancestudio.com/ El Sobrante Performing Arts 2 Siddhi Creative Dance https://siddhicreative.org/ Dublin Performing Arts 1 Sierra Enemble https://www.sierraensemble.com/ El Cerrito Performing Arts 2 Silver Swans Ballet Club of Rossmoor https://rossmoor.com/residents/clubs-organizations/ Walnut Creek Performing Arts 5 Soaring High International Music Ministry https://soaringhighintl.com/ Hercules Visual Arts 3 Social Justice Sewing Academy https://www.sjsacademy.org/ Antioch Performing Arts 4 Solo Opera https://soloopera.org/ home-san-francisco-bay-area-opera.html Concord Art Education 4 Soundwell Music Camps https://www.rockcamp.org/ Pleasant Hill Culture 2 Sri Karpaga Ganapathi Temple Culture and Comunity Center https://skgtemple.org/ San Ramon Performing Arts 4 St. Demetrios Greek Orthodox Church https://www.stdemetrios.info Concord Performing Arts 3 Stage Right Conservatory Theater https://www.stagerightmtc.org/ Oakley Visual Arts 5 Studio 55 Martinez https://www.studio55martinez.com/ Martinez Culture 2 Sustainable Korean Culture Institute Moraga Performing Arts 5 Synergy Theater https://www.synergytheater.com/ Martinez Performing Arts 5 Taere Tiai Polynesian Dance & Cultural Arts https://www.taeretiai.com/ Hercules Culture 4 Taiwanese American Culture Center of East Bay http://tafnc.org/ Walnut Creek Heritage 2 Tao House https://eugeneoneill.org/ Danville Performing Arts 2 Teatr Skazka Russian Drama Club and Language Learning Center https://www.facebook.com/TeatrSkazka Walnut Creek Visual Arts 1 The Black Woman is God http://www.theblackwomanisgod.com/ Richmond Performing Arts 5 The Drama Factory (at Nick Rodriguez Theatre) https://www.dramafactory.org Antioch Performing Arts 5 The Fratello Marionettes https://fratellomarionettes.com/ Pinole Performing Arts 1 The KTO Project https://www.facebook.com/TheKTOProject/ El Cerrito Culture 1 The Latina Center https://thelatinacenter.org/ Richmond Foundation 1 The North & Greater Richmond Blues Foundation https://www.bluesoutnorth.org/ Richmond Culture 1 The Quinan Street Project https://quinanstreet.org/ Pinole Art Services 2 Three Thirty Three Arts https://www.333arts.org/ Walnut CReek Performing Arts 1 Tibet Art Studio https://tibetartstudio.com/ Richmond Culture 1 Tibetan Art Music and Education https://tipa.asia/ Richmond Culture 1 Tibetan Association of Northern California https://tanc.org/ Richmond Foundation 4 Todas Santos Business Association Arts Foundation https://www.concordtsba.net/ Concord Performing Arts 2 Town Hall Theater https://www.townhalltheatre.com/ Lafayette Art Education 1 Triangle Works https://www.triangleartworks.org El Sobrante Visual Arts 4 Tsuru for Solidarity https://tsuruforsolidarity.org Concord Foundation 2 Unity Music Foundation https://unitymusicfoundation.org/ Walnut Creek Performing Arts 1 UpSwing Aerial Dance Company https://www.upswingaerialdance.org Richmond Foundation 2 US-China Language & Culture Foundation https://nclcc.org/ Danville Visual Arts 4 Valley Art Gallery https://valleyartgallery.org Walnut Creek Visual Arts 2 Valley Stitchers and Fiber Artists Guild https://sites.google.com/site/valleystitchers Walnut Creek 78 79 Counterparts performed by Saint Mary’s College Dance Company Contra Costa County Project : Arts & Cultural Organizations & Venues Sector District Organization Website City Visual Arts 5 Veteran Comic Con https://www.veterancomiccon.org Hercules Performing Arts 1 Victory City Music https://www.facebook.com/victorycitymusic/ Richmond Youth 3 Village Community Resource Center https://www.vcrcbrentwoodca.org/ Brentwood Performing Arts 2 Village Theater https://www.danville.ca.gov/226/Village-Theatre Danville Performing Arts 4 Vinnie’s Bar & Grill https://www.vinniesbar.com Concord Performing Arts 5 Virago Theatre Company https://www.viragotheatre.org/ El Cerrito Performing Arts 2 Viva La Musica Walnut Creek Performing Arts ?? Voices That Carry (Queendom Network) https://voicesthatcarry.org/ ?? Multidisciplinary 2 Walnut Creek Arts Commission https://www.walnut-creek.org/government/ commissions-committees/arts-commission Walnut Creek Multidisciplinary 2 Walnut Creek Center for Community Arts https://www.communityarts.org/ Walnut Creek Performing Arts 2 Walnut Creek Concert Band https://walnutcreekconcertband.org/ Walnut Creek Multidisciplinary 2 Walnut Festival Association http://www.thewalnutfestival.org/ Walnut Creek Performing Arts 2 West Coast Theatre Film and Music Group Alamo Performing Arts 2 Women Sing http://womensing.org/ Orinda Performing Arts 5 Worldoneradio https://worldoneradio.org/ Pinole Foundation 2 Xiu Ning Culture Foundation Lafayette Culture 1 Yellow Joy Magazine https://www.yellohjoymagazine.com/ San Pablo Art Education 2 Ygnacio Valley Instrumental Music Boosters https://www.facebook.com/YVMusic/ Walnut Creek Arts Education NA Young Audiences of Northern California https://www.ya-nc.org San Francisco Performing Arts 2 Young Rep https://www.lesherartscenter.org/programs/ center-repertory-company/young-rep#ad-image-0 Walnut Creek Culture 2 Zhi Yin Vocal Music Center http://www.zhiyin.org/ San Ramon Art of Health and Healing showcases a medical doctor with powerful lungs at the annual Health Care Workers as Creators Festival Rhu A. Bigay, an oil painter specializing in Historical aircraft, receives an Art Recognition award 80 81 District 1 El Cerrito Richmond San Pablo Cities Under Contra Costa County website - (researched) Public Art Program Art in Public Places Program Public Art Program (adopted 1999) Amended 5/4/21 - Public Art Program Ordinance Art in Public Places Ordinance 2017 Bayview Muncipal Codes Chapter 13.50 Chapter 7.63 of the Richmond Municipal Code Chapter 7.63 San Pablo Municipal Code East Richmond Heights Policies & Procedures Art in Public Places Program requires certain development projects over $250,000 to contribute 1% of construction costs to public art or in lieu fee to public art fund. Public Art Program (1999) allocates 1.5% of all eligible City & Redevelopment Agency capital improvement project costs with budgets in excess of $300,000 for public artwork. 1% for Public Art on Private Projects Program Section 6.50.030 - Public Art Program Ordinance (2021) Art in Public Places Program requires certain development projects over $200,000 to contribute 1% of construction costs to public art or in lieu fee to Public Arts Fund or Mural Fund. El Sobrante Guidelines 1) Visual art (sculpture, murals, mosaics, etc.) 2) On-site cultural programs (performances, special events, education) All forms of media; criteria for site including visibility & public safety; temporary installations considered; RFQ/RFP submitted to get artists; Art should include works of art that are created uniquely by an artist and integrated into the development project. Kensington Selection Process Application Process - Public Art Subcommittee of Arts & Culture Commission oversees the selection process. The City Arts & Culture Division administers the Public Art Program with oversight from the Public Art Advisory Committee (PAAC) - Subcommittee of the Arts & Culture Commission Submit application and work with Planning Commission. Montavalin Manor Funding Mechanisms 1% of private & muncipal projects of $250,000 or more to in lieu Public Art Fund. 1.5% of Capital Improvement Projects; 1% of Private developments; gifts; donations or City funds. 1% of Commercial development with building costs of $200,000 or more Pinole City School of Performing Arts MUNICIPAL ARTS BY DISTRICT AND CITY City Capital Projects Required (all, some) All -- development projects $250,000 or more Allocates 1.5% of all eligible City capital improvement project costs with budgets in excess of $300,000 for public artwork. Exemptions-Capital improvement projects Rollingwood Private development (all, some) All -- development projects $250,000 or more One-Percent (1%) for Public Art on Private Projects Program Section 6.50.030 - Public Art Program Ordinance 1% of Commercial development with building costs of $200,000 or more Tara Hills Requirement to Provide Art Work Or In Lieu Art in Public Places Program requires certain development projects over $250,000 to contribute 1% of construction costs to public art or in lieu fee to public art fund. Private Development Projects Program - required to provide 1% of Building Development Costs as public art contribution in 3 ways: 1) On-Site public art 2) Paying an in-lieu contribution 3) Designated Public Art Space 1% of Commercial development with building costs of $200,000 or more or in lieu to Public Art Fund or Mural Fund. Permanent Public Art (Public & Private) 35 public artworks Temporary Public Art Types of Artistic Disciplines Sculpture X X X Murals X X X Utility Boxes Utility Box Program-Pilot Functional Benches, Streetlamps Arts Commission Arts & Culture Commission Arts & Culture Commission Planning Commission Arts Committee Public Art Advisory Committee (subcommittee) Arts Foundation, Other Foundations, Friends of Community Foundation - Grant Program District 1 El Cerrito Richmond San Pablo Cities Under Contra Costa County website - (researched) 838282 District 1 El Cerrito Richmond San Pablo Cities Under Contra Costa County website - (researched) Grants Offered by City Neighborhood Public Art “Mini-grant” program, awards grants to community organizations for performing & visual arts activities Arts Plan Arts & Culture Master Plan, 2013 Cultural Arts Plan, 2002 Update City-operated art gallery City Hall Gallery Space- Arts & Culture Commission juried City Art Gallery City-operated performance space City-owned art gallery-outside operator City-owned performance space- outside operator City-presented concerts in the park City-presented festivals City-run Art Competitions City Art Directory Artist Database for Public Art Projects City staff exclusive for arts-full-time, part-time, contracted Winifred Day, Arts & Culture Manager, (510)620-6952 City staff for arts with other duties- full-time, part-time, contracted Alexandra Orologas, Asst. City Manager, (510)215-4302 Greg Dwyer, Community Services Director, (510)215-3081 Contact Information aorologas@ci.el-cerrito. ca.us winifred_day@ci.richmond. ca.us gregd@sanpabloca.gov Performing with UpSwing Aerial Dance Company 84 85 District 2 Danville Lafayette Moraga Orinda San Ramon Cities Under Contra Costa County website - (researched) Public Art Program Public Art Master Plan (2013) Public Art Policy Art in Public Places Program Art in Public Places Program (2011) Alamo Muncipal Codes Chapter 2.13 Municipal Code Chapter 6-26 Chapter X C 146-53 Blackhawk Policies & Procedures Public Art requires construction or altercation development over 5,000 sq. ft. to contribute 1% of construction costs to public art or in lieu Public Art Fund. The Art in Public Places program, or “ArtSpace Orinda” has been placing outdoor sculpture in Orinda since 2007. Camino Tassajara Guidelines Criteria: Aesthetic quality; Relationship to collection & community; Compatability; Materials, fabrication, installation Canyon Selection Process Application reviewed by Public Art Committee and final action by City Council Art in Public Spaces Committee meets quarterly to review and recommend public art projects to the City Council. Art in Public Places Committee works to get artists involved and makes recommendtions to City Council. The proposed artwork is subject to review and approval by the Architectural review Board, Arts Advisory Committee, Planning Commission, and the City Council. Castle Hill Funding Mechanisms 1% of construction costs for public art or in lieu fees to Public Art Fund Art in Public Places Fund - donations, grants., etc. Art in Public Places Fund is funded by community organizations- Orinda Community Foundation, Lamorinda Arts Council, Orinda Park & Recreation Foundation $30,000 allocated annually from the City’s Beautification Fund for Public Art. Diablo City Capital Projects Required (all, some) In new capital building projects public art is considered using a budget guideline of 1% of total capital project budget. Norris Canyon Private development (all, some) Private development (construction or alteration 5,000 sq. ft.) -- 1% of construction costs for Public Art piece or in lieu of meeting requirements - can pay 1% of final construction costs All new developments are required through a condition of project approval to provide Public Art. The requirement does not have a specific dollar amount. Reliez Valley (partial) Requirement to Provide Art Work Or In Lieu Private development (construction or alteration 5,000 sq. ft.) -- 1% of construction costs for Public Art piece or in lieu of meeting requirements - can pay 1% of final construction costs Art in Public Places Program is to promote the acquisition, construction, installation, restoration and maintenance of public art pieces. Saranap/ Parkmead Permanent Public Art (Public & Private) 16 public artworks Public Art Map 10 public art pieces 40 public art pieces online at artspaceorinda.org/ artworks 50 pieces Temporary Public Art 1) ‘Picture This’ 2022-artist frames in parks 2) Dogs of Danville-2019 15 painted dogs by local artists- 3) Shrumen Lumen (2021) 4) Hearts around Hartz (2020) 5) Bound for Books- Benches (2023) Ursus Redivivus, (on loan sculpture) Rock Garden Types of Artistic Disciplines Sculpture X X X X Murals X X Utility Boxes X X X Functional Benches, Streetlamps Benches (working on now) District 2 Danville Lafayette Moraga Orinda San Ramon Cities Under Contra Costa County website - (researched) 86 87 Arts Commission Parks, Recreation & Arts Commission “Creating Community Through People, Arts, Parks & Programs” Arts Committee Arts Advisory Board (6) Public Art Committee Appointed Art in Public Spaces Committee (APSC) Art in Public Places Committee (APPC) Arts Advisory Committee Arts Foundation, Other Foundations, Friends of San Ramon Arts Foundation works with Parks and Recreation to support grants for the arts. Grants offered by City Cultural Growth Fund grants Arts Plan Public Art Master Plan 2013 City-operated art gallery Village Theatre & Art Gallery City Library Public Art Gallery Art Gallery at Orinda Library 5 Art Galleries City-operated performance space Village Theatre & Art Gallery Dougherty Valley Performing Arts Center City-owned art gallery- outside operator City-owned performance space- outside operator City- presented concerts in the park Music in the Park City- presented festivals Annual Danville Summerfest - arts, crafts & food vendors Pear & Wine Festival (Parks & Recreation) Art & Wind Festival (music, arts, crafts, kites) City-run Art Competitions City Art Directory District 2 Danville Lafayette Moraga Orinda San Ramon Cities Under Contra Costa County website - (researched) City staff exclusive for arts-full-time, part-time, contracted Marija Nelson Bleier, Program Coordinator, Visual Arts Joe Dunn, Performing Arts Coordinator City staff for arts with other duties- full-time, part-time, contracted Jessica Wallner, Recreation Superintendent, (925) 314-3426 Jenny Rosen, Public Art Liaison Mackenzie Brady, Parks & Recreation Director Park & Recreation Adam Chow, Parks & Community Services Recreation Supervisor (925) 973-3321 Contact Information jwallner@ danville.ca.gov jrosen@lovelafayette. org mbrady@moraga. ca.us orindaparksrec@ cityofordina.org achow@sanramon. ca.gov District 2 Danville Lafayette Moraga Orinda San Ramon Cities Under Contra Costa County website - (researched) 8988 District 3 Antioch 3(5)Brentwood Cities Under Contra Costa County website - (researched) Public Art Program Public Art Program Bethel Island/Sandmound Slough Muncipal Codes Muncipal Code Chapter 2.44 Byron Policies & Procedures Public Art Program is established to require the inclusion of art in public capital projects & private construction development projects. Discovery Bay Guidelines Public Art Program sets: purpose; use of funds; eligible artworks; process for approval; artist qualifications & criteria for selection. Selection Process The Arts Commission in consultation with appropriate staff from City Departments shall develop a Public Art Plan to be submitted to City Council each year. Knightsen Funding Mechanisms Funding Sources: 1) Capital Infrastructure 2) Public Art Acquisition Fund (1%development fees) 3) Public Art Adminstration Oakley Has a Call for Artists now to do mural in Civic Center Park ($250 to artist) City Capital Projects Required (all, some) Private development (all, some) 1% development funds Requirement to Provide Art Work Or In Lieu Permanent Public Art (Public & Private) 25 pieces -- Google Map Online -- City of Antioch 50 pieces -- City of Brentwood ‘Public Art Viewer’ online Temporary Public Art Types of Artistic Disciplines Sculpture X X Murals X X Utility Boxes X X Functional Benches, Streetlamps Fountain Benches Arts Commission Arts Commission Arts Committee Arts Foundation, Other Foundations, Friends of Grants offered by City Civic Enhancement Grants -- for special events, historic & cultural activities, & facilities. Grants funded by TOT and General Fund Arts Plan City-operated art gallery Community Center -- Public Art Walls - Changing exhibits City-operated performance space City-owned art gallery-outside operator City-owned performance space- outside operator City-presented concerts in the park Concert in the Park Summer Concert Series City-presented festivals Art, Wine & Jazz Festival City-run Art Competitions City Art Directory City staff exclusive for arts-full-time, part-time, contracted City staff for arts with other duties- full-time, part-time, contracted Brad Helfenberger, Parks & Recreation Director Ben Keisic, Recreation Supervisor, Kris Farro, Recreation Manager kfarro@brentwoodca.gov Contact Information bhelfenberger@ antiochca.gov bkeisic@brentwoodca.gov District 3 Antioch 3(5)Brentwood Cities Under Contra Costa County website - (researched) 90 91 Todos Santos Plaza in Concord Folding Alphabet sculpture by Fletcher Benton, Walnut Creek Public Art District 4 Concord 4 (5)Walnut Creek Cities Under Contra Costa County website - (researched) Public Art Program Public Art Master Plan (2000) - Revisions (2016) Public Art Strategic Plan - 2022 Acalanes Ridge Walnut Creek, Open Space Muncipal Codes City’s Municipal Code: Title 7, Chapter 3 (City) Title 10, Chapter 10, (Private) Clayton Art & Wine Festival, Clayton Theatre Company, Concerts in the Grove Policies & Procedures Public Art Master Plan (PAMP) set criteria for the selection & prioritization of potential sites for public & private projects, guidelines for appropriate art and procedures for art review & selection. Two ordinances were adopted requiring a public art element for private development, and requiring public art for major City construction projects. Contra Costa Centre Guidelines Include sculpture, murals, photography, earthworks, waterworks, glass, mosaics, or any combination of forms. The creator of public art shall be a practitioner in the visual arts who is not a member of the project engineering, architecture or landscape architecture firm. North Gate Selection Process Planning Division -- Art Installation Design Guidelines & Review Process Private Development Projects - Communnity & Economic Development Department (CED) is involved initially informing about public art requirements. Then they work with the Arts & Recreation Dept. Overseen by Bedford Gallery Advisory Council & Walnut Creek Arts Commission. Municipal Projects: City Council; Arts Commission; Design Review Commission; Arts, Recreation & Community Services Dept.; Planning Division; Building & Engineering Division. (details in Public Art Master Plan) Pleasant Hill Summer Concerts by the Lake Funding Mechanisms Art in Public Places Fund - fees collected from new construction permits for purchase of art in the City. Fee rescinded in 2013 (?). Funds earmarked in Capital Improvement Program. Public Art Fund - used for City-owned art/City- sponsored exhibitions that are accessible to the public. Reliez Valley (partial) City Capital Projects Required (all, some) City construction project over $500,000 must include art integrated into project or a 1% construction cost public art fee into Public Art Fund. San Miguel Private development (all, some) Private construction or alteration project over $500,000 must include art integrated into project or a 1% construction cost public art fee into Public Art Fund. Shell Ridge Walnut Creek, Open Space Requirement to Provide Art Work Or In Lieu Permanent Public Art (Public & Private) Public Art Virtual Gallery Public Art & Heritage Tours (audio & walks) -- approximately 70 public artworks 92 93 Temporary Public Art Duncan Arcade Mural Gallery -- rotates every two years Types of Artistic Disciplines Sculpture X X Murals X X Utility Boxes X Working with Concord Art Association to select art for Phase III of Utility Box Artwork Functional Benches, Streetlamps Arts Commission Arts Commission Arts Committee Recreation, Cultural Affairs and Community Services Committee Public Art Committee (2 Arts Commission members) Arts Foundation, Other Foundations, Friends of Grants offered by City Arts Plan Public Art Master Plan, Adopted 2000 City-operated art gallery Bedford Gallery Emilee Ehders, Curator City-operated performance space Lesher Center for the Arts (Diablo Regional Arts Association), Carolyn Jackson, General Manager City-owned art gallery- outside operator City-owned performance space-outside operator City-presented concerts in the park Music & Market Concert Series Summer Concerts in the Park City-presented festivals Walnut Festival Walnut Family Festival City Partners Center for Community Arts - Part of Arts & Recreation - Art classes/open studios at various locations: Shadelands Art Center, Arts Studios, preschools City Art Directory Public Art Virtual Gallery bedfordgallery.org/ public-art/virtual-gallery City staff exclusive for arts-full-time, part-time, contracted Public Art Manager, Steven Huss, City staff for arts with other duties- full-time, part-time, contracted Justin Ezell, Asst. City Manager, Kevin Safine, Arts & Recreation Director, (925) 943-5848 Contact Information justin.ezell@ cityofconcord.org safine@walnut-creek.org District 4 Concord 4 (5)Walnut Creek Cities Under Contra Costa County website - (researched) Dana Gioia, CA Poet Laureate, shares his poetry at the Pinole Library Student recites a poem at Poetry Out Loud 9594 District 5 Martinez Mountain View Pittsburg Cities Under Contra Costa County website - (researched) Public Art Program Public Art Policy (July, 2022)Alhambra Valley Muncipal Codes Bay Point Policies & Procedures Process for City Planned, Initiated, or Commissioned Public Art: Develop planned or commissioned Public Arts Programs/Projects through collaboration between City Staff/ Public Art Review Committee (PARC) and PRMCC (Parks, Recreation, Marina & Cultural Commission. Following review by PRMCC, all Public Art shall be forwarded to City Council for review and acceptance. The Visual Arts Committee advises the City Council on the selection of art and artists for City-funded public art acquisitions. Recommend the use and programs supported by the City’s one percent and annual Capital Improvement Program allocation for art. Briones Guidelines Public Art should reflect: represent the diverse social, cultural, & historical values of the City; contribute to quality of life & economic vitality; be thought- provoking, memorable, & enduring; provide opportunities for education & learning; & encourage civic pride, add value to the community & represent the City. Clyde Selection Process Public Art Review Committee (PARC). Committee comprised of City staff tasked with initial intake & review process for approval/acceptance by City Council. Visual Arts Committee advises the City Council on the selection of art and artists for City-funded public art acquistions (RFQ/RFP). Crockett Funding Mechanisms City funds and grants Hercules - Community & Library Services Commission oversee Library Art Exhibit Program City Capital Projects Required (all, some) 1% of the project budget for all major public projects (valued at $1 million or more) devoted to art. Pacheco Private development (all, some) Port Costa Requirement to Provide Art Work Or In Lieu Reliez Valley (partial) Permanent Public Art (Public & Private) Public Art Map - Online (38 pieces)City of Pittsburgh Art Walk - A Self-Guided Tour Rodeo pittsburgca.gov/our- city/art-about-town Temporary Public Art Vine Hill Types of Artistic Disciplines Sculpture X X X Murals X X X Utility Boxes Functional Benches, Streetlamps Fountain Arts Commission Parks, Recreation, Marina & Cultural Commission (PRMCC) Arts Committee Cultural & Arts Subcommittee Visual Arts Committee Arts Foundation, Other Foundations, Friends of Pittsburgh Art & Community Foundation (Old Town Art Centre) Grants offered by City Cultural Event Grant - Pilot Program for fiscal year 2022-2023 Grant for public performances, dance, music, theatre & educational events. Arts Plan City-operated art gallery City Hall Art Gallery - organized by Visual Arts Committee City-operated performance space Mountain View Center for Performing Arts City-owned art gallery-outside operator City-owned performance space- outside operator City-presented concerts in the park Movies in the Park City-presented festivals Arts & Crafts Fair City-run Art Competitions City Art Directory Artist Registry - Artists on file for public art projects City staff exclusive for arts-full-time, part- time, contracted City staff for arts with other duties- full-time, part-time, contracted Lauren Sugayan, Deputy City Manager John Lang, Economic Vitality Manager Kolette Simonton, Director of Recreation Contact Information lsugayan@cityofmartinez.org econ.dev@mountainview.gov ksimonton@ pittsburghca.gov District 5 Martinez Mountain View Pittsburg Cities Under Contra Costa County website - (researched) 96 97 City Artist Title Location Antioch Birthplace of Antioch Memorial Antioch Horse and Cart Statue Antioch Love Always Wins Antioch Mt. Diablo Rolling Hills Antioch Veteran’s Mural Brentwood Roger Berry Abstract Steel Auger at Garin Ranch 8640 Brentwood Boulevard Brentwood Liberty HS (PADA) Public Design Academy Animal/ Sport Sculpture Sunset Sports Park 655 Sunset Road Brentwood Liberty HS (PADA) Public Design Academy Aquatic Wildlife Tunnel Mural 1379 Bauer Way Brentwood Alysa Casey Balfour Packing Shed 3150 Balfour Road Brentwood Lorin Baeta Beta Bowl Central Boulevard and Dainty Avenue Brentwood Debra Janis Brentwood Brand Wooden Produce Crate 4501 Balfour Road Brentwood Nancy Roberts Brentwood Butterflies 1701 Shady Willow Lane Brentwood Debra Janis Brentwood Hills 2152 Sand Creek Road Brentwood Various Brentwood Library Art 104 Oak Street Brentwood Vickie Jo Sowell Bronze Dog Silhouette King Park 1379 Bauer Way Brentwood Bill Weber Bronze Farmer Statue City Park 710 Second Street Brentwood Debra Janis Bubble Boy 1990 Shady Willow Lane Brentwood Matthew D’Amico Catching Fireflies 2210 Vineyards Parkway Brentwood Susan Dannenfelser and Kirk Beck Ceramic Sound Wall Arches 7286 Lone Tree Way Brentwood Liberty HS (PADA) Public Design Academy Cherries 426 Oak Street Brentwood Jocelyn Freund Children and Colored Pencils/ Crayons 490 Sand Creek Road Brentwood Eric Powell Childrens Play Area Fence City Park 710 Second Street Brentwood Eric Powell City Hall Mural City Hall 150 City Park Way Brentwood Lance Crannell and SDG Architecture Civic Center Entry Monument 850 Second Street Brentwood Lance Crannell and SDG Architecture Civic Center Gateway Arch 320 Oak Street Brentwood Eric Powell Civic Plaza Fountain City Hall 150 City Park Way Brentwood Liberty HS (PADA) Public Design Academy Conjunction with Naure City Hall Parking Garage 150 City Park Way Brentwood Liberty HS (PADA) Public Design Academy Corn 8425 Brentwood Boulevard Brentwood Scott Runion Cylindrical Plasma Cut Metal Sculpture Heron Park 950 Garin Parkway PUBLIC ART INVENTORY City Artist Title Location Brentwood Liberty HS (PADA) Public Design Academy Dragonfly Vortex 902 Yardley Place Brentwood Mary Young Egret and Ducks 14 Technology Way Brentwood Ismael Alvarez Farms Workers 1001 Central Boulevard Brentwood Willard Carmel Five Bronze Critters Veterans Park 3841 Balfour Road Brentwood Mary Young Golfing 2000 Balfour Road Brentwood Nancy Roberts Happy Kids 898 Griffith Lane Brentwood Emma Smith Horse 192 Sand Creek Road Brentwood unknown Horses 150 Continente Avenue Brentwood Briana M. Orozco Integrity 3130 Balfour Road Brentwood Debra Janis It’s a Dog’s World 1010 Sand Creek Road Brentwood June Gomez John Marsh House 22154 Marsh Creek Road Brentwood Alysa Casey Liberty Basketball 655 Sunset Road Brentwood Ashley Lauren Walsh Liberty High School Lions 4500 O’Hara Avenue Brentwood Jocelyn Freund Life and Happy Memories Sand Creek Road and Fairview Avenue Old Sand Creek Road Brentwood Jacob Edwards Local Birds 7750 Brentwood Boulevard Brentwood Lorin Baeta Marco 300 Fairview and Arlington Way Brentwood Liberty HS (PADA) Public Design Academy Marsh Creek Trial Underpass Abstract Murals 404 Sand Creek Road Brentwood Laurel True Mosaic Benches Rainbows End Park 1626 Marina Way Brentwood Susan Dannenfelser and Kirk Beck Mosaic Benches 2 Rose Garden Park 2732 Cathedral Circle Brentwood Laurel True Mosaic Benches 3 Kaleidoscope Park 2583 Margaret Lane Brentwood Liberty HS (PADA) Public Design Academy Night Sky Mural Creekside Park 1010 Claremont Drive Brentwood Lorin Baeta Octopus 2400 Sand Creek Road Brentwood Ismael Alvarez Paradise 20 Sand Creek Road Brentwood Debra Janis Peach Blossoms and Bees 1290 Minnesota Avenue Brentwood Ismael Alvarez Peaches 500 Fairview Avenue Brentwood Liberty HS (PADA) Public Design Academy Peaches 809 Second Street Brentwood June Gomez Pets at the Park 3841 Balfour Road Brentwood Brian Keith Playful Winds 1850 Balfour Road Brentwood Lorin Baeta Polo 1374 Fairview Avenue Brentwood Liberty HS (PADA) Public Design Academy Pumpkins 201 Pine Street Brentwood Debra Janis Regional Park Hiking Family 7251 Brentwood Boulevard Brentwood Scott Runion Spiral Monkeys Granville Green Park 1091 Granville Lane Brentwood Jocelyn Freund Stained Glass Windows 8640 Brentwood Boulevard 98 99 City Artist Title Location Brentwood Eric Powell Stainless Steel Critter Poems Veterans Park 3841 Balfour Road Brentwood Liberty HS (PADA) Public Design Academy Strawberries 1105 Second Street Brentwood Liberty HS (PADA) Public Design Academy Sunflowers Soundwall Mural 850 Second Street Brentwood Ismael Alvarez The Couple Fairview Avenue and Concord Avenue Brentwood June Gomez The Harvest 2100 Balfour Road Brentwood Ene Osteraas-Constable and Scott Constable (Wowhaus) Tile Benches and Picnic Table Cortona Park 320 Cortona Way Brentwood Scott Donahue Two Large Reliefs Brentwood Police Station 9100 Brentwood Boulevard Brentwood Untitled Utility Box 7949 Lone Tree Way Brentwood Stephanie Gomez U-Pick Cherries 411 Sand Creek Road Brentwood Lance Crannell and SDG Architecture Water Fountain 248 Oak Street Brentwood Ismael Alvarez Wild Birds 1199 Central Boulevard Brentwood Liberty HS (PADA) Public Design Academy Yokut Landscape Mural Oak Meadow Park 180 Crawford Drive Clayton Mt. Diablo Elementary Mural Mt. Diablo Elementary School 5880 Mt. Zion Drive Concord Kerry Rowland-Avrech A Splash of Humanity Oak Grove Road Concord Bank of America Structure Swift Plaza 2000 Clayton Road Concord Jennifer Granat & Melissa Claros Cage Free Jazz/ Band of Six Todos Santos Plaza Salvio Street Concord Lisa Fulmer & Laurie Mansur Celebrate Concord Colfax Road and Willow Pass Road Concord Jennifer Granat & Melissa Claros Celebrate Concord Clayton Road and Park Street Concord Etsuko Sakimura Communion Bridge Japanese Friendship Garden at Concord Civic Center, Parkside Drive at Concord Civic Center Concord Dan Fontes Concord Historical Mural-4th of July 2035 Salvio Street Concord ABGProjects Concord History Mural Grant Street Apartment Development 1676 Grant Street Concord Carissa Fei Eclectic Jazz & Jazz Festival Grant Street and Salvio Street Concord Renaye Johnson and Thea Jue Families Through Time Galindo Street and Concord Boulevard Concord Alex Sodari Farm to Taste Series Serendipity Restaurant and Bakery 2611 East Street Concord Pat Calabro Floating Notes Mt. Diablo Street and Willow Pass Road Concord Sharon Peterson Garden Music Todos Santos Plaza Mt. Diablo Street Concord Janice Davis and Karen Giorgiani Martinez Watershed Concord Avenue and Salvio Street Concord Christopher Ball Music Meets Market Willow Pass Road and Grant Street Concord Completed by the students of Clayton Valley High: Kate Antonick, Arwen McCullough, Alessandra Winters, and Emma Postlethwaite Parma Deli Mural Parma Deli 3521 Clayton Road Concord Samineh Hamidi Perryman and Janet Brown Precious Moments/Wonder Dogs Todos Santos Plaza 2175 Willow Pass Road Concord Salvio Pacheco Square Salvio Pancheo Square 1870 Adobe Street City Artist Title Location Concord Thea Jue & Renaye Johnson String Quartet Grant Street and Salvio Street Concord Denise Hillman Sweet Rhythm Mt. Diablo Street and Willow Pass Road Concord Arsenio Baca Vinnie’s Bar & Grill Mural 2045 Mt. Diablo Street Concord Visit Concord Rotating Art Wall 1870 Adobe Street Town of Danville Tom Franco and the Dreams Art Team, (Rayoliver Del Mundo, Heather Fairweather, Colin Hurley, and Iris Torres) Aquarium Danville Community Center and Danville Library 400 Front Street Town of Danville waiting to hear from Vet’s Hall Bronze Veterans Memorial, Helmet, Boots, Gun Downtown Danville Corner of East Prospect and Hartz Avenue Town of Danville Tom Franco and the Dreams Art Team, (Rayoliver Del Mundo, Heather Fairweather, Colin Hurley, and Iris Torres) Dinosaur Danville Community Center and Danville Library 400 Front Street Town of Danville The Office of Michael Manwaring Eugne O’Neill Downtown Danville Parklet across from 420 Front Street Town of Danville Kappy Venezia Heart Town Ofiices 500 La Gonda Way Town of Danville Rachel Rodi Mosaic Fountain at Railroad Plaza Downtown Danville corner of East Linda Mesa and Railroad Avenue Town of Danville Peter Veres Serpent Diablo Vista Park 1000 Tassajara Ranch Drive Town of Danville Trent Thompson View of Las Trampas Town Offices 500 La Gonda Way Town of Danville Tom Franco and the Dreams Art Team, (Rayoliver Del Mundo, Heather Fairweather, Colin Hurley, and Iris Torres) Whale Danville Community Center and Danville Library 400 Front Street El Cerrito Johnathan Russell and Saori Ide 12 Wind Sculptures San Pablo Avenue El Cerrito Ricardo Cerezo Facing Here Now Knott Avenue and San Pablo Avenue next to Honda Dealership El Cerrito Kristen Kong Go Green Moeser Lane and Navallier Street El Cerrito Shanna Strauss Our Legacy Carlson Boulevard and Central Avenue El Cerrito Martial Yapo Our Lives Matter across from Home Depot and Red Onion San Pablo Avenue and Conlon Avenue El Cerrito Kristen Kong The Diverse History of El Cerrito Colusa Avenue and Fairmount Avenue El Cerrito Jesse White We Are Diverse, We Are Kind, We Are Resilient, We Are Fierce San Pablo Avenue and Ohlone Greenway next to Baxter Creek Gateway sign Hercules Lafayette Emily Payne Acres of Diamonds Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Alice Stern A Living Street 954 Mountain View Lafayette Rolfe Horn Along Huckleberry Path Study 14, Oakland Hills Lafayette Library and Learning Center 3491 Mount Diablo Boulevard 100 101 City Artist Title Location Lafayette Weston Teruya A Moment at the Shadow Cast by Ghosts (rituals of social mobility) Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette SZFM Design Studio Art Bench 1 3624 Mount Diablo Boulevard Lafayette SZFM Design Studio Art Bench 2 Dolores Drive and Mount Diablo Boulevard Lafayette Michael Almaguer Balance Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Tony Sheets Bas-Relief Walls 3650 Mount Diablo Boulevard Lafayette Greg Moeller Birdhouse at Diablo Circle Diablo Circle Lafayette Adam Dolberg Black, Indigenous, People of Color Rock Garden Stanley Middle School 3455 School Street Lafayette Gordon Heuther Blossoms 3800 Mount Diablo Boulevard Lafayette Robert Becker Coaches Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Thomas Taneyhill Dancing Oak Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Cynthia Innis Fathom Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Amanda Hughen Fistulation Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Bob Nugent Flora Brasiliensis #68 Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Ellen Blakeley Flower Mosaic Triptych Moraga Road and Mount Diablo Boulevard Lafayette Joyce Hsu Flying Girl with Flowers Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Laurel True Fountain Mosaic The Mercantile 3597 Mount Diablo Boulevard Lafayette Shidoni Foundry General Lafayette 3521 Golden Gate Way Mount Diablo Boulevard and Golden Gate Way Lafayette François Séraphin Delpech Gilbert du Motier, Marquis de Lafayette Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Malcolm Lubliner Glenn Seaborg Portrait Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Oliver Jackson Intaglio Print XVIII Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Lewis deSoto KLS: Day at Kareno Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette La Fiesta Square Fountain Mount Diablo Boulevard and Hough Avenue 3527 Mount Diablo Lafayette Cleo and Suzy Papanikolas and Marlo Bartels La Fiesta Square Tile Mural Lafayette Circle and Mount Diablo Boulevard 3547 Mount Diablo Boulevard Lafayette Sonia Melnikova-Raich Left Behind Lafayette Library and Learning Center 3491 Mount Diablo Boulevard City Artist Title Location Lafayette Sarah Gross Mechanical Beetle Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette various artists Millennium Column Lafayette Library and Learning Center 3675 Mount Diablo Boulevard Lafayette Robert Becker Miramonte / Campolindo Football Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Sonia Melnikova-Raich Morning Paper Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Cleo and Suzy Papanikolas Mural near Open Sesame Mount Diablo Boulevard and Moraga Road Lafayette Robert Becker Next Swimmer Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Laurie Szujewska Noisy Silence 3 Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Laurie Szujewska Noisy Silence 5 Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Laurie Szujewska Noisy Silence 6 Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Vivian Santamarina Once Upon a Time Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Linda Gass On the Edge Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Kana Tanaka Optical Streams Part 1 & 2 Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Carolyn Ahr Orange Tulip Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Roger Berry Over Easy 3201 Mount Diablo Boulevard Lafayette Sita Rupe Puzzle Pieces Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Elin Christophersen Red Bud Sprig Lafayette Community Center 500 Saint Mary’s Road Lafayette David Mudgett Resolve Pleasant Hill and Olympic Boulevard Roundabout Lafayette Arlynn Bloom Resting Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Yan Inlow Resting Woodpecker Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Carmen Garza Sandia Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Steven Bradley Falk Seeing Red Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Ben Trautman Shadow Town Center III 3594 Mount Diablo Boulevard Lafayette Robert Becker Sleepy Hollow B Meet Lafayette Library and Learning Center 3491 Mount Diablo Boulevard 102 103 City Artist Title Location Lafayette Brian Goggin Speechless Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Ann Weber String of Pearls Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Peter Erskine Sun Painting Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Suzy Barnard Surrounded by Blue Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Local volunteers The Crosses of Lafayette or Lafayette Hillside Memorial Deer Hill Road between Thompson Road and Oak Hill Road Lafayette Carol Van Zant King The Neighbors 3540 Mount Diablo Boulevard Mount Diablo Boulevard and Oak Hill Road Lafayette Geri Burnside and Ed Quenzel Town Hall Theatre Comedy-Tragedy Mask Mural Moraga Road and School Street 3535 School Street Lafayette Susan Dannenfelser Tree of Thanks Lafayette Community Garden 3932 Mount Boulevard Lafayette Three Thirty Three Arts and Lara Dutto, Pancho Pescador, Denis Dukhalov, and Callan Romero Unity in Diversity 3654 Mount Diablo Boulevard Lafayette Joe Bologna Untitled Sculpture Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Kris Vagner Untitled 3 Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Alex Nolan and Chad Glashoff Ursus Redivivus 3505 Golden Gate Way Lafayette Utility Box 1 First Street Lafayette Utility Box 2 Moraga Road Lafayette Utility Box 3 Oak Hill Road Lafayette Utility Box 4 Happy Valley Road Lafayette Utility Box 5 Dolores Street Lafayette Utility Box 6 Lafayette Circle Lafayette Jeff Key Vessel #24 - Nesting Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Robert Becker Warm Ups - Soda Center Lafayette Library and Learning Center 3491 Mount Diablo Boulevard Lafayette Archie Held Water Sculpture Merrill Gardens 3454 Mount Diablo Road Martinez Alhambra Avenue Mural Alahambra Avenue Bridge Alhambra Avenue Martinez Black Lives Matter Mural Contra Costa Courthouse 725 Court Street Martinez John Muir Mural Alhambra Avenue Martinez Martinez Library Martinez Library 740 Court Street Martinez Tom Hon Martinez Beaver Mural Former Union 76 Station 741 Green Street Martinez Edith Hamlin and Maynard Dixon Post Office Mural Downtown Post Office 815 Court Street City Artist Title Location Martinez Colleen Gianaitempo Small Town With a Big Heart Mural Downtown Martinez Town of Moraga Amy Evans McClure Ardennais Stallion & Appaloosa Moraga Library 1500 Saint Mary’s Road Town of Moraga Colin Selig Asymmetrical Loveseat Moraga Library 1500 Saint Mary’s Road Town of Moraga David Mudgett Drain II Town Council Chambers 335 Rheem Boulevard Town of Moraga David Mudgett Grasp Moraga Library 1500 Saint Mary’s Road Town of Moraga Amy Evans McClure Imagine Town Council Chambers 335 Rheem Boulevard Town of Moraga David Mudgett Radar Man Moraga Library 1500 Saint Mary’s Road Town of Moraga Susannah Israel Rosette and Briar 329 Rheem Boulevard Town of Moraga Glenn Takai Toranski Koki’s Journey Town Council Chambers 335 Rheem Boulevard Town of Moraga Anna Shao Untitled Utility Box or Moraga Beauty Moraga Commons Park 1425 Saint Mary’s Road Town of Moraga Patrick E.Wings Rancho Laguna Park 2101 Camino Pablo Oakley Doug Hayes Flock of Ducks Main Street and Second Street Oakley Sue Longo Untitled Birds on Branches Utility Box Mural Neroly Road and Empire Avenue Oakley Kayla Reiss Untitled Delta Birds Utility Box Mural Main Street and O’Hara Avenue Oakley Andrew Rodgers Untitled Dog Utility Box Mural Oxford Drive and Brown Road Oakley Debra Janis Untitled Flower Utility Box Mural Carpenter Road and Brown Road Oakley Cristina Romero Untitled Freedom High School Utility Box Mural Neroly Road and Brown Street Oakley Sue Longo Untitled Kayak Utility Box Mural Main Street and Big Break Road Oakley Brian Riley Untitled Mother Nature Utility Box Mural Main Street and Simoni Ranch Oakley Bonnie Boyce Untitled Oakley Utility Box Mural O’Hara Avenue and Laurel Road Oakley Kayla Reiss and Debra Janis Untitled Rider Utility Box Mural Empire and Oakley Road Oakley Bonnie Boyce Untitled Sailboat Utility Box Mural Main Street and Bridgehead Road Oakley Bonnie Boyce Untitled Stork in Grass Utility Box Mural Main Street and Vintage Parkway Oakley Dylainie Nathlich Untitled Stork Utility Box Mural Main Street and Live Oak Avenue Oakley Julie Hanlon Untitled Sunset Landscape Utility Box Mural Main Street and Laurel Road Oakley Kylie Gancos Untitled Utility Box Mural Picasso Drive and East Cypress Road Oakley Christina Romero Untitled Utility Box Mural O’Hara Avenue and Cypress Road Oakley Debra Janis Untitled Winery Fields Utility Box Mural Empire Avenue and Carpenter Road Oakley Bonnie Boyce Untitled Winery Utility Box Mural Empire Avenue and Cypress Street Orinda Alan Chin Aha Orinda Library Plaza 26 Orinda Way Orinda Ann Weber Almost 16 and 15 1/2 Orinda Library 26 Orinda Way Orinda Colin Selig Bean Love Seat Ranch House in Wilder Park 10 Orinda Fields Lane 104 105 City Artist Title Location Orinda John Toki Blue Black #2 In front of Orinda Community Center 28 Orinda Way Orinda Doug Heine Butterflies Orinda Community Park 28 Orinda Way Orinda Larry Stefl California Dream Orinda Library Plaza 26 Orinda Way Orinda Stan Dann California Landscape Wilder Park Art and Garden Center 20 Orinda Fields Lane Orinda Stan Huncilman Caerus In front of the Mash Building 43 Moraga Way Orinda Dan Good Chain Piece Ranch House in Wilder Park 10 Orinda Fields Lane Orinda Colin Selig Chaise Love Seat Brookside Road and Moraga Way Orinda Kati Casida Embrace Wilder Park Art and Garden Center 20 Orinda Fields Lane Orinda Albert Dicruttalo Epoch Outside the planning office of Orinda City Hall 22 Orinda Way Orinda David Mudgett Face Your Fear Orinda Library Plaza next to the fountain 26 Orinda Way Orinda Doug Heine Fruit of the Aluminum In front of Field 2 at Wilder Park 101 Wilder Road Orinda Doug Heine Full Circle Mechanics Bank 77 Moraga Way Orinda Hans Miles Iceberg Slim Orinda Library Plaza in front of Café Teatro 26 Orinda Way Orinda Rue Harrison Indigo Animal and Dame Eleanor Marmot Orinda Community Center 28 Orinda Way Orinda Joseph Slusky I/O Wilder Park Art and Garden Center 20 Orinda Fields Lane Orinda Colin Selig Lips Bench Orinda Community Center entrance 28 Orinda Way Orinda Colin Selig Low Back Bubble Bench In front of Orinda Community Center28 Orinda Way Orinda Troy Pillow Marigold Mechanics Bank 77 Orinda Way Orinda Rimas VisGirda Martha Orinda Library Plaza 26 Orinda Way Orinda Susannah Israel Master of Ceremonies Orinda Library lobby 26 Orinda Way Orinda Keith Bush Measure of a Man Heggie Plaza, Orinda Library upper level 26 Orinda Way City Artist Title Location Orinda Kevin Christison Mother Reading to Child Read Garden behind the library 26 Orinda Way Orinda Archie Held Negative Orinda Library Plaza adjacent to Cafe Teatro 26 Orinda Way Orinda Colin Selig Nouveau Victorian Chair Morrison’s Jewelers 35 Moraga Way Orinda Colin Selig Nouveau Victorian Chair 2 Morrison’s Jewelers 35 Moraga Way Orinda Gale Wagner Outta Here Orinda Library Plaza 26 Orinda Way Orinda Stan Huncilman Rotorama Outside the planning office of Orinda City Hall 22 Orinda Way Orinda Bruce Johnson Sentinel Between the Library Auditorium and the Community Center 26 Orinda Way Orinda Joseph Slusky Sentinel Orinda Community Center lobby 28 Orinda Way Orinda Ann Christenson Shimmy Heggie Plaza, Orinda Library upper level 26 Orinda Way Orinda Jeff Downing Signals Orinda Library Plaza 26 Orinda Way Orinda Danielle Satinover Sound Explosion Heggie Plaza, Orinda Library upper level 26 Orinda Way Orinda Ivan McLean Sphere 90 Trellis area in front of Orinda Library 26 Orinda Way Orinda John Toki Spring Magesty Bruns Amphitheater at Shakespeare Theatre 100 California Shakespeare Theatre Way Orinda John Toki Springtime Spirit Orinda Community Center, 28Orinda Way Orinda Wes Horn Surfboard Seat Nation’s Restaurant 76 Moraga Way Orinda Kent Roberts Surveiliance Orinda Library lobby 26 Orinda Way Orinda David Mudgett Swimmer Trellis area in front of Orinda Library 26 Orinda Way Orinda Sandra Jones Campbell The Proposition Orinda City Hall entry patio 22 Orinda Way Orinda Albert Dicruttalo Truce Orinda Library Plaza 16 Orinda Way 106 107 City Artist Title Location Orinda Patricia Vader Wheely Whirly Peacock Orinda Library Plaza 16 Orinda Way Orinda Stan Huncilman Wrenzori (Rwenzori)Orinda City Hall lower parking lot turnaround 22 Orinda Way Pinole unknown Bear Claw Bakery Murals Bear Claw Bakery 2430 San Pablo Avenue Pinole Fernandez Mansion & the American Hotel Mural 1360 Fitzgerald Drive Pinole Janette Legg Fernandez Park San Pablo Bay Mural Pinole Senior Center 2500 Charles Avenue Pinole Greenfield Department Store Mural Former Greenfield Department Store 1360 Fitzgerald Drive Pinole Betty Bailon and Adelpha Frye Pinole Historical Society Mural Bus turn out 2131 San Pablo Avenue Pinole Semion Mirkin Pinole Meadow Parks Mural Pinole Meadow Park Nob Hill Avenue and Rogers Way Pinole Wells Fargo and Pinole Historical Society Pinole Mural Wells Fargo 1374 Fitzgerald Way Pinole unknown Pinole Police Department Mural unknown location Pinole John Wehrle Pinole Valley Gateway I-80 Overpass Pinole Valley Road Pinole Semion Mirkin and Joan Landis The Making of Pinole Pinole Art Center Gallery 1360 Fitzgerald Drive Pittsburg Francis Palermo Heritage Plaza Mural Heritage Plaza 4th Street Pittsburg Ore Cart Monument Old Town Pittsburg 5th Street and Black Diamond Street Pittsburg Jason Greigo Our Lady of Pittsburg Heritage Plaza 4th Street Pittsburg Sculptural Reliefs at The California Theater The California Theatre 351 Railroad Avenue PIttsburg Frank Vitale The Fisherman 3rd Street and Railroad Avenue Pittsburg Frank Vitale The Steelworker in Pittsburg 5th and Railroad Avenue Pittsburg The Yellow Boat 3rd Street Pittsburg Water Fountatin and Porticos Old Town Pittsburg 5th Street and Black Diamond Street Pleasant Hill Granite Blocks Downtown Pleasant Hill Monument and Contra Costa Boulevards Pleasant Hill Untitled - Car Max Art Car Max 77 Chilpancingo Parkway Pleasant Hill Untitled - Crossroads Shopping Center Crossroads Shopping Center 2314 Monument Boulevard Pleasant Hill Untitled - Diablo Valley Plaza Art Diablo Valley Plaza 85 Chilpancingo Parkway Pleasant Hill Untitled - Hyatt House Hotel Hyatt House Hotel 2611 Contra Costa Boulevard City Artist Title Location Pleasant Hill Untitled - Reserve at Pleasant Hill Reserve at Pleasant Hill Pleasant Hill and Geary Pleasant Hill Evan Shively Untitled - Sculptural Logs Pleasant Hills Library 2 Monticello Avenue Richmond Familias Unidas & Richmond Art Center Mural BART Underpass Familias Unidas Mural BART underpass 37th Street Richmond Linda Grebmeier Cargo Ships 147 Richmond City Hall 450 Civic Center Plaza Richmond John Wehrle Century Xing Sculpture Richmond BART Station 1900/2000 Macdonald Avenue Richmond Arts & Culture Commissioners Hurst, Seville and Peters Column Train Sculpture Richmond Community Garden Richmond Art Center, National Institute of Art & Disabilities, Richmond Senior Center Harbour Way and Macdonald Avenue Richmond John Wehrle Council Chambers Mural/Birds Eye View Council Chambers, first floor 440 Civic Plaza Richmond AGANA Entrada Sagrada Richmond Art Center Barrett Avenue Entrance Richmond Emily Jo Benjamin, Kaitlyn Bordas, Denise Campos, Vincent Castellanos, Stephanie Garcia, Yahir Garcia, Anwar Mateo Mixcoatl- Diaz, Leslie Poblano, Skyler Rouse, Lizzeth Torres, Iris Wiley Sittler Every day we must struggle to stay focused on saving this beautiful planet Richmond Art Center Barrett Avenue Entrance Richmond Familias Unidas Familias Unidas Mural Richmond Recreation Complex 3230 Macdonald Avenue Richmond John Wehrle Ferry Point Mural Dornan Drive and Ferry Point Richmond Bruce Hasson Friendship Shimada Park Marina Bay Parkway and Southwind Circle Richmond Andrée Singer Thompson Guillermo, the Golden Trout Front of Richmond Art Center 2540 Barrett Avenue Richmond JoeSam Hide ‘n’ Seek – Girl 1.1 “Barbara”Richmond Art Center 25th Street Entrance Richmond Charles Perry Hilltop Mall Rotunda/Solar Cantata Hilltop Mall 2200 Hilltop Mall Road Richmond Gyöngy Laky Inner Glyphs Out Lobby, cafeteria wall, Social Security Building 1221 Nevin Avenue Richmond Gary Carlos Juliga Woods Memorial Boorman Park South 27th and Maine Avenue Richmond Youth from RYSE Center working with lead artist AGANA Keep Richmond Beautiful Richmond Art Center Mural on loading ramp at 25th Street Entrance 108 109 City Artist Title Location Richmond Rigo 89 Liberty Ship BART underpass North side of Barrett Avenue Richmond Laurel True Long’s Tiles Harbor Gate Shopping Center 2151 Meeker Avenue Richmond Po Shu Wang Lucretia Edwards Shoreline Park 1500 Marina Way South Richmond Erica Clark Shaw Memorial to Youth Miller/ Knox Regional Park 900 Dornan Drive Richmond Mildred Howard Moving Richmond 1700 Nevin Avenue Richmond NIAD Banner National Institute for Art & Disabilities 551 23rd Street Richmond Janet Kuemmerlein Odyssey Lobby west corridor, Social Security Building 1221 Nevin Avenue Richmond Kemit Amenophis and the children of Parchester Village Parchester Village Community Center Mural Parchester Community Center 900 Williams Drive Richmond John Wehrle Past Perfect on MacDonald Avenue Underpass MacDonald Avenue at I-80 Freeway Richmond Tom and Tim Taylor Pelican Mural - Richmond Annex Richmond Annex I-80 overpass at Carlson Richmond John Wehrle Revisionist Histroy of San Pablo Avenue San Pablo Avenue, North of Barrett at I-80 Freeway Underpass Richmond Richmond Art Center Memorial Richmond Art Center 2540 Barrett Avenue Richmond William Mitchell Richmond BART Station Entry area, inside gates, Richmond BART Station 1700 Nevin Avenue Richmond Richard Hunt Richmond Cycle Patio, Social Security Building 1221 Nevin Avenue Richmond Matthews Corporation International Rolling Hills Memorial Rolling Hills Memorial Park 4100 Hilltop Drive Richmond Cheryl Barton and Susan Schwartzenberg Rosie the Riveter Memorial Rosie the Riveter Memorial Park Regatta Boulevard and Marina Bay Parkway Richmond Rubicon Bakery Mural Rubicon Bakery 154 South 23rd Street Richmond Alan Leon School Mural Lovoyna DeJean Middle School 3400 Macdonald Avenue Richmond Ray Beldner Shipyard Stories Jay and Barbara Vincent Park 15 Harbor View Drive Richmond Anita Margrill Signalmen Sculpture Regatta Boulevard and Marina Way Richmond Lia Cook Spatial Ikat III Lobby, south wall, Social Security Building 1221 Nevin Avenue Richmond Kirk St. Maur The Sentinel Park Place and Washington Avenue Richmond Jacques Overhoff Torque Auto Plaza, Hilltop Auto Plaza City Artist Title Location Richmond John Roeder Village and Folk Art Sculptures, 20th century Richmond Art Center 2540 Barrett Avenue Richmond Rebeca García-González We Found Joy in Art-Making / Encontramos La Felicidad Haciendo Arte Richmond Art Center 25th Street Entrance San Pablo Youth Spirit Artworks Davis Park Mural Davis Park Multi-Purpose Room 1667 Folsom Avenue San Pablo Mosaics at the Medical Center West County Health Center 13601 San Pablo Avenue San Pablo Debra Koppman The Fabric of San Pablo San Pablo City Hall 1000 Gateway Avenue San Pablo Debra Koppman Threads of San Pablo San Pablo Community Center 2450 Rd. 20 San Pablo Debra Koppman Welcome to San Pablo!San Pablo Community Center 2450 Rd. 20 San Ramon ABC Pet Clinic Mosaic 2259 San Ramon Valley Boulevard San Ramon Lee Burg Art of Dance Crow Canyon and Twin Creeks San Ramon Swati Rostogi A Tribal Narrative Bridle Court at Old Ranch Road San Ramon Gary A. Winter A Window Back in Time Alcosta Boulevard 9100-I, Country Club Village Center San Ramon Basket Sculpture 2600 Camino Ramon San Ramon Bishop Ranch Business Park Sculpture Bishop Drive at Executive Parkway San Ramon Aditya Advani Bishop Ranch 1 Fountain 6101 Bollinger Canyon Road San Ramon Bishop Ranch 15 Fountain 12647 Alcosta Boulevard San Ramon Brian Keith Bronze Eagle Rancho San Ramon Park 1998 Rancho Park Loop San Ramon Long Giao and Hai Wing Yu Canyon Crows 3110 Crow Canyon Place San Ramon Child Fire Fighter 2070 Arlington Way San Ramon Wendy Baker Children’s Faces North Monarch Road near North Wedgewood Road San Ramon Patricia Valentine Creative Conservation Crow Canyon Road and Old Crow Canyon Road San Ramon John Adams and Linda Stevenson Coexistence 2000 Bishop Drive located near the north east side of the parking lot San Ramon Suzanne Gayle Colors of Music Crow Canyon and Iron Horse Trail San Ramon Dan Dykes Convergence 2416 San Ramon Valley Boulevard San Ramon Judith Elenbass Country Faire Park Tile Wall 320 Terrazzo Circle San Ramon Jeanette Braucher-Wolfe Diversity Through Dance Crow Canyon and Camino Ramon in front of Union Bank San Ramon Extended Stay America 2100 Camino Ramon San Ramon Albert Guibara Fingers 2355 San Ramon Valley Boulevard San Ramon Peter Schifrin Fire Fighter San Ramon Valley Fire Protection District 1500 Bollinger Canyon San Ramon Rich Partida Fire Truck Park Tile Wall 2070 Arlington Way San Ramon Carol Lin and Robin Indar Fish Mosaic 2277 San Ramon Valley Boulevard 110 111 City Artist Title Location San Ramon Rich Partida Flight of the Butterflies 8502 North Monarch Road San Ramon Paula Kim Flowers San Ramon Valley Boulevard and Courtyard Center San Ramon Eric Fang Fountain Ball 2410 San Ramon Valley Boulevard San Ramon Debora Dogue Fountains with Hand-Decorated Tiles 200 Market Place San Ramon David Gates Granite Monolith and Trellis 2671 Crow Canyon Road San Ramon Anthony M. Guzzardo History Wall 21001 San Ramon Valley Boulevard San Ramon John Nichol Hose Sculpture 2070 Arlington Way San Ramon Chris Rench Huddle Up 5261 Sherwood Way San Ramon Ray Lamb Improvement Crow Canyon Road and Old Crow Canyon Road near Home Depot San Ramon Martin Metal Iron Horse 3111 Fostoria Way San Ramon Mark Bulwinkle Iron Sculpture 168 Crow Canyon Place San Ramon Journeys of the Imagination 3191 Crow Canyon Place located near the sidewalk that runs through the outdoor seating area San Ramon Jorge De Quesada Legacy Plaza Fountain 2010 Crow Canyon Place San Ramon Madeline Weiner Legacy Montevideo and Davona Drive San Ramon Sophia Lee Let’s Dance!Crow Canyon and San Ramon Valley Boulevard San Ramon SGPA Lighting Tower Art Sculpture 2610 Bishop Drive San Ramon Suzanne Gayle, Star Arts Living Colors Crow Canyon Place and Fostoria Way San Ramon Scott Donahue Lost and Found 18080 San Ramon Valley Boulevard located in front of Hairgami Salon San Ramon Joe Bologna Men at Work 1947 San Ramon Valley San Ramon Archie Held Millennium Bowl 2603 Camino Ramon San Ramon Dale Rogers People Central Park 12501 Alcosta Boulevard San Ramon PG&E Fountain 3301 Crow Canyon San Ramon Rhonda Chase Poppies Bollinger Canyon Fountain Bollinger Canyon Road and South Chanterella Drive San Ramon Bozidar Rajkovski Pyramid Fountain 2551 San Ramon Valley Boulevard San Ramon Sanjay Anavekar and Deepali Anavekar Rangoli San Ramon Valley Boulevard and Norris Canyon Road San Ramon Dale Rogers Reaching for the Stars Walgreens 11440 Windemere Parkway San Ramon Red Spheres Target 2610 Bishop Drive San Ramon Albert Guibara Sculpture with Water 2817 Crow Canyon Road San Ramon David Boyer Shadow Dancers Athan Downs Park Montevideo and Davona Drive San Ramon Ranjini Venkatachari Smile, You’re in San Ramon Central Park Amphitheater 12501 Alcosta Boulevard San Ramon Ross Barrable Song of the Seasons Doughtery Station Community Center 17011 Bollinger Canyon Road City Artist Title Location San Ramon Sarah Gonsalves Space Box 3101 Crow Canyon Place located near Citibank, Crow Canyon and Crow Canyon Place San Ramon Troy Pillow Steve 2015 Crow Canyon Place located outside Ulta San Ramon Vanessa Thomas Succulent Life Forest Home Farms 19953 San Ramon Valley Boulevard San Ramon Roger Barr Sundance II 3223 Crow Canyon Road located in front of Union Bank San Ramon Molly Keen Swiftly Crow Canyon and Crow Canyon Place in front of Citi Bank San Ramon John Lwerks The Tile Wall 1998 Rancho Park Loop San Ramon Albert Guibara Tower, Ball, and Triangle 4500 Norris Canyon Road San Ramon Stan Pavlou Toyota Sculpture 2451 Bishop Drive San Ramon Ranjini Venkatachari Universal Love City Hall 7000 Bollinger Canyon Road San Ramon Water Feature Sunrise Bagel Café 2005 Crow Canyon Place San Ramon Sophia Lee Yellow Submarine 6000 Bollinger Canyon Road San Ramon Paula Kim Zen Annabel Lake Marriott and Bishop Walnut Creek Jerome Kirk Aris Walnut Creek Ally McKay Better Days 1432 North Main Street Walnut Creek Robert Holmes Bolero Walnut Creek Gerald Heffernon Bullman with Bulldog 1301 North Main Street at the intersection of Mt. Diablo Boulevard Walnut Creek Sirron Norris Cartoon Creek Duncan Arcade 1341 North Main Street Walnut Creek Yoshio Taylor Echo Plaza Escuela Locust Street Walnut Creek Richard Ellis Family Former Washington Mutual Walnut Creek Louis Pearson Fantasy North California Boulevard and Mt. Diablo Boulevard Walnut Creek Lloyd LeBlanc Flock of Ducks Walnut Creek Velia De Iuliis Floral Bounty Duncan Arcade 1341 North Main Street Walnut Creek Fletcher Benton Folded Square Alphabet G Civic Arts Gallery 1601 Civic Drive Walnut Creek Seyed Alavi Fountain Head Main Street Walnut Creek Wowhaus (Scott Constable and Ene Osxeraas-Constable) Geologica Walnut Creek Doron Rosenthal Geological Evolution of Mt. Diablo Olmpic Place 1697 Mt. Diablo Boulevard Walnut Creek Phillip K. Smith Gradient Column Ruth Bancroft Garden 1552 Bancroft Road Walnut Creek Beniamino Bufano Hand of Peace 112 113 City Artist Title Location Walnut Creek Casey Gray Hands Free Duncan Arcade 1341 North Main Street Walnut Creek Shayne Dark Intersect in Red Vaya Apartment Complex Oakland Boulevard and Ygnacio Valley Road Walnut Creek Bruce Beasley Intersections II Gateway Center 1850 Mount Diablo Boulevard Walnut Creek David “Hyde” Cho Jiko-jitsugen 1666 Locust Street Walnut Creek Marta Thoma Journey of a Bottle Walnut Creek Library 1644 North Broadway Walnut Creek Ludell Deutscher Le Passant Walnut Creek Cliff Garten Liliales 539 South Broadway Walnut Creek Jacques Overhoff Lost in the Mail Walnut Creek Maska Masked Revival Mel’s Diner 1394 North Main Street Walnut Creek Tor Archer Olympic Orb Olympia Place 1697 Mt. Diablo Boulevard Walnut Creek Joyce Hsu Rawr Walnut Creek Library 1644 North Broadway Walnut Creek Olivia Kuser Shadowmaker Va de Vi Restaurant 1511 Mt. Diablo Boulevard Walnut Creek Christian Moeller Shh…Portrait in 12 Volumes of Gray Walnut Creek Cork Marcheschi Skinny Grove The Orchards 2800 Ygnacio Valley Road Walnut Creek Linda Fleming Sparks Walnut Creek Dan Corson Spiraling and Radiating Light Walnut Creek Station Parking Structure 200 Ygnacio Valley Road Walnut Creek Wowhaus (Scott Constable and Ene Osxeraas-Constable) Story Vanes The Orchards 2800 Ygnacio Valley Road Walnut Creek Patrick Dougherty Sure Enough Walnut Creek Martin Webb The first object he locked upon, that object he became Walnut Creek Allie Bill Skelton Transition Walnut Creek Josh Keyes Treadmill Downtown Walnut Creek Locust Street Garage Walnut Creek Archie Held Urban Family Agora Complex 1500 Newell Avenue Walnut Creek Steven De Staebler Untitled, City Hall Walnut Creek Ann Gardner Uno, Dos, Tres Walnut Creek Royce Vestiges, Fall Walnut Creek Cliff Garten Veterans Memorial Walnut Creek Ricky Watts Walnut Creek Rollercoaster Duncan Arcade 1341 North Main Street Walnut Creek Leo Bersamina Warming Up in California City Artist Title Location Walnut Creek Jason Middlebrook Water Light Walnut Creek Kristin Farr West Coast Barn Quilt Lesher Center for the Arts Locust Street and Civic Drive Walnut Creek MCXT (Monica Canilao and Xara Thustra) We Well All Be Civic Park’s Assembly Hall 1375 Civic Drive Walnut Creek Ned Kahn Wind Fins 1000 South Main Street former Neiman Marcus façade Walnut Creek Dan Dykes Wings Walnut Creek Cannon Dill Wolf Duncan Arcade 1341 North Main Street The KTO Project a world music ensemble 114 115 RECOMMENDATION(S): 1. CONSIDER adopting (or accepting) the Arts & Culture Master Plan for Contra Costa County, as recommended by the Internal Operations Committee and the Ad Hoc Arts Council Steering Committee. 2. ACKNOWLEDGE the outstanding contributions of the members of the Ad Hoc Arts Council Steering Committee to the process of the development of the Master Plan. 3. CONSIDER directing staff to issue a final Request for Proposal (RFP) for Arts Council services and conduct a solicitation process to secure a contractor to provide these services, as recommended in the Arts & Culture Master Plan for Contra Costa County. FISCAL IMPACT: Up to $262,500 is appropriated in the APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: L. DeLaney, (925) 655-2057 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: D. 2 To:Board of Supervisors From:INTERNAL OPERATIONS COMMITTEE Date:June 27, 2023 Contra Costa County Subject:Contra Costa County Arts Council Project: Master Plan and RFP for Arts Council Services FISCAL IMPACT: (CONT'D) FY 23-24 County Budget to fund the provision of Arts Council services, from an allocation of Measure X revenues. 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. BACKGROUND: On March 29, 2022, the Board of Supervisors dissolved the Contra Costa Arts and Culture Commission (formerly 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). 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 a Request for Proposal (RFP) to procure arts council services. At the conclusion of the solicitation process, Arts Orange County, led by Mr. Rick Stein, was retained as the consultant for this purpose. On August 2, 2022, the Board of Supervisors referred to the Internal Operations (IO) Committee the establishment of an Ad Hoc Arts Council Steering Committee. At its September 12, 2022 meeting, the Internal Operations Committee (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 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. On November 21, 2022, the IOC considered the applications and recommended that the Board of Supervisors appoint the following individuals to the Ad Hoc Arts Council Steering Committee: Najari Smith (District I)1. Janet Berckefeldt (District II)2. Germaine McCoy (District III)3. Arlene Kikkawa-Nielsen (District IV)4. Ben Miyaji (District 5)5. Nilofar Gardezi (non-profit foundation)6. Margot Melcon (non-profit foundation)7. The Board of Supervisors approved these appointments on November 29, 2022. After its establishment, the Ad Hoc Arts Council Steering Committee began meeting monthly in January for a total of 7 times, providing valuable and considerable input and direction on the process and development of an Arts & Culture Master Plan for Contra Costa County. A first draft was presented to the Steering Committee at its May 10 meeting; a second draft was presented at its June 5 meeting. At its June 12 meeting, the Steering Committee considered a final draft and also provided additional input on a draft Request for Proposal (RFP) for the procurement of arts council services for the County. With effusive praise for the work of the consultant, the Steering Committee voted unamimously (7-0) to accept the final draft and to recommend its acceptance by the Board of Supervisors. A final draft Master Plan was also presented at the Board's Internal Operations Committee meeting (Chair Andersen, Vice Chair Burgis) on June 12. The Committee voted unanimously to recommend its adoption by the Board of Supervisors, with the expectation of inclusion of final graphics and photos, additional data requested by the Committee, and a Spanish edition of the Master Plan. (Note that plans are underway for text translation into multiple other languages as well.) Attached for the Board of Supervisors' consideration is the final Arts & Culture Master Plan for Contra Costa County. (Attachments A and B) Prepared by Arts Orange County, this Master Plan is based upon all sources of community input obtained throughout the planning process; it includes a statement of Vision, Mission and Values; it provides top line goals and priorities for a Contra Costa County arts council to address when one is selected by the Board of Supervisors; it includes a 5-year projected budget; and provides recommended action steps and a timeline. The President and CEO of Arts Orange County, Mr. Rick Stein, and members of the Steering Committee will be present at the Board of Supervisors meeting to present and comment on the Master Plan. Also attached for the Board's consideration is a final draft Request for Proposal (RFP) to procure arts council services for the County. (Attachment C) Earlier drafts of the RFP were reviewed by the Steering Committee and County Counsel staff. According to the schedule of events proposed in the RFP, the RFP would be released on July 3, 2023 and open through 3:00 p.m. on August 28, 2023. Pending the receipt of responses, the RFP calendar anticipates Board of Supervisors' action on a contractor recommendation at the October 24, 2023 meeting, after review by the Internal Operations Committee. County Administrator staff anticipates participation of members of the Ad Hoc Steering Committee and the consultant on the RFP Review Committee. If the schedule of events is adhered to, the selected contractor would begin providing services on December 1, 2023 (estimated). Arts & Culture Master Plan for Contra Costa County History Since the establishment of the Ad Hoc Arts Council Steering Committee, the project consultant, Mr. Rick Stein of Arts Orange County and his associates, provided the Steering Committee with regular status reports of their 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 the list of proposed key stakeholder interviewees and provided the Consultant with additional suggestions. Committee members promoted and attended the Community Visioning Sessions, and they promoted the online survey to their networks. Key Stakeholder Interviews In total, the consultant conducted 68 interviews with key stakeholders from November 2022 to April 2023. Interviewees were advised that their comments would be confidential and that any specific quotations used by the consultant would be without attribution. In addition to those independently identified by the consultant, interviewees were selected based upon suggestions made to the consultant by County Supervisors, County staff, and members of the Ad Hoc Arts Council Steering Committee. Stakeholders interviewed were located in each of the five Supervisorial districts in almost equal proportions, as well as several that represent organizations serving multiple districts or the entire county. Stakeholders represented the following constituencies: artists, arts educators, arts and cultural organizations, philanthropic organizations, business, and government, including interviews with all five Contra Costa County Supervisors. Visioning Sessions A total of 6 visioning sessions were conducted, the first of which was with the members of the Ad Hoc Committee at its inaugural meeting on January 18, 2023. Subsequently, 5 Community Visioning Sessions were held in each of the County’s supervisorial districts: March 14-Walnut Creek (District 4), March 15-Oakley (District 3), March 16-Pittsburg (District 5), March 17-Danville (District 2), March 18-Richmond (District 1). 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. Online Survey On March 14, an online survey was launched in both English and Spanish . The survey closed on April 20, with 478 verified responses. Research Findings 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 CONSEQUENCE OF NEGATIVE ACTION: If the Board of Supervisors does not adopt or accept the Arts & Culture Master Plan for Contra Costa County, it will not have a plan of action for the replacement of the dissolved Arts and Culture Commission with an Arts Council, leaving the County and its arts and culture organizations and practioners without a unifying presence that can equitably, effectively, and consistently represent their interests, advocate for their needs, facilitate their communications, and foster their connectivity. If the Board does not approve the release of an RFP to procure arts council services, the County will not have an organization to serve as the County's State-Local Partner with the California Arts Council and will not have the opportunity to bring additional arts and culture resources to the County. CLERK'S ADDENDUM Speakers: Nilofar Gardezi: Arlene; Jose; Annette Beckstrand; Margo Melcon, Zellerback Foundation; Written correspondence received from Ben Miyaji, Arts Council Ad Hoc Steering Committee Member, District 5 (attached). AGENDA ATTACHMENTS Attachment A: Arts & Culture Master Plan for Contra Costa County Attachment B: Plan Maestro de Arte Y Cultura Para El Condado De Contra Costa Attachment C: Final Draft RFP for Arts Council Services MINUTES ATTACHMENTS Correspondence Received CONTRA COSTA COUNTY DATE: June 5, 2023 TO: Clerk of the Board FROM: Department of Conservation & Development By: Andrew Gomer, Building Inspector I RE: Itemized Report of Abatement Costs The following is an itemized report of the costs of abatement for the below described property pursuant to C.C.C. Ord. Code ' 14- 6.428. OWNER: Smith, Elizabeth B. POSSESSOR: N/A MORTGAGE HOLDER: N/A ABATEMENT ORDERED DATE: May 9, 2022 ABATEMENT COMPLETED DATE: June 28, 2022 SITE ADDRESS: 549 Grove Ave., Richmond, CA APN#: 409-141-012 PROPERTY DESCRIPTION: Residential AMOUNT OF ABATEMENT COSTS (CCC ORDINANCE CODE 14-6.428) ITEM EXPLANATION COST Notice to Comply (include first 2 inspections) $ 300.00 Site Visits (1 x $150.00 ea.) $ 150.00 Certified Letter & Regular Mailings $ 14.60 Photos $ 10.00 Contractor hired for abatement $ 1,950.00 Final Site Inspection to Confirm Compliance 200.00 Compliance Report and Board Hearing $ 200.00 Total $ 2,824.60 Abatement costs can be paid at or mailed to Department of Conservation and Development, Building Inspection Division, 30 Muir Rd., Martinez, CA 94553. 549 Grove Ave. Richmond, CA 94801 Before Photos Go to: •“Insert” on menu bar. Select “picture”. •Go to the “Pictures (N:)” drive in the network directory. •Select the CODE ENF folder. •Select the folder by parcel number/APN •Use search bar in the top of the window to type in the parcel number •In the folder full of pictures, select the photo to be used •Drag and drop, or double-click the picture •It will appear on this screen •Stretch the picture using the little hollow points on the corners, if necessary. 549 Grove Ave. Richmond, CA 94801 After Photos RECOMMENDATION(S): OPEN the hearing on the costs of abating a public nuisance on the real property located at 549 Grove Ave., Richmond, in unincorporated Contra Costa County, California. (APN 409-141-012); RECEIVE and CONSIDER the attached itemized report on the abatement costs and any objections thereto from the property owner or other persons with a legal interest in the property; CLOSE the hearing. DETERMINE the cost of all abatement work and all administrative costs to be $2,824.60. ORDER the itemized report confirmed and DIRECT that it be filed with the Clerk of the Board of Supervisors. ORDER the costs to be specially assessed against the above-referenced property and AUTHORIZE the recordation of a Notice Of Abatement Lien. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Jason Crapo, 925-655-2800 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: D. 3 To:Board of Supervisors From:John Kopchik, Director, Conservation & Development Department Date:June 27, 2023 Contra Costa County Subject:Cost Confirmation Hearing for Real Property Located at 549 Grove Ave., Richmond, CA 94801 FISCAL IMPACT: No net fiscal impact. The costs as determined above will be added to the tax roll as a special assessment on this property and will be collected at the same time and in the same manner as ordinary County taxes are collected. BACKGROUND: Contra Costa County Ordinance Code Article 14-6.4 and California Government Code Section 25845 authorize the recovery of abatement costs in public nuisance cases, the recordation of a Notice of Abatement Lien, and inclusion of abatement costs on the tax roll as a special assessment, upon approval of the Board of Supervisors. The Notice and Order to abate was posted on the above-referenced property for a vacant lot with occupied pop-up trailer and garbage and debris and was served on the property owner and all persons known to be in possession of the property by certified mail on May 9, 2022. The property owner did not file an appeal of the Notice and Order to Abate. The County Abatement Officer abated the nuisance on June 7, 2022. The property owner was billed for the actual costs of the abatement and all administrative costs. The bill was sent by first-class mail to the property owner on June 28, 2022. The property owner did not pay the bill within 45 days of the date of mailing. Notice of this Cost Hearing was sent to the property owner by certified mail by the Clerk of the Board. For proof of service, see Clerk of the Board at 1025 Escobar Street, Martinez, CA. CONSEQUENCE OF NEGATIVE ACTION: If not approved, the County will not be able to recover costs for abatement on code violations for this property. CHILDREN'S IMPACT STATEMENT: N/A ATTACHMENTS Before and After Itemized Abatement Costs CONTRA COSTA COUNTY DATE: June 5, 2023 TO: Clerk of the Board FROM: Department of Conservation & Development By: Andrew Gomer, Building Inspector I RE: Itemized Report of Abatement Costs The following is an itemized report of the costs of abatement for the below described property pursuant to C.C.C. Ord. Code ' 14- 6.428. OWNER: Chen, Christine Ru POSSESSOR: N/A MORTGAGE HOLDER: N/A ABATEMENT ORDERED DATE: January 20, 2023 ABATEMENT COMPLETED DATE: March 1, 2023 SITE ADDRESS: 1926 4th St., Richmond, CA 94801 APN#: 409-262-016 PROPERTY DESCRIPTION: Residential AMOUNT OF ABATEMENT COSTS (CCC ORDINANCE CODE 14-6.428) ITEM EXPLANATION COST Notice to Comply (include first 2 inspections) $ 300.00 Site Visits (5 x $150.00 @) $ 750.00 Recording Fee $ 17.00 PIRT (Title Search) $ 150.00 Certified Letter & Regular Mailings $ 30.60 Photos $ 10.00 Contractor hired for abatement $ 3,000.00 Final Site Inspection to Confirm Compliance 200.00 Compliance Report and Board Hearing $ 200.00 Total $ 4,657.60 Abatement costs can be paid at or mailed to Department of Conservation and Development, Building Inspection Division, 30 Muir Rd., Martinez, CA 94553. 1926 4th Street Richmond, CA 94801 Before Photos Go to: •“Insert” on menu bar. Select “picture”. •Go to the “Pictures (N:)” drive in the network directory. •Select the CODE ENF folder. •Select the folder by parcel number/APN •Use search bar in the top of the window to type in the parcel number •In the folder full of pictures, select the photo to be used •Drag and drop, or double-click the picture •It will appear on this screen •Stretch the picture using the little hollow points on the corners, if necessary. 1926 4th Street Richmond, CA 94801 After Photos RECOMMENDATION(S): OPEN the hearing of the costs of abating a public nuisance on the real property located at 1926 4th St., Richmond, in unincorporated Contra Costa County, California. (APN: 409-262-016); RECEIVE and CONSIDER the attached itemized report on the abatement costs and any objections thereto from the property owner or other persons with a legal interest in the property; and CLOSE the hearing. DETERMINE the cost of all abatement work and all administrative costs to be $4,657.60. ORDER the itemized report confirmed and DIRECT that it be filed with the Clerk of the Board of Supervisors. ORDER the costs to be specially assessed against the above-reference property and AUTHORIZE the recordation of a Notice of Abatement Lien. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Jason, Crapo, 925-655-2800 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: D. 4 To:Board of Supervisors From:John Kopchik, Director, Conservation & Development Department Date:June 27, 2023 Contra Costa County Subject:Cost Confirmation Hearing for Real Property Located at 1926 4th St., Richmond, CA 94801 FISCAL IMPACT: No net fiscal impact. The costs as determined above will be added to the tax roll as a special assessment on this property and will be collected at the same time and in the same manner as ordinary County taxes are collected. BACKGROUND: Contra Costa County Ordinance Code Article 14-6.4 and California Government Code Section 25845 authorize the recovery of abatement costs in public nuisance cases, the recordation of a Notice of Abatement Lien, and inclusion of abatement costs on the tax roll as a special assessment, upon approval of the Board of Supervisors. The Notice and Order to Abate was posted on the above-referenced property for a vacant structure which is not secured, a vacant structure whose interior and premises contains waste, rubbish, or debris, and was served on the property owner and all persons known to be in possession of the property by certified mail on January 20, 2023. The property owner did not file an appeal of the Notice and Order to Abate. The County Abatement Officer abated the nuisance on February 21, 2023. The property owner was billed for the actual cost of the abatement and all administrative costs. The bill was sent by first-class mail to the property owner on March 1, 2023. The property owner did not pay the bill within 45 days of the date of mailing. Notice of this Cost Hearing was sent to the property owner by certified mail by the Clerk of the Board. For proof of service, see Clerk of the Board at 1025 Escobar St., 1 st Floor, Martinez, CA 94553. CONSEQUENCE OF NEGATIVE ACTION: If not approved, the County will not be able to recover costs for abatement on code violations for this property. CHILDREN'S IMPACT STATEMENT: N/A ATTACHMENTS Before And After Photos Itemized Abatement Costs Department of Conservation and Development County Planning Commission Wednesday, May 24, 2023 – 6:30. P.M. STAFF REPORT Agenda Item #_____ Project Title: County-Initiated Zoning Text Amendment to Revise the Accessory Dwelling Unit Ordinance, Chapter 82-24 of the County Ordinance Code County File: Zoning Text CDZT22-00001 Applicant/Owner: Contra Costa County Zoning/General Plan: Countywide Site Address/Location: Countywide California Environmental Quality Act (CEQA) Status: Not a Project, CEQA Guidelines Section 15060(c)(3); and Statutory Exemption, CEQA Guidelines Section 15282(h) Project Planner: Stanley Muraoka, Principal Planner (925) 655-2876 stanley.muraoka@dcd.cccounty.us Staff Recommendation: Recommend Board of Supervisors approval (See section II for full recommendation) I. PROJECT SUMMARY This is a County-initiated zoning text amendment to revise the Accessory Dwelling Unit Ordinance, Chapter 82-24 of the County Ordinance Code, to comply with legislated changes to the California Government Code. These changes include revisions of Government Code Sections 65852.2 related to allowable maximum heights of accessory dwelling units, and 65852.26 that requires allowing the separate sale of an accessory dwelling unit in limited circumstances involving a qualified nonprofit corporation. County Planning Commission – May 24, 2023 CDZT22-00001 Page 2 of 6 II. RECOMMENDATIONS Department of Conservation and Development, Community Development Division (CDD) staff recommends that the County Planning Commission ADOPT a motion recommending that the Board of Supervisors: A. FIND for purposes of compliance with the California Environmental Quality Act (CEQA) that the proposed zoning text amendment is not a project pursuant to CEQA Guidelines Section 15060(c)(3) and is statutorily exempt under CEQA Guidelines Section 15282(h) that exempts the adoption of an ordinance regarding second units. B. FIND that the proposed zoning text amendment to revise Chapter 82-24 of the County Ordinance Code is consistent with the County General Plan and Zoning Code. C. ADOPT the proposed zoning text amendment to revise Chapter 82-24 of the County Ordinance Code that complies with the provisions of California Government Code Sections 65852.2, 65852.22, and 65852.26. III. REVISED ACCESSORY DWELLING UNIT ORDINANCE The current Accessory Dwelling Unit (ADU) Ordinance, which is County Code Chapter 82-24, was adopted by the Board of Supervisors on January 21, 2020. Th e County Ordinance was consistent with State ADU law s1 that were in effect in 2020. Since that time, the State legislature has made changes to State ADU laws; however, many of the changes are consistent with the County Ordinance, and the County Ordinance has remained valid. Now, staff has prepared a zoning text amendment, the draft revised ADU Ordinance, to codify new provisions in State law that are not in the County Ordinance, such as changes to California Government Code Section 65852.2 related to allowable heights of ADUs pursuant to Senate Bill No. 897, which became effective on January 1, 2023, and changes to Government Code Sections 65852.2 and 65852.26 that require local agencies to allow the separate sale of an ADU in limited circumstances pursuant to Assembly Bill No. 345, which became effective on January 1, 2022. The changes to State law did not affect Government Code Section 65852.22 and the County Ordinance remains valid for Junior ADUs. 1 California Government Code Sections 65852.2, 65852.22, and 65852.26. County Planning Commission – May 24, 2023 CDZT22-00001 Page 3 of 6 The draft revised ADU Ordinance as described below includes changes to the County Ordinance for allowable maximum heights, requirements for ADUs in yard setbacks, ADUs on a lot with a proposed multiple-family dwelling, and separate sale of an ADU. In addition, there are a few minor non-substantial changes to the County Ordinance. The draft revised ADU Ordinance is included as Attachment 1. A. Allowable Maximum Heights The County Ordinance lists a height of 16 feet consistent with the State law in 2020. The draft revised ADU Ordinance removes the listed height and references current Government Code Section 65852.2 for allowable heights. By referring to State law for heights, the revised ADU Ordinance accounts for future changes in State law. A comparison table of State-allowed heights is included as Attachment 2. 16 feet for a Detached ADU: The County Ordinance allows a height of 16 feet for scenario (1) a detached ADU up to 800 square feet in size with 4-foot minimum side and rear yards, on a lot with an existing or proposed single -family residence or an existing multiple-family dwelling, and scenario (2) a detached ADU on lot with an existing or proposed single-family residence or existing multiple-family dwelling in the Kensington (-K) Combining District. Current State law lists a height of 16 feet for scenario (1). The revised ADU Ordinance applies this State law height to scenario (2). The revised ADU Ordinance also applies the 16-foot height to scenario (3) a detached ADU and any portion of a detached ADU that is in the front, side, or rear yard setbacks of a lot with an existing or proposed single-family residence or multiple-family dwelling. 18 feet for a Detached ADU: State law allows a height of 18 feet, if the lot for the ADU is located within ½ mile walking distance of a major transit stop or a high - quality transit corridor2. The 18-foot height applies to scenarios (1), (2), and (3) on a qualifying lot. 18 feet for a Detached ADU on a Lot with a Multiple-Family, Multi-Story Dwelling: State law allows a height of 18 feet for scenario (4) a detached ADU up to 800 2 State law defines a major transit stop as a rail transit station, ferry terminal with bus or rail transit service, or intersection of two or more bus routes with a frequency interval of 15 minutes or less during peak commute periods; and, defines a high quality transit corridor as a fixed route bus service with frequency intervals of 15 minutes or less during peak commute periods. County Planning Commission – May 24, 2023 CDZT22-00001 Page 4 of 6 square feet in size with 4-foot minimum side and rear yards, on a lot with an existing or proposed multiple-family, multi-story dwelling. The revised ADU Ordinance also applies the 18-foot height to scenario (5) a detached ADU on lot with an existing or proposed multiple-family, multi-story dwelling in the Kensington Combining District, and scenario (6) a detached ADU or any portion of a detached ADU that is in the front, side, or rear yard areas of a lot with an existing or proposed multiple-family, multi-story dwelling. 20 feet for a Roof Pitch Aligned with the Primary Dwelling: State law allows a height of 20 feet for scenarios (1), (2), and (3) to accommodate a roof pitch that is aligned with the roof pitch of the primary dwelling. 25 feet for an Attached ADU: The County Ordinance allows the maximum height in a land use district3 for an attached ADU. State law limits the allowable height of an attached ADU to 25 feet. 35 feet for a Detached ADU Not in Yard Setbacks: Pursuant to State law, the County Ordinance allows the maximum height in a land use district for a detached ADU not in the Kensington Combining District. The revised ADU Ordinance allows the maximum height of the land use district for a detached ADU and any portion of a detached ADU not in the Kensington Combining District that is NOT in the front, side, or rear yard setbacks of a lot with an existing or proposed single-family residence or multiple-family dwelling. B. Requirements for ADUs In Yard Setbacks The County Ordinance allows ADUs built within the normal setbacks of a land use district to be either 16 feet in height for scenarios (1) and (2), or the maximum height of the land use district for an ADU larger than 800 square feet. As described in the preceding discussion of Maximum Heights, the State law heights of 16 or 18 or 20 feet apply to a detached ADU and any portion of a detached ADU that is in the front, side, or rear yard setbacks (scenario (3)). C. ADUs on a Lot with a Proposed Multiple-Family Dwelling The County Ordinance allows up to two detached ADUs on a lot with an existing multiple-family dwelling. State law allows up to two detached ADUs on a lot with either an existing or a proposed multiple-family dwelling. 3 The maximum height in the land use districts that allow residential uses is 35 feet. County Planning Commission – May 24, 2023 CDZT22-00001 Page 5 of 6 D. Separate Sale of an ADU The County Ordinance does not allow an ADU to be sold separately from the primary dwelling. State law requires the County to allow the sale of An ADU can be sold separately from the primary dwelling to a qualified buyer if: (i) the ADU or primary dwelling was built by a qualified nonprofit corporation, (ii) there is an enforceable restriction on the use of the land pursuant to a recorded contract, and (iii) the property is held in a recorded tenancy in common agreement. 4 Consistent with State law, the Department of Conservation requires the submittal of additional documents at the time of submittal of an ADU application if the applicant is a qualified nonprofit corporation (see Attachment 3). E. Minor Non-Substantial Revisions The revised ADU Ordinance includes a few minor non-substantial revisions that remove certain application submittal requirements and add clarity to the text of the ordinance. Application Submittal Requirements: ADU application submittal requirements have been reduced in the revised ADU Ordinance. Photographs of the primary dwelling and surrounding properties and the property owner’s consent to physical inspection of the property are no longer required. Department staff have found neither item to be necessary in processing ADU applications. Restatement of Development Standards: Some of the development standards for ADUs, such as ADU size, have been restated in the revised ADU Ordinance for clarity. Restatement of Fees: The fees for ADUs and Junior ADUs have been restated in the revised ADU Ordinance to clarify that the fees are applicable to the extend permit by the State law. 4 California Government Code Section 65852.2 allows the separate sale of an ADU detailed in Government Code Section 65852.26, whereby a local agency is required to allow an ADU to be sold separately from the primary residence to a qualified buyer (person or family of low or moderate income) by a qualified nonprofit corporation (a 501(c)(3) nonprofit corporation that has received a welfare exemption) with an enforceable land use restriction and a recorded tenancy in common agreement. County Planning Commission – May 24, 2023 CDZT22-00001 Page 6 of 6 IV. STAFF ANALYSIS A. General Plan Consistency: The proposed zoning text amendment is consistent with the General Plan, in particular, the Housing Element, which includes eight general goals for housing. By facilitating the development of ADUs and Junior ADUs, the revised ADU Ordinance is consistent with all eight goals. The revised Ordinance specifically promotes the following goals: Goal 1: Maintain and improve the quality of the existing housing stock and residential neighborhood in Contra Costa County. Goal 2: Preserve the existing affordable housing stock in Contra Costa County. Goal 3: Increase the supply of housing with a priority on the development of affordable housing. Goal 4: Increase the supply of appropriate and supportive housing for the special needs population. Goal 7: Mitigate potential governmental constraints to housing development and affordability. B. Zoning Compliance: The proposed zoning text amendment revises Chapter 82-24 of the County Ordinance Code. As proposed, the revised ADU Ordinance updates the allowable maximum heights of ADUs, adds requirements for ADUs in yard setbacks, allows up to two detached ADUs on a lot with a proposed multiple-family dwellings, and allows the sale of a ADU separate from the primary dwelling for a qualified nonprofit corporation and a qualified buyer. The revised ADU Ordinance is consistent with the California Government Code and would not conflict in any manner with the County Zoning Code. V. CONCLUSION The proposed zoning text amendment to revise Chapter 82-24 of the County Ordinance Code is consistent with Government Code Sections 65852.2, 65852.22, and 65852.26, as well as the County General Plan and Zoning Code. Staff recommends that the County Planning Commission recommend approval of the zoning text amendment by the Board of Supervisors. ATTACHMENTS ATTACHMENT 1: DRAFT REVISED ACCESSORY DWELLING UNIT ORDINANCE (COUNTY CODE CHAPTER 82-24) ATTACHMENT 2: COMPARISON TABLE OF ALLOWABLE HEIGHTS ATTACHMENT 3: ADDITIONAL INFORMATION REQUIRED FOR QUALIFIED NONPROFIT ATTACHMENT 1 DRAFT REVISED ACCESSORY DWELLING UNIT ORDINANCE (COUNTY CODE CHAPTER 82-24) ORDINANCE NO. 2023-XX DRAFT 1 ORDINANCE NO. 2023-XX DRAFT ACCESSORY DWELLING UNITS The Contra Costa County Board of Supervisors ordains as follows (omitting the parenthetical footnotes from the official text of the enacted or amended provisions of the County Ordinance Code): SECTION I. SUMMARY. This ordinance amends Chapter 82-24 of the County Ordinance Code to comply with Government Code Section 65852.2, as amended, which governs the permitting of accessory dwelling units. SECTION II. Chapter 82-24 of the County Ordinance Code is amended to read: Chapter 82-24 ACCESSORY DWELLING UNITS 82-24.002 Purposes. The purposes of this chapter are to authorize accessory dwelling units and junior accessory dwelling units; to establish a procedure for reviewing and approving their development to ensure and maintain healthy and safe residential living environments; to establish location and development standards for accessory dwelling units; and to comply with Government Code Section 65852.2, which requires local agencies to consider applications for accessory dwelling unit permits ministerially without discretionary review or a public hearing. (Ords. 2023-XX § 2, 2020-01 § 2, 2017-11 § 2, 2003-17 § 3, 87-67 § 3.) 82-24.004 Definitions. For purposes of this chapter, the following words and phrases have the following meanings: (a) “Accessory dwelling unit” has the meaning set forth in Government Code Section 65852.2. (b) “Attached accessory dwelling unit” means an accessory dwelling unit attached to a primary dwelling unit. (c) “Detached accessory dwelling unit” means an accessory dwelling unit detached from a primary dwelling unit. (d) “Internal conversion” means the establishment of an accessory dwelling unit or junior accessory dwelling unit within an existing or proposed primary dwelling unit or within an existing accessory building. (e) “Junior accessory dwelling unit” has the meaning set forth in Government Code Section 65852.22. ORDINANCE NO. 2023-XX DRAFT 2 (f) Whenever the term “residential second unit” is used in any ordinance, resolution, order, directive, or regulation of the county, it means “accessory dwelling unit.” (Ords. 2023- XX § 2, 2020-01 § 2, 2017-11 § 2, 2003-17 § 3, 87-67 § 3.) 82-24.006 Permitting Procedure. (a) Except as otherwise provided in this section, an application for a permit to establish an accessory dwelling unit will be approved ministerially without discretionary review or public hearing if the accessory dwelling unit meets: the location requirements specified in Section 82-24.010; the development standards specified in Section 82-24.012; and all applicable building standards in Title 7 and all applicable sewage and water requirements. (b) An application for a permit to establish any of the following types of accessory dwelling units in a residential or mixed-use zoning district is not subject to the location requirements specified in Section 82-24.010 or the development standards specified in Section 82-24.012 and will be approved ministerially without discretionary review or public hearing. (1) One internal conversion that is either an accessory dwelling unit or a junior accessory dwelling unit on a lot with a proposed or existing single-family dwelling, if: the internal conversion has independent exterior access; the side and rear setbacks are sufficient for fire safety; and the internal conversion meets all applicable building standards in Title 7 and all applicable sewage and water requirements. If the internal conversion is a junior accessory dwelling unit, it must comply with the requirements of Government Code section 65852.22. An internal conversion under this subsection (b)(1) may include an expansion of not more than 150 square feet beyond the physical dimensions of an existing building, but the expansion must be limited to accommodating ingress and egress. (2) One detached, new construction, accessory dwelling unit on a lot with a proposed or existing single-family dwelling, if: the side and rear setbacks are a minimum of four feet; the detached accessory dwelling unit does not exceed 800 square feet in size; the detached accessory dwelling unit does not exceed the applicable height limitations specified in Government Code section 65852.2(c)(2)(D); and the detached accessory dwelling unit meets all applicable building standards in Title 7 and all applicable sewage and water requirements. The detached accessory dwelling unit may be combined with a junior accessory dwelling unit permitted in subsection (b)(1). (3) One or more accessory dwelling units that are internal conversions within the non-livable space of an existing multiple-family dwelling, including but not ORDINANCE NO. 2023-XX DRAFT 3 limited to storage rooms, boiler rooms, passageways, attics, basement, or garages. Each internal conversion under this subsection must meet all applicable building standards in Title 7 and all applicable sewage and water requirements. The number of internal conversions permitted within an existing multiple-family dwelling under this subsection (b)(3) may not exceed 25% of the number of existing multiple-family units in the dwelling. (4) One or two detached accessory dwelling units on a lot with a proposed or existing multiple-family dwelling, if: the side and rear setbacks are a minimum of four feet; the detached accessory dwelling unit does not exceed 800 square feet in size; the detached accessory dwelling unit does not exceed the applicable height limitations specified in Government Code section 65852.2(c)(2)(D); and the detached accessory dwelling unit meets all applicable building standards in Title 7 and all applicable sewage and water requirements. (Ords. 2023-XX § 2, 2020-01 § 2, 2017-25 § 2, 2017-11 § 2, 2011-05 § 2, 2003-17 § 3, 87-67 § 3.) 82-24.008 Applications. (a) An application for an accessory dwelling unit permit must be submitted to the Department of Conservation and Development before a building permit application is submitted to the county. An application for a junior accessory dwelling unit permit must be submitted in the same manner and form as an application for an accessory dwelling unit permit. (b) An application for an accessory dwelling unit permit must be made in writing and contain the following information: (1) Name(s) and address(es) of applicant(s) and property owner(s). (2) Address and assessor’s parcel number for the lot. (3) Size, indicating dimensions and square footage of the primary dwelling unit and the proposed accessory dwelling unit. (4) A legible scale drawing, showing: (A) A north arrow to indicate lot orientation. (B) Lot dimensions and labels for all property lines. (C) Siting and location of the primary dwelling unit and the proposed accessory dwelling unit. ORDINANCE NO. 2023-XX DRAFT 4 (D) Floor plan configuration of the primary dwelling unit and the proposed accessory dwelling unit. (E) All other existing improvements, including driveways and parking areas. (F) Exterior design of the primary dwelling unit and the proposed accessory dwelling unit. “Exterior design” includes exterior features, such as entrances, windows, and roof. (5) Location and description of water and sanitary services for both the primary dwelling unit and the proposed accessory dwelling unit. (6) A written legal description of the property. (Ords. 2023-XX § 2, 2020-01 § 2, 2017-11 § 2, 2003-17 § 3, 87-67 § 3.) 82-24.010 Location. (c) One accessory dwelling unit may be located on any lot in a single-family residential district (R-6, R-7, R-10, R-12, R-15, R-20, R-40, R-65, and R-100), a water recreation district (F-1), planned unit district (P-1) for residential uses, or a multiple-family residential district (M-6, M-9, M-12, M-17, and M-29). (d) One accessory dwelling unit may be located on any lot in an agricultural district (A-2, A- 3, A-4, A-20, A-40, and A-80). If an accessory dwelling unit is proposed for a lot under a Williamson Act contract, an accessory dwelling unit will be allowed subject to the provisions of this chapter unless the Williamson Act contract prohibits an accessory dwelling unit or a residential second unit on the property. (e) No subdivision rights are authorized that would result in the accessory dwelling unit being located on a separate lot. (Ords. 2023-XX § 2, 2020-01 § 2, 2017-11 § 2, 2011-05 § 3, 2006-19 § 2, 2003-17 § 3, 87-67 § 3.) 82-24.012 Development Standards. (a) Accessory Dwelling Unit Size. (1) A detached accessory dwelling unit may not exceed the following sizes. (A) A detached accessory dwelling unit may not exceed 1,000 square feet in any zoning district where an accessory dwelling unit is allowed, unless the accessory dwelling unit is located on a lot of 12,000 square feet or more, or in an agricultural district, or in the Kensington (-K) combining district. ORDINANCE NO. 2023-XX DRAFT 5 (B) A detached accessory dwelling unit may not exceed 1,200 square feet on a lot of 12,000 square feet or more. (C) A detached accessory dwelling unit may not exceed 1,200 square feet in an agricultural district. (D) In the Kensington (-K) combining district, a detached accessory dwelling unit may not exceed 850 square feet if the accessory dwelling unit provides one bedroom and may not exceed 1,000 square feet if the accessory dwelling unit provides more than one bedroom. (2) An attached accessory dwelling unit may not exceed the following sizes. (A) Except as otherwise provided in subsection (B) below, an attached accessory dwelling unit may not exceed the sizes specified in this subsection (A). (i) An attached accessory dwelling unit may not exceed 1,000 square feet in any zoning district where an accessory dwelling unit is allowed, unless the accessory dwelling unit is located on a lot of 12,000 square feet or more, or in an agricultural district, or in the Kensington (-K) combining district. (ii) An attached accessory dwelling unit may not exceed 1,200 square feet on a lot of 12,000 square feet or more. (iii) An attached accessory dwelling unit may not exceed 1,200 square feet in an agricultural district. (iv) In the Kensington (-K) combining district, an attached accessory dwelling unit may not exceed 850 square feet if the accessory dwelling unit provides one bedroom and may not exceed 1,000 square feet if the accessory dwelling unit provides more than one bedroom. (B) An attached accessory dwelling unit may not exceed 50 percent of the living area of the primary dwelling unit to which the accessory dwelling unit is attached, except that an attached accessory dwelling unit may exceed 50 percent of the living area of the primary dwelling unit to the extent necessary to permit an accessory dwelling unit of 850 square feet if the accessory dwelling unit provides one bedroom or 1,000 square feet if the accessory dwelling unit provides more than one bedroom. ORDINANCE NO. 2023-XX DRAFT 6 (b) Living Provisions. An accessory dwelling unit must provide complete independent living facilities for one or more persons, including permanent provisions for living, sleeping, eating, cooking, and sanitation. (c) Permanent Foundation. A permanent foundation is required for all accessory dwelling units. (d) Sewage and Water. If a private sewage disposal system, water system, or both are proposed to be used, it must meet all applicable county regulations and be approved by the health officer before an accessory dwelling unit may be established. Verification that the standard has been met is required prior to final inspection. (e) Architecture. An accessory dwelling unit must have independent exterior access separate from that of the primary dwelling unit. The independent exterior access must be: located on the building side or building rear; or not visible from the street; or otherwise subordinate to the primary dwelling unit. (f) Types of Accessory Dwelling Units. An accessory dwelling unit may be attached to a primary dwelling unit or detached from a primary dwelling unit. (1) If an accessory dwelling unit is attached to a primary dwelling unit, the accessory dwelling unit must be an internal conversion of an attached garage or other area within the primary dwelling unit, or an addition to the primary dwelling unit. (2) If an accessory dwelling unit is detached from a primary dwelling unit, the accessory dwelling unit must be an internal conversion of a detached garage or other accessory building, or new construction. A detached accessory dwelling unit must be located on the same lot as the primary dwelling unit. (g) Garage Attached to a Detached Accessory Dwelling Unit. If a garage is attached to a detached accessory dwelling unit, the garage may not exceed the following sizes: (1) 500 square feet on lots of 20,000 square feet or less in all zoning districts where an accessory dwelling unit is allowed, except in an agricultural district. (2) 600 square feet on lots larger than 20,000 square feet and smaller than five acres in all zoning districts where an accessory dwelling unit is allowed, except in an agricultural district. (3) 800 square feet on lots of five acres or more. (4) 800 square feet in an agricultural district. ORDINANCE NO. 2023-XX DRAFT 7 (h) Yards and Building Height. (1) An accessory dwelling unit must comply with all requirements relating to yards (front setbacks, side, and rear) and building height that are generally applicable to residential construction in the zone in which the property is located, except as otherwise provided in this subsection (h). (2) A setback is not required for an accessory dwelling unit that is an internal conversion or that is constructed in the same location and to the same dimensions as an existing building. (3) A setback of four feet from the side and rear lot lines is required for an accessory dwelling unit that is not an internal conversion and is not constructed in the same location and to the same dimensions as an existing building. (4) An accessory dwelling unit and any portion of an accessory dwelling unit is subject to the applicable height limitations specified in Government Code section 65852.2(c)(2)(D) if it is located: (A) Within a front, back, or side yard area applicable to residential construction in the zone in which the lot is located; or (B) In the Kensington (-K) combining district. (i) Off-Street Parking. (1) A lot containing an accessory dwelling unit must provide an additional off-street parking space to serve the accessory dwelling unit, except as otherwise provided in this subsection (i). The additional space may be within a setback area or in tandem, unless specific findings are made that parking in a setback area or in tandem is not feasible based on site or regional topographical or fire and life safety conditions. (2) Replacement parking spaces are not required if a garage, carport, or covered parking structure that provides off-street parking is demolished or converted in conjunction with the construction of an accessory dwelling unit. (3) No additional off-street parking is required for an accessory dwelling unit in any of the following instances: ORDINANCE NO. 2023-XX DRAFT 8 (A) The accessory dwelling unit is located within one-half mile walking distance of public transit. (B) The accessory dwelling unit is located within an architecturally and historically significant historic district. (C) The accessory dwelling unit is an internal conversion. (D) The accessory dwelling unit is located within a permit-parking area designated pursuant to Chapter 46-10 but an on-street parking permit is not available under that chapter to the occupant of the accessory dwelling unit. (E) A car share vehicle pick-up location is within one block of the accessory dwelling unit. A “car share vehicle” has the same meaning as in Vehicle Code Section 22507.1. (Ords. 2023-XX § 2, 2020-01 § 2, 2017-25 § 3, 2017-11 § 2, 2011-05 § 4, 2008-09 § 2, 2003-17 § 3, 87-67 § 3.) 82-24.014 Occupancy. No accessory dwelling unit or junior accessory dwelling unit may be rented or offered for rent for a term of less than 30 days. (Ords. 2023-XX § 2, 2020-01 § 2, 2017-25 § 4, 2017-11 § 2, 2003-17 § 3, 87-67 § 3.) 82-24.016 Deed Restrictions. Before obtaining a permit authorizing the establishment of an accessory dwelling unit or junior accessory dwelling unit, the applicant shall do the following: (a) Enter into an agreement of restrictions with the county that refers to the deed under which the property was acquired by the applicant and provides the following: (1) The accessory dwelling unit or junior accessory dwelling unit shall not be sold separately, except in conformance with Government Code section 65852.26. (2) The accessory dwelling unit or junior accessory dwelling unit is restricted to the maximum size allowed under the permit. (3) The restrictions are binding upon any successor in ownership of the property and lack of compliance may result in legal action by the county against the property owner. (b) Record the agreement with the county recorder. (c) Prepare a disclosure statement that shall be included in any future offer or sale documents. The statement shall read as follows: ORDINANCE NO. 2023-XX DRAFT 9 “You are purchasing a property with a permit for an (junior) accessory dwelling unit. This permit carries with it certain restrictions that must be met by the owner of the property. You are prohibited from selling the (junior) accessory dwelling unit separately, except in conformance with Government Code section 65852.26. The (junior) accessory dwelling unit is restricted to the maximum size allowed under the permit. The (junior) accessory dwelling unit may not be rented or offered for rent for a term of less than 30 days. The permit is available from the current owner or from the Contra Costa County Department of Conservation and Development.” (Ords. 2023-XX § 2, 2020-01 § 2, 2017-25 § 5, 2017-11 § 2, 2003-17 § 3, 87-67 § 3.) 82-24.018 Nonconforming Units. Notwithstanding the provisions of Ordinance Code Section 82-8.006, if the existing primary dwelling unit is a legal nonconforming unit, an accessory dwelling unit or junior accessory dwelling unit may be constructed only if the nonconformity is not expanded and the accessory dwelling unit or junior accessory dwelling unit meets all current applicable zoning and building standards. (Ords. 2023-XX § 2, 2020-01 § 2, 2017-11 § 2, 2003- 17 § 3, 87-67 § 3.) 82-24.020 Fees. Fees for accessory dwelling unit permits and junior accessory dwelling unit permits will be in amounts established by the board of supervisors in the Department of Conservation and Development’s fee schedule. To the extent permitted by state law, accessory dwelling units and junior accessory dwelling units are subject to all applicable fees for new development. (Ords. 2023-XX § 2, 2020-01 § 2, 2017-11 § 2, 2003-17 § 3, 87-67 § 3.) /// /// /// /// /// /// /// /// /// /// /// /// /// ORDINANCE NO. 2023-XX DRAFT 10 SECTION III. EFFECTIVE DATE. This ordinance becomes effective 30 days after passage, and within 15 days after passage shall be published once with the names of supervisors voting for or against it in the East Bay Times, a newspaper published in this County. PASSED on ___________________________, by the following vote: AYES: NOES: ABSENT: ABSTAIN: ATTEST: MONICA NINO, _____________________________ Clerk of the Board of Supervisors Board Chair and County Administrator By: ______________________ [SEAL] Deputy KCK: ATTACHMENT 2 COMPARISON TABLE OF ALLOWABLE HEIGHTS Comparison Table of Heights As Allowed by State ADU Law Maximum Height Scenario Applicability of Maximum Height 16 feet 1 Detached ADU up to 800 square feet in size with 4-foot minimum side and rear yards, on a lot with an existing or proposed single-family residence or multiple-family dwelling. 2 Detached ADU a lot with an existing or proposed single-family residence or multiple-family dwelling in the Kensington (-K) Combining District. 3 Detached ADU and any portion of a detached ADU that is in the front, side, or rear yard areas of a lot with an existing or proposed single-family residence or multiple-family dwelling. 18 feet 1 Detached ADU up to 800 square feet in size with 4-foot minimum side and rear yards, on a lot with an existing or proposed single-family residence or multiple-family dwelling that is within ½ mile walking distance of a major transit stop or high quality transit corridor. 2 Detached ADU on lot with an existing or proposed single-family residence or multiple-family dwelling in the Kensington (-K) Combining District that is within ½ mile walking distance of a major transit stop or high quality transit corridor. 3 Detached ADU and any portion of a detached ADU that is in the front, side, or rear yard areas of a lot with an existing or proposed single-family residence or multiple-family dwelling that is within ½ mile walking distance of a major transit stop or high quality transit corridor. 4 Detached ADU up to 800 square feet in size with 4-foot minimum side and rear yards, on a lot with an existing or proposed multiple-family, multi-story dwelling. 5 Detached ADU on lot with an existing or proposed multiple-family, multi-story dwelling in the Kensington (-K) Combining District. 6 Detached ADU or any portion of a detached ADU that is in the front, side, or rear yard areas of a lot with an existing or proposed multiple-family, multi-story dwelling. 20 feet 1 Detached ADU up to 800 square feet in size with 4-foot minimum side and rear yards, with a roof pitch that is aligned with the roof pitch of the primary dwelling, on a lot with an existing or proposed single-family residence or multiple-family dwelling that is within ½ mile walking distance of a major transit stop or high quality transit corridor. 2 Detached ADU on lot with an existing or proposed single-family residence or multiple-family dwelling in the Kensington (-K) Combining District, with a roof pitch that is aligned with the roof pitch of the primary dwelling, that is within ½ mile walking distance of a major transit stop or high quality transit corridor. 3 Detached ADU and any portion of a detached ADU that is in the front, side, or rear yard areas of a lot with an existing or proposed single-family residence or multiple-family dwelling, with a roof pitch that is aligned with the roof pitch of the primary dwelling, that is within ½ mile walking distance of a major transit stop or high quality transit corridor. 25 feet Attached ADU. 35 feet Detached ADU and any portion of a detached ADU that is NOT in the front, side, or rear yard areas of a lot with an existing or proposed single-family residence or multiple-family dwelling not in the Kensington (-K) Combining District. ATTACHMENT 3 ADDITIONAL INFORMATION REQUIRED FOR QUALIFIED NONPROFIT G:\Current Planning\APC\APC Forms\CURRENT FORMS\PLANNING\ADU PACKET\Additional_Information_Qualified Nonprofit_new_041922.docx Department of Conservation and Development Community Development Division Application and Permit Center ADDITIONAL INFORMATION REQUIRED FOR QUALIFIED NONPROFIT (1) Submittal of documentation of nonprofit corporation status under Section 501(c)(3) of the Internal Revenue Code. (2) Submittal of documentation that the nonprofit corporation has received a welfare exemption under Section 214.15 of the Revenue and Taxation Code. Additional information is required if the applicant and/or owner is a qualified nonprofit corporation per Government Code Section 65852.26. As defined in Section 65852.26(b)(2): “Qualified nonprofit corporation” means a nonprofit corporation organized pursuant to Section 501(c)(3) of the Internal Revenue Code that has received a welfare exemption under Section 214.15 of the Revenue and Taxation Code for properties intended to be sold to low - income families who participate in a special no-interest loan program. Department staff will verify the accuracy of the information required for a qualified nonprofit corporation. Comparison Table of Maximum ADU Heights Maximum Height Scenario 16 feet Detached ADU up to 800 square feet in size with 4-foot minimum side and rear yards, on a lot with an existing or proposed single-family or multiple-family dwelling unit. Detached ADU on a lot in the Kensington (-K) Combining District with an existing or proposed single-family or multiple-family dwelling unit. Detached ADU or any portion of a detached ADU that is in the front, side, or rear yard areas of a lot with an existing or proposed single-family or multiple-family dwelling unit. 18 feet Detached ADU up to 800 square feet in size with 4-foot minimum side and rear yards, on a lot with an existing or proposed single-family or multiple-family dwelling unit that is within ½ mile walking distance of a major transit stop or high quality transit corridor.** Detached ADU on lot in the Kensington (-K) Combining District with an existing or proposed single-family or multiple-family dwelling unit that is within ½ mile walking distance of a major transit stop or high quality transit corridor.** Detached ADU or any portion of a detached ADU that is in the front, side, or rear yard areas of a lot with an existing or proposed single-family or multiple-family dwelling unit that is within ½ mile walking distance of a major transit stop or high quality transit corridor.** Detached ADU up to 800 square feet in size with 4-foot minimum side and rear yards, on a lot with an existing or proposed multiple-family, multi-story dwelling unit. Detached ADU on a lot in the Kensington (-K) Combining District with an existing or proposed multiple-family, multi-story dwelling unit. Detached ADU or any portion of a detached ADU that is in the front, side, or rear yard areas of a lot with an existing or proposed multiple-family, multi-story dwelling unit. 25 feet Attached ADU or any portion of an attached ADU that is in the front, side, or rear yard areas of a lot. 35 feet All other detached or attached ADUs NOT in the front, side, or rear yard areas and NOT in the Kensington (-K) Combining District. ** The maximum height shall be increased up to an additional two feet (up to 20 feet total) to accommodate a roof pitch on the ADU that is aligned with the roof pitch of the primary dwelling unit. Title 8 - ZONING Division 82 - GENERAL REGULATIONS Chapter 82-24 ACCESSORY DWELLING UNITS Contra Costa County, California, Ordinance Code Page 1 of 6 Chapter 82-24 ACCESSORY DWELLING UNITS 82-24.002 Purposes. The purposes of this chapter are to authorize accessory dwelling units and junior accessory dwelling units; to establish a procedure for reviewing and approving their development to ensure and maintain healthy and safe residential living environments; to establish location and development standards for accessory dwelling units; and to comply with Government Code Section 65852.2, which requires local agencies to consider applications for accessory dwelling unit permits ministerially without discretionary review or a public hearing. 82-24.004 Definitions. For purposes of this chapter, the following words and phrases have the following meanings: (a) "Accessory dwelling unit" has the meaning set forth in Government Code Section 65852.2. (b) "Attached accessory dwelling unit" means an accessory dwelling unit attached to a primary dwelling unit. (c) "Detached accessory dwelling unit" means an accessory dwelling unit detached from a primary dwelling unit. (d) "Internal conversion" means the establishment of an accessory dwelling unit or junior accessory dwelling unit within an existing or proposed primary dwelling unit or within an existing accessory building. (e) "Junior accessory dwelling unit" has the meaning set forth in Government Code Section 65852.22. (f) Whenever the term "residential second unit" is used in any ordinance, resolution, order, directive, or regulation of the county, it means "accessory dwelling unit." 82-24.006 Permitting procedure. (a) Except as otherwise provided in this section, an application for a permit to establish an accessory dwelling unit will be approved ministerially without discretionary review or public hearing if the accessory dwelling unit meets: the location requirements specified in Section 82-24.010; the development standards specified in Section 82-24.012; and all applicable building standards in Title 7 and all applicable sewage and water requirements. (b) An application for a permit to establish any of the following types of accessory dwelling units in a residential or mixed-use zoning district is not subject to the location requirements specified in Section 82-24.010 or the development standards specified in Section 82-24.012 and will be approved ministerially without discretionary review or public hearing. (1) One internal conversion that is either an accessory dwelling unit or a junior accessory dwelling unit on a lot with a proposed or existing single-family dwelling, if: the internal conversion has independent exterior access; the side and rear setbacks are sufficient for fire safety; and the internal conversion meets all applicable building standards in Title 7 and all applicable sewage and water requirements. If the internal conversion is a junior accessory dwelling unit, it must comply with the requirements of Government Code section 65852.22. An internal conversion under this subsection (b)(1) may include Contra Costa County, California, Ordinance Code Page 2 of 6 an expansion of not more than one hundred fifty square feet beyond the physical dimensions of an existing building, but the expansion must be limited to accommodating ingress and egress. (2) One detached, new construction, accessory dwelling unit on a lot with a proposed or existing single- family dwelling, if: the side and rear setbacks are a minimum of four feet; the detached accessory dwelling unit does not exceed eight hundred square feet in size; the detached accessory dwelling unit does not exceed the applicable height limitations specified in Government Code section 65852.2(c)(2)(D)sixteen feet in height; and the detached accessory dwelling unit meets all applicable building standards in Title 7 and all applicable sewage and water requirements. The detached accessory dwelling unit may be combined with a junior accessory dwelling unit permitted in subsection (b)(1). (3) One or more accessory dwelling units that are internal conversions within the non-livable space of an existing multiple-family dwelling, including, but not limited to, storage rooms, boiler rooms, passageways, attics, basement, or garages. Each internal conversion under this subsection must meet all applicable building standards in Title 7 and all applicable sewage and water requirements. The number of internal conversions permitted within an existing multiple-family dwelling under this subsection (b)(3) may not exceed twenty-five percent of the number of existing multiple-family units in the dwelling. (4) One or two detached accessory dwelling units on a lot with an proposed or existing multiple-family dwelling, if: the side and rear setbacks are a minimum of four feet; the detached accessory dwelling unit does not exceed eight hundred square feet in size; the detached accessory dwelling unit does not exceed the applicable height limitations specified in Government Code section 65852.2(c)(2)(D)sixteen feet in height; and the detached accessory dwelling unit meets all applicable building standards in Title 7 and all applicable sewage and water requirements. 82-24.008 Applications. (a) An application for an accessory dwelling unit permit must be submitted to the Department of Conservation and Development before a building permit application is submitted to the county. An application for a junior accessory dwelling unit permit must be submitted in the same manner and form as an application for an accessory dwelling unit permit. (b) An application for an accessory dwelling unit permit must be made in writing and contain the following information: (1) Name(s) and address(es) of applicant(s) and property owner(s). (2) Address and assessor's parcel number for the lot. (3) Size, indicating dimensions and square footage of the primary dwelling unit and the proposed accessory dwelling unit. (4) A legible scale drawing, showing: (A) A north arrow to indicate lot orientation. (B) Lot dimensions and labels for all property lines. (C) Siting and location of the primary dwelling unit and the proposed accessory dwelling unit. (D) Floor plan configuration of the primary dwelling unit and the proposed accessory dwelling unit. (E) All other existing improvements, including driveways and parking areas. (F) Exterior design of the primary dwelling unit and the proposed accessory dwelling unit. "Exterior design" includes exterior features, such as entrances, windows, and roof. Contra Costa County, California, Ordinance Code Page 3 of 6 (5) Color photographs of the primary dwelling unit and surrounding properties taken from each of the property lines of the project site. (56) Location and description of water and sanitary services for both the primary dwelling unit and the proposed accessory dwelling unit. (7) Property owner's consent to physical inspection of the premises. (68) A written legal description of the property. 82-24.010 Location. (a) One accessory dwelling unit may be located on any lot in a single-family residential district (R-6, R-7, R-10, R- 12, R-15, R-20, R-40, R-65, and R-100), a water recreation district (F-1), planned unit district (P-1) for residential uses, or a multiple-family residential district (M-6, M-9, M-12, M-17, and M-29). (b) One accessory dwelling unit may be located on any lot in an agricultural district (A-2, A-3, A-4, A-20, A-40, and A-80). If an accessory dwelling unit is proposed for a lot under a Williamson Act contract, an accessory dwelling unit will be allowed subject to the provisions of this chapter unless the Williamson Act contract prohibits an accessory dwelling unit or a residential second unit on the property. (c) No subdivision rights are authorized that would result in the accessory dwelling unit being located on a separate lot. 82-24.012 Development standards. (a) Accessory Dwelling Unit Size. (1) A detached accessory dwelling unit may not exceed the following sizes.: (A) A detached accessory dwelling unit may not exceed 1,000One thousand square feet in any zoning district where an accessory dwelling unit is allowed, unless the accessory dwelling unit is located; except on a lot of 12,000twelve thousand square feet or more, or in an agricultural district, or in the Kensington (-K) combining district. (B) A detached accessory dwelling unit may not exceed 1,200One thousand two hundred square feet on a lot of twelve thousand (12,000) square feet or more. (C) A detached accessory dwelling unit may not exceed 1,200One thousand two hundred square feet in an agricultural district. (D) In the Kensington (-K) combining district, a detached accessory dwelling unit may not exceed 850 square feet if the accessory dwelling unit provides one bedroom and may not exceed 1,000 square feet if the accessory dwelling unit provides more than one bedroom.: (i) Eight hundred fifty square feet if the accessory dwelling unit provides one bedroom; (ii) One thousand square feet if the accessory dwelling unit provides more than one bedroom. (2) An attached accessory dwelling unit may not exceed the smaller of the following sizes.: (A) Except as otherwise provided in subsection (B) below, an attached accessory dwelling unit may not exceed the sizes specified in this subsection (A)The size limitations specified in subsection (a) for detached accessory dwelling units. (i) An attached accessory dwelling unit may not exceed 1,000 square feet in any zoning district where an accessory dwelling unit is allowed, unless the accessory dwelling unit is located on a lot of 12,000 square feet or more, or in an agricultural district, or in the Kensington (- K) combining district. Contra Costa County, California, Ordinance Code Page 4 of 6 (ii) An attached accessory dwelling unit may not exceed 1,200 square feet on a lot of 12,000 square feet or more. (iii) An attached accessory dwelling unit may not exceed 1,200 square feet in an agricultural district. (iv) In the Kensington (-K) combining district, an attached accessory dwelling unit may not exceed 850 square feet if the accessory dwelling unit provides one bedroom and may not exceed 1,000 square feet if the accessory dwelling unit provides more than one bedroom. (B) An attached accessory dwelling unit may not exceed 50Fifty percent of the living area of the an existing primary dwelling unit to which the accessory dwelling unit is attached, except that an attached accessory dwelling unit may exceed 50 percent of the living area of the primary dwelling unit to the extent necessary to permit an accessory dwelling unit of 850 square feet if the accessory dwelling unit provides one bedroom or 1,000 square feet if the accessory dwelling unit provides more than one bedroomor eight hundred square feet, whichever is larger. (b) Living Provisions. An accessory dwelling unit must provide complete independent living facilities for one or more persons, including permanent provisions for living, sleeping, eating, cooking, and sanitation. (c) Permanent Foundation. A permanent foundation is required for all accessory dwelling units. (d) Sewage and Water. If a private sewage disposal system, water system, or both are proposed to be used, it must meet all applicable county regulations and be approved by the health officer before an accessory dwelling unit may be established. Verification that the standard has been met is required prior to final inspection. (e) Architecture. An accessory dwelling unit must have independent exterior access separate from that of the primary dwelling unit. The independent exterior access must be: located on the building side or building rear; or not visible from the street; or otherwise subordinate to the primary dwelling unit. (f) Types of Accessory Dwelling Units. An accessory dwelling unit may be attached to a primary dwelling unit or detached from a primary dwelling unit. (1) If an accessory dwelling unit is attached to a primary dwelling unit, the accessory dwelling unit must be an internal conversion of an attached garage or other area within the primary dwelling unit, or an addition to the primary dwelling unit. (2) If an accessory dwelling unit is detached from a primary dwelling unit, the accessory dwelling unit must be an internal conversion of a detached garage or other accessory building, or new construction. A detached accessory dwelling unit must be located on the same lot as the primary dwelling unit. (g) Garage Attached to a Detached Accessory Dwelling Unit. If a garage is attached to a detached accessory dwelling unit, the garage may not exceed the following sizes: (1) 500Five hundred square feet on lots of 20,000twenty thousand square feet or less in all zoning districts where an accessory dwelling unit is allowed, except in an agricultural district. (2) 600Six hundred square feet on lots larger than 20,000twenty thousand square feet and smaller than five acres in all zoning districts where an accessory dwelling unit is allowed, except in an agricultural district. (3) 800Eight hundred square feet on lots of five acres or more. (4) 800Eight hundred square feet in an agricultural district. (h) Yards and Building Height. Contra Costa County, California, Ordinance Code Page 5 of 6 (1) An accessory dwelling unit must comply with all requirements relating to yards (front setbacks, side, and rear) and building height that are generally applicable to residential construction in the zone in which the property is located, except as otherwise provided in this subsection (h). (2) A setback is not required for an accessory dwelling unit that is an internal conversion or that is constructed in the same location and to the same dimensions as an existing building. (3) A setback of four feet from the side and rear lot lines is required for an accessory dwelling unit that is not an internal conversion and is not constructed in the same location and to the same dimensions as an existing building. (4) An accessory dwelling unit and any portion of an accessory dwelling unit is subject to the applicable height limitations specified in Government Code section 65852.2(c)(2)(D) if it is located: (A) Within a front, back, or side yard area applicable to residential construction in the zone in which the lot is located; or (B) permitted iIn the Kensington (-K) combining district may not exceed sixteen feet in height. (i) Off-Street Parking. (1) A lot containing an accessory dwelling unit must provide an additional off-street parking space to serve the accessory dwelling unit, except as otherwise provided in this subsection (i). The additional space may be within a setback area or in tandem, unless specific findings are made that parking in a setback area or in tandem is not feasible based on site or regional topographical or fire and life safety conditions. (2) Replacement parking spaces are not required if a garage, carport, or covered parking structure that provides off-street parking is demolished or converted in conjunction with the construction of an accessory dwelling unit. (3) No additional off-street parking is required for an accessory dwelling unit in any of the following instances: (A) The accessory dwelling unit is located within one-half mile walking distance of public transit. (B) The accessory dwelling unit is located within an architecturally and historically significant historic district. (C) The accessory dwelling unit is an internal conversion. (D) The accessory dwelling unit is located within a permit-parking area designated pursuant to Chapter 46-10 but an on-street parking permit is not available under that chapter to the occupant of the accessory dwelling unit. (E) A car share vehicle pick-up location is within one block of the accessory dwelling unit. A "car share vehicle" has the same meaning as in Vehicle Code Section 22507.1. 82-24.014 Occupancy. No accessory dwelling unit or junior accessory dwelling unit may be rented or offered for rent for a term of less than 30thirty days. 82-24.016 Deed Restrictions. Before obtaining a permit authorizing the establishment of an accessory dwelling unit or junior accessory dwelling unit, the applicant shall do the following: Contra Costa County, California, Ordinance Code Page 6 of 6 (a) Enter into an agreement of restrictions with the county that refers to the deed under which the property was acquired by the applicant and provides the following: (1) The accessory dwelling unit or junior accessory dwelling unit shall not be sold separately, except in conformance with Government Code section 65852.26. (2) The accessory dwelling unit or junior accessory dwelling unit is restricted to the maximum size allowed under the permit. (3) The restrictions are binding upon any successor in ownership of the property and lack of compliance may result in legal action by the county against the property owner. (b) Record the agreement with the county recorder. (c) Prepare a disclosure statement that shall be included in any future offer or sale documents. The statement shall read as follows: "You are purchasing a property with a permit for an (junior) accessory dwelling unit. This permit carries with it certain restrictions that must be met by the owner of the property. You are prohibited from selling the (junior) accessory dwelling unit separately, except in conformance with Government Code section 65852.26. The (junior) accessory dwelling unit is restricted to the maximum size allowed under the permit. The (junior) accessory dwelling unit may not be rented or offered for rent for a term of less than 30 days. The permit is available from the current owner or from the Contra Costa County Department of Conservation and Development." 82-24.018 Nonconforming units. Notwithstanding the provisions of Ordinance Code Section 82-8.006, if the existing primary dwelling unit is a legal nonconforming unit, an accessory dwelling unit or junior accessory dwelling unit may be constructed only if the nonconformity is not expanded and the accessory dwelling unit or junior accessory dwelling unit meets all current applicable zoning and building standards. 82-24.020 Fees. Fees for accessory dwelling unit permits and junior accessory dwelling unit permits will be in amounts established by the board of supervisors in the Department of Conservation and Development's fee schedule. To the extent permitted by state law, Aaccessory dwelling units and junior accessory dwelling units are subject to all applicable fees for new development. ORDINANCE NO. 2023-13 1 ORDINANCE NO. 2023-13 ACCESSORY DWELLING UNITS The Contra Costa County Board of Supervisors ordains as follows (omitting the parenthetical footnotes from the official text of the enacted or amended provisions of the County Ordinance Code): SECTION I. SUMMARY. This ordinance amends Chapter 82-24 of the County Ordinance Code to comply with Government Code Section 65852.2, as amended, which governs the permitting of accessory dwelling units. SECTION II. Chapter 82-24 of the County Ordinance Code is amended to read: Chapter 82-24 ACCESSORY DWELLING UNITS 82-24.002 Purposes. The purposes of this chapter are to authorize accessory dwelling units and junior accessory dwelling units; to establish a procedure for reviewing and approving their development to ensure and maintain healthy and safe residential living environments; to establish location and development standards for accessory dwelling units; and to comply with Government Code Section 65852.2, which requires local agencies to consider applications for accessory dwelling unit permits ministerially without discretionary review or a public hearing. (Ords. 2023-13 § 2, 2020-01 § 2, 2017-11 § 2, 2003-17 § 3, 87-67 § 3.) 82-24.004 Definitions. For purposes of this chapter, the following words and phrases have the following meanings: (a) “Accessory dwelling unit” has the meaning set forth in Government Code Section 65852.2. (b) “Attached accessory dwelling unit” means an accessory dwelling unit attached to a primary dwelling unit. (c) “Detached accessory dwelling unit” means an accessory dwelling unit detached from a primary dwelling unit. (d) “Internal conversion” means the establishment of an accessory dwelling unit or junior accessory dwelling unit within an existing or proposed primary dwelling unit or within an existing accessory building. (e) “Junior accessory dwelling unit” has the meaning set forth in Government Code Section 65852.22. ORDINANCE NO. 2023-13 2 (f) Whenever the term “residential second unit” is used in any ordinance, resolution, order, directive, or regulation of the county, it means “accessory dwelling unit.” (Ords. 2023-13 § 2, 2020-01 § 2, 2017-11 § 2, 2003-17 § 3, 87-67 § 3.) 82-24.006 Permitting Procedure. (a) Except as otherwise provided in this section, an application for a permit to establish an accessory dwelling unit will be approved ministerially without discretionary review or public hearing if the accessory dwelling unit meets: the location requirements specified in Section 82-24.010; the development standards specified in Section 82-24.012; and all applicable building standards in Title 7 and all applicable sewage and water requirements. (b) An application for a permit to establish any of the following types of accessory dwelling units in a residential or mixed-use zoning district is not subject to the location requirements specified in Section 82-24.010 or the development standards specified in Section 82-24.012 and will be approved ministerially without discretionary review or public hearing. (1) One internal conversion that is either an accessory dwelling unit or a junior accessory dwelling unit on a lot with a proposed or existing single-family dwelling, if: the internal conversion has independent exterior access; the side and rear setbacks are sufficient for fire safety; and the internal conversion meets all applicable building standards in Title 7 and all applicable sewage and water requirements. If the internal conversion is a junior accessory dwelling unit, it must comply with the requirements of Government Code section 65852.22. An internal conversion under this subsection (b)(1) may include an expansion of not more than 150 square feet beyond the physical dimensions of an existing building, but the expansion must be limited to accommodating ingress and egress. (2) One detached, new construction, accessory dwelling unit on a lot with a proposed or existing single-family dwelling, if: the side and rear setbacks are a minimum of four feet; the detached accessory dwelling unit does not exceed 800 square feet in size; the detached accessory dwelling unit does not exceed the applicable height limitations specified in Government Code section 65852.2(c)(2)(D); and the detached accessory dwelling unit meets all applicable building standards in Title 7 and all applicable sewage and water requirements. The detached accessory dwelling unit may be combined with a junior accessory dwelling unit permitted in subsection (b)(1). (3) One or more accessory dwelling units that are internal conversions within the non-livable space of an existing multiple-family dwelling, including but not limited to storage rooms, boiler rooms, passageways, attics, basement, or garages. Each internal conversion under this subsection must meet all applicable building standards in Title 7 and all applicable sewage and water requirements. The ORDINANCE NO. 2023-13 3 number of internal conversions permitted within an existing multiple-family dwelling under this subsection (b)(3) may not exceed 25% of the number of existing multiple-family units in the dwelling. (4) One or two detached accessory dwelling units on a lot with a proposed or existing multiple-family dwelling, if: the side and rear setbacks are a minimum of four feet; the detached accessory dwelling unit does not exceed 800 square feet in size; the detached accessory dwelling unit does not exceed the applicable height limitations specified in Government Code section 65852.2(c)(2)(D); and the detached accessory dwelling unit meets all applicable building standards in Title 7 and all applicable sewage and water requirements. (Ords. 2023-13 § 2, 2020-01 § 2, 2017-25 § 2, 2017-11 § 2, 2011-05 § 2, 2003-17 § 3, 87-67 § 3.) 82-24.008 Applications. (a) An application for an accessory dwelling unit permit must be submitted to the Department of Conservation and Development before a building permit application is submitted to the county. An application for a junior accessory dwelling unit permit must be submitted in the same manner and form as an application for an accessory dwelling unit permit. (b) An application for an accessory dwelling unit permit must be made in writing and contain the following information: (1) Name(s) and address(es) of applicant(s) and property owner(s). (2) Address and assessor’s parcel number for the lot. (3) Size, indicating dimensions and square footage of the primary dwelling unit and the proposed accessory dwelling unit. (4) A legible scale drawing, showing: (A) A north arrow to indicate lot orientation. (B) Lot dimensions and labels for all property lines. (C) Siting and location of the primary dwelling unit and the proposed accessory dwelling unit. (D) Floor plan configuration of the primary dwelling unit and the proposed accessory dwelling unit. (E) All other existing improvements, including driveways and parking areas. ORDINANCE NO. 2023-13 4 (F) Exterior design of the primary dwelling unit and the proposed accessory dwelling unit. “Exterior design” includes exterior features, such as entrances, windows, and roof. (5) Location and description of water and sanitary services for both the primary dwelling unit and the proposed accessory dwelling unit. (6) A written legal description of the property. (Ords. 2023-13 § 2, 2020-01 § 2, 2017-11 § 2, 2003-17 § 3, 87-67 § 3.) 82-24.010 Location. (c) One accessory dwelling unit may be located on any lot in a single-family residential district (R-6, R-7, R-10, R-12, R-15, R-20, R-40, R-65, and R-100), a water recreation district (F-1), planned unit district (P-1) for residential uses, or a multiple-family residential district (M-6, M-9, M-12, M-17, and M-29). (d) One accessory dwelling unit may be located on any lot in an agricultural district (A-2, A- 3, A-4, A-20, A-40, and A-80). If an accessory dwelling unit is proposed for a lot under a Williamson Act contract, an accessory dwelling unit will be allowed subject to the provisions of this chapter unless the Williamson Act contract prohibits an accessory dwelling unit or a residential second unit on the property. (e) No subdivision rights are authorized that would result in the accessory dwelling unit being located on a separate lot. (Ords. 2023-13 § 2, 2020-01 § 2, 2017-11 § 2, 2011-05 § 3, 2006-19 § 2, 2003-17 § 3, 87-67 § 3.) 82-24.012 Development Standards. (a) Accessory Dwelling Unit Size. (1) A detached accessory dwelling unit may not exceed the following sizes. (A) A detached accessory dwelling unit may not exceed 1,000 square feet in any zoning district where an accessory dwelling unit is allowed, unless the accessory dwelling unit is located on a lot of 12,000 square feet or more, or in an agricultural district, or in the Kensington (-K) combining district. (B) A detached accessory dwelling unit may not exceed 1,200 square feet on a lot of 12,000 square feet or more. (C) A detached accessory dwelling unit may not exceed 1,200 square feet in an agricultural district. (D) In the Kensington (-K) combining district, a detached accessory dwelling unit may not exceed 850 square feet if the accessory dwelling unit ORDINANCE NO. 2023-13 5 provides one bedroom and may not exceed 1,000 square feet if the accessory dwelling unit provides more than one bedroom. (2) An attached accessory dwelling unit may not exceed the following sizes. (A) Except as otherwise provided in subsection (B) below, an attached accessory dwelling unit may not exceed the sizes specified in this subsection (A). (i) An attached accessory dwelling unit may not exceed 1,000 square feet in any zoning district where an accessory dwelling unit is allowed, unless the accessory dwelling unit is located on a lot of 12,000 square feet or more, or in an agricultural district, or in the Kensington (-K) combining district. (ii) An attached accessory dwelling unit may not exceed 1,200 square feet on a lot of 12,000 square feet or more. (iii) An attached accessory dwelling unit may not exceed 1,200 square feet in an agricultural district. (iv) In the Kensington (-K) combining district, an attached accessory dwelling unit may not exceed 850 square feet if the accessory dwelling unit provides one bedroom and may not exceed 1,000 square feet if the accessory dwelling unit provides more than one bedroom. (B) An attached accessory dwelling unit may not exceed 50 percent of the living area of the primary dwelling unit to which the accessory dwelling unit is attached, except that an attached accessory dwelling unit may exceed 50 percent of the living area of the primary dwelling unit to the extent necessary to permit an accessory dwelling unit of 850 square feet if the accessory dwelling unit provides one bedroom or 1,000 square feet if the accessory dwelling unit provides more than one bedroom. (b) Living Provisions. An accessory dwelling unit must provide complete independent living facilities for one or more persons, including permanent provisions for living, sleeping, eating, cooking, and sanitation. (c) Permanent Foundation. A permanent foundation is required for all accessory dwelling units. (d) Sewage and Water. If a private sewage disposal system, water system, or both are proposed to be used, it must meet all applicable county regulations and be approved by ORDINANCE NO. 2023-13 6 the health officer before an accessory dwelling unit may be established. Verification that the standard has been met is required prior to final inspection. (e) Architecture. An accessory dwelling unit must have independent exterior access separate from that of the primary dwelling unit. The independent exterior access must be: located on the building side or building rear; or not visible from the street; or otherwise subordinate to the primary dwelling unit. (f) Types of Accessory Dwelling Units. An accessory dwelling unit may be attached to a primary dwelling unit or detached from a primary dwelling unit. (1) If an accessory dwelling unit is attached to a primary dwelling unit, the accessory dwelling unit must be an internal conversion of an attached garage or other area within the primary dwelling unit, or an addition to the primary dwelling unit. (2) If an accessory dwelling unit is detached from a primary dwelling unit, the accessory dwelling unit must be an internal conversion of a detached garage or other accessory building, or new construction. A detached accessory dwelling unit must be located on the same lot as the primary dwelling unit. (g) Garage Attached to a Detached Accessory Dwelling Unit. If a garage is attached to a detached accessory dwelling unit, the garage may not exceed the following sizes: (1) 500 square feet on lots of 20,000 square feet or less in all zoning districts where an accessory dwelling unit is allowed, except in an agricultural district. (2) 600 square feet on lots larger than 20,000 square feet and smaller than five acres in all zoning districts where an accessory dwelling unit is allowed, except in an agricultural district. (3) 800 square feet on lots of five acres or more. (4) 800 square feet in an agricultural district. (h) Yards and Building Height. (1) An accessory dwelling unit must comply with all requirements relating to yards (front setbacks, side, and rear) and building height that are generally applicable to residential construction in the zone in which the property is located, except as otherwise provided in this subsection (h). (2) A setback is not required for an accessory dwelling unit that is an internal conversion or that is constructed in the same location and to the same dimensions as an existing building. ORDINANCE NO. 2023-13 7 (3) A setback of four feet from the side and rear lot lines is required for an accessory dwelling unit that is not an internal conversion and is not constructed in the same location and to the same dimensions as an existing building. (4) An accessory dwelling unit and any portion of an accessory dwelling unit is subject to the applicable height limitations specified in Government Code section 65852.2(c)(2)(D) if it is located: (A) Within a front, back, or side yard area applicable to residential construction in the zone in which the lot is located; or (B) In the Kensington (-K) combining district. (i) Off-Street Parking. (1) A lot containing an accessory dwelling unit must provide an additional off-street parking space to serve the accessory dwelling unit, except as otherwise provided in this subsection (i). The additional space may be within a setback area or in tandem, unless specific findings are made that parking in a setback area or in tandem is not feasible based on site or regional topographical or fire and life safety conditions. (2) Replacement parking spaces are not required if a garage, carport, or covered parking structure that provides off-street parking is demolished or converted in conjunction with the construction of an accessory dwelling unit. (3) No additional off-street parking is required for an accessory dwelling unit in any of the following instances: (A) The accessory dwelling unit is located within one-half mile walking distance of public transit. (B) The accessory dwelling unit is located within an architecturally and historically significant historic district. (C) The accessory dwelling unit is an internal conversion. (D) The accessory dwelling unit is located within a permit-parking area designated pursuant to Chapter 46-10, but an on-street parking permit is not available under that chapter to the occupant of the accessory dwelling unit. ORDINANCE NO. 2023-13 8 (E) A car share vehicle pick-up location is within one block of the accessory dwelling unit. A “car share vehicle” has the same meaning as in Vehicle Code Section 22507.1. (Ords. 2023-13 § 2, 2020-01 § 2, 2017-25 § 3, 2017-11 § 2, 2011-05 § 4, 2008-09 § 2, 2003-17 § 3, 87-67 § 3.) 82-24.014 Occupancy. No accessory dwelling unit or junior accessory dwelling unit may be rented or offered for rent for a term of less than 30 days. (Ords. 2023-13 § 2, 2020-01 § 2, 2017- 25 § 4, 2017-11 § 2, 2003-17 § 3, 87-67 § 3.) 82-24.016 Deed Restrictions. Before obtaining a permit authorizing the establishment of an accessory dwelling unit or junior accessory dwelling unit, the applicant shall do the following: (a) Enter into an agreement of restrictions with the county that refers to the deed under which the property was acquired by the applicant and provides the following: (1) The accessory dwelling unit or junior accessory dwelling unit shall not be sold separately, except in conformance with Government Code section 65852.26. (2) The accessory dwelling unit or junior accessory dwelling unit is restricted to the maximum size allowed under the permit. (3) The restrictions are binding upon any successor in ownership of the property and lack of compliance may result in legal action by the county against the property owner. (b) Record the agreement with the county recorder. (c) Prepare a disclosure statement that shall be included in any future offer or sale documents. The statement shall read as follows: “You are purchasing a property with a permit for an (junior) accessory dwelling unit. This permit carries with it certain restrictions that must be met by the owner of the property. You are prohibited from selling the (junior) accessory dwelling unit separately, except in conformance with Government Code section 65852.26. The (junior) accessory dwelling unit is restricted to the maximum size allowed under the permit. The (junior) accessory dwelling unit may not be rented or offered for rent for a term of less than 30 days. The permit is available from the current owner ORDINANCE NO. 2023-13 9 or from the Contra Costa County Department of Conservation and Development.” (Ords. 2023-13 § 2, 2020-01 § 2, 2017-25 § 5, 2017-11 § 2, 2003-17 § 3, 87-67 § 3.) 82-24.018 Nonconforming Units. Notwithstanding the provisions of Ordinance Code Section 82-8.006, if the existing primary dwelling unit is a legal nonconforming unit, an accessory dwelling unit or junior accessory dwelling unit may be constructed only if the nonconformity is not expanded and the accessory dwelling unit or junior accessory dwelling unit meets all current applicable zoning and building standards. (Ords. 2023-13 § 2, 2020-01 § 2, 2017-11 § 2, 2003- 17 § 3, 87-67 § 3.) 82-24.020 Fees. Fees for accessory dwelling unit permits and junior accessory dwelling unit permits will be in amounts established by the board of supervisors in the Department of Conservation and Development’s fee schedule. To the extent permitted by state law, accessory dwelling units and junior accessory dwelling units are subject to all applicable fees for new development. (Ords. 2023-13 § 2, 2020-01 § 2, 2017-11 § 2, 2003-17 § 3, 87-67 § 3.) SECTION III. EFFECTIVE DATE. This ordinance becomes effective 30 days after passage, and within 15 days after passage shall be published once with the names of supervisors voting for or against it in the East Bay Times, a newspaper published in this County. PASSED on ___________________________, by the following vote: AYES: NOES: ABSENT: ABSTAIN: ATTEST: MONICA NINO, _____________________________ Clerk of the Board of Supervisors Board Chair and County Administrator By: ______________________ [SEAL] Deputy KCK: RECOMMENDATION(S): 1. OPEN the public hearing on Ordinance No. 2023, RECEIVE testimony, and CLOSE the public hearing. 2. DETERMINE that the adoption of Ordinance No. 2023-13 is not a project under the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15060(c)(3) and is statutorily exempt under CEQA Guidelines Section 15282(h), which exempts the adoption of an ordinance regulating second units. 3. ADOPT Ordinance No. 2023-13 to establish amended regulations and permitting procedures for accessory dwelling units and junior accessory dwelling units in compliance with Government Code Section 65852.2, as amended. 4. DIRECT the Director of Conservation and Development to file a CEQA Notice of Exemption with the County Clerk. FISCAL IMPACT: The costs of preparing this ordinance have been funded by the Department of Conservation and Development’s Land Development Fund. The cost of processing accessory dwelling unit applications will be 100% funded by application fees. BACKGROUND: On January 21, 2020, the Board of Supervisors adopted Ordinance No. 2020-01, amending the County’s Accessory Dwelling Units Ordinance (ADU Ordinance) to comply with changes in State law for the regulation of accessory dwelling units (ADUs) and junior accessory dwelling units (JADUs) that became effective on January 1, 2020. Specifically, changes in State law required local agencies to ministerially approve applications to establish ADUs and JADUs, subject only to limited objective standards. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Stanley Muraoka, 925-655-2876 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: D. 5 To:Board of Supervisors From:John Kopchik, Director, Conservation & Development Department Date:June 27, 2023 Contra Costa County Subject:Amend Accessory Dwelling Units Ordinance BACKGROUND: (CONT'D) Since 2020, the state legislature has continued to revise State law related to ADUs; however, the County’s ADU Ordinance has remained consistent with many of the State law revisions. However, several recent State law revisions are not reflected in the current ADU Ordinance, including: Revisions to Government Code Section 65852.2 related to allowable height limitations that a local agency may impose on ADUs pursuant to Senate Bill 897, which became effective on January 1, 2023, and Revisions to Government Code Sections 65852.2 and 65852.26 that require a local agency to allow the separate sale of an ADU developed by a qualified nonprofit corporation to a person or family of low or moderate income pursuant to Assembly Bill No. 345, which became effective on January 1, 2022. The County’s ADU Ordinance is required to comply with these provision of State law. Accordingly, staff has prepared proposed Ordinance No. 2023-13 to amend the County’s ADU Ordinance to comply with these recent State law revisions. The County Planning Commission conducted a public hearing on the proposed Ordinance at its meeting on Wednesday, May 24, 2023. The Commission received oral testimony, closed the public hearing, and voted to recommend approval of the proposed Ordinance. STAFF ANALYSIS: Summary Below is a summary of revisions that proposed Ordinance 2023-13 would make to the County’s ADU Ordinance. The revisions include changes to allowable maximum heights, height limitations for ADUs located within yard setbacks, permit ADUs on a lot with a proposed multiple-family dwelling, and permit the sale of an ADU separate from the primary dwelling unit. In addition, the proposed Ordinance includes a few minor changes to the ADU Ordinance. Allowable Maximum Heights The State law previously prohibited local agencies from setting a maximum ADU height of less than 16 feet. The County’s current ADU Ordinance met this standard by requiring ADUs to comply with the height requirement of the underlying zoning district (generally 35 feet), except in the Kensington (-K) combining district. In accordance with previous State law, ADUs in the -K district were limited to 16 feet in height. Other detached ADUs that met certain statutory requirements for streamlined approval were also limited to 16 feet in height. Current State law has expanded the prohibition to ensure that a local agency does not overly restrict ADU heights. State law now prohibits local agencies from setting a maximum ADU height that does not allow at least the following, as applicable: A height of 16 feet for a detached ADU on a lot with an existing or proposed single-family or multi-family dwelling unit; A height of 18 feet for a detached ADU on a lot within ½ mile walking distance of a major transit stop or high-quality transit corridor, except that the local agency must allow up to an additional two feet (up to 20 feet total) to accommodate a roof pitch on the ADU that is aligned with the roof pitch of the primary dwelling unit; A height of 18 feet for a detached ADU on a lot with an existing or proposed multiple-family multi-story dwelling; A height of 25 feet for an attached ADU. These new height limits apply to detached ADUs in the -K district and to ADUs eligible for streamlined approval. The Comparison Table of Maximum ADU Heights, attached, summarizes the scenarios in which the new height limits apply. Proposed Ordinance No. 2023-13 refers to and incorporates the height limitations set by State law. ADUs in Yard Setbacks Ordinance No. 2022-14, regulating two-unit residential developments and adopted by the Board of Supervisors on March 29, 2021 in response to Senate Bill 9 (the “Duplex Law”), limits the height of an urban housing development residential unit or any portion of the residential unit that is located within a front, back, or side yard area to a maximum of 16 feet. Proposed Ordinance No. 2023-13 would apply a similar restriction to an ADU or any portion of an ADU built within the normal setbacks of the underlying zoning district. The maximum height of an ADU or portion of ADU within a front, back, or side yard area would be the heigh limitations set by State law, described above, rather than the standard County height limit of 35 feet. ADUs with a Proposed Multiple-Family Dwelling Consistent with prior State law, the County’s ADU Ordinance allows up to two detached ADUs on a lot with an existing multiple-family dwelling. State law now allows detached ADUs on lots with either an existing or a proposed multiple-family dwelling. Accordingly, proposed Ordinance No. 2023-13 would allow development of detached ADUs with a proposed multiple-family dwelling. Separate Sale of an ADU State law now requires a local agency to allow an ADU to be sold or conveyed separately from the primary dwelling unit to a qualified buyer. The ADU or primary dwelling unit must have been built or developed by a qualified nonprofit corporation, and the ADU must be sold or conveyed to low or moderate income households. Other restrictions apply including the recordation of an enforceable restriction on the use of the land and a tenancy in common agreement. Proposed Ordinance No. 2023-13 allows the separate sale or conveyance of an ADU consistent with current State law. Minor Revisions Proposed Ordinance No. 2023-13 includes a few minor revisions to remove unneeded application submittal requirements and to add clarity to the text of the Ordinance. The revisions include removing application requirements for photographs of the primary dwelling and the property owner’s consent to physical inspection of the property, a restatement of the development standards in the ADU Ordinance for the size of detached and attached ADUs, and a restatement that fees imposed for processing ADUs and JADUs are limited to those permitted by State law. General Plan Consistency The proposed Ordinance is consistent with the General Plan. By facilitating the development of ADUs and JADUs, the proposed Ordinance would specifically promote the following General Plan goals: Goal 1: Maintain and improve the quality of the existing housing stock and residential neighborhood in Contra Costa County. Goal 2: Preserve the existing affordable housing stock in Contra Costa County. Goal 3: Increase the supply of housing with a priority on the development of affordable housing. Goal 4: Increase the supply of appropriate and supportive housing for special needs populations. Goal 7: Mitigate potential governmental constraints to housing development and affordability. Zoning Compliance Proposed Ordinance No. 2023-13 would amend the County ADU Ordinance to be consistent with current State law. The proposed Ordinance allows exceptions to certain development standards of applicable zoning districts, as allowed by State law for the development of ADUs and JADUs. The proposed Ordinance would act in concert with and would not conflict in any manner with the County Zoning Code. Environmental Review For purposes of compliance with the California Environmental Quality Act (CEQA) the proposed Ordinance is not a project pursuant to CEQA Guidelines Section 15060(c)(3) and is statutorily exempt under CEQA Guidelines Section 15282(h), which exempts the adoption of an ordinance regulating second units. CONCLUSION: Proposed Ordinance No. 2023-13, to amend Chapter 84-24 of the County Ordinance Code, is consistent with Government Code Sections 65852.2, 65852.22, and 65852.26 and the County General Plan and Zoning Code. Staff recommends adoption of Ordinance No. 2023-13. CONSEQUENCE OF NEGATIVE ACTION: If the recommended actions are not approved, the County’s ADU Ordinance will not be amended to conform with current State law. Pursuant to Government Code Sections 65852.2 and 65852.26, the County will process applications to establish ADUs, apply the development standards for allowable heights in the State law, and allow the separate sale of an ADU developed by a qualified nonprofit corporation to a qualified buyer. AGENDA ATTACHMENTS Ordinance No. 2023-13 Ordinance 2023-13 Redline.. ADU Comparison Table of Allowable Heights CDZT22-00001 CPC Staff Report 052423 MINUTES ATTACHMENTS Signed Ordinance No. 2023-13 Contra Costa County Public Works Department Bri an M. Balbas. D irect o r Deputy Directors Stephen Kowalewski, Chief Allison Knapp Warren Lai Carrie Ricci Joe Yee June 1, 2023 East Bay Regional Park District Land Acquisition Department Attn: Sara Rieck 2950 Peralta Oak Court Oakland, CA 94605 RE: Overnight Closure of Carquinez Scenic Drive (Road No. 2191B) Parcel No. 368-060-001, 368-060-002, 368-060-004, 368-160-001, 368-090-006, 368-100-001. 368-080-003, 368-160-002, 368-110-012, 368-090-005 Due to landslides in the early 1980s, the Contra Costa County Board of Supervisors approved the closure of Carquinez Scenic Drive, between the Ozol Fuel Facility ( owned by the United States of America) and the Contra Costa Brick Works Plant 9 (former property of TXI Operations and recently purchased by the East Bay Regional Park District). However, the closure of that segment of Carquinez Scenic Drive resulted in many instances of illegal dumping and other criminal activity. Subsequently, the East Bay Regional Park District, which now owns the old TXI facility, requested overnight closure of a longer stretch of Carquinez Scenic Drive. On November 30, 2004, the County adopted Board Resolution 2004/4093, which allowed for the temporary overnight closure of Carquinez Scenic Drive, from the Martinez city limits to the Ozol Fuel Facility, owned by the United States of America. Contra Costa County Public Works Department received a letter dated January 31, 2023, from the East Bay Regional Park District requesting the temporary overnight closure of Carquinez Scenic Drive, between the city limits of Martinez and extending to McEwen Road. As allowed under Section 21101.4 of the California Vehicle Code, the roadway may be closed for a period of 18 months after a public hearing is held. In response, the Public Works Department has prepared a traffic resolution for another 18-month closure of Carquinez Scenic Drive, as allowed under California Vehicle Code Section 21101.4, and has scheduled an open public hearing on June 27, 2023, at 9:00 a.m., Board of Supervisors' Chambers, 1025 Escobar Street, Martinez, California. The Contra Costa County Board of Supervisors will conduct this public hearing to consider adopting Traffic Resolution 2023/4531 for this temporary road closure. ''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 East Bay Regional Park District June 1, 2023 Page 2 of 2 You may attend the hearing (remotely) and comment on the proposed roadway closure. Written comments submitted to the above address prior to June 21, 2023, will be entered in the meeting record. Should you have any questions, please call Mark de la O a call at (925) 313-2234. MS:MO:ss Sincerely, ~::I Senior Traffic Engineer Transportation Engineering G:\transeng\BOARD ORDERS\2023\CARQUINEZ SCENIC DRIVE (Road No. 21918)\Notice to Owners-East Bay Regional Park District.docx c: Jerry Fahy, Transportation Engineering Mark de la 0, Transportation Engineering Contra Costa County Public Works Department John A. DeMartini Ranch LLC P.O. Box 23555 Pleasant Hill, CA 94523 June 1, 2023 Br ian M. Balbas , Di rector Deputy Directors Stephen Kowalewski, Chief Allison Knapp Warren Lai Carrie Ricci Joe Yee RE: Overnight Closure of Carquinez Scenic Drive (Road No. 2191B) Parcel No. 368-050-002, 368-100-002 Due to landslides in the early 1980s, the Contra Costa County Board of Supervisors approved the closure of Carquinez Scenic Drive, between the Ozol Fuel Facility ( owned by the United States of America) and the Contra Costa Brick Works Plant 9 (former property of TXI Operations and recently purchased by the East Bay Regional Park District). However, the closure of that segment of Carquinez Scenic Drive resulted in many instances of illegal dumping and other criminal activity. Subsequently, the East Bay Regional Park District, which now owns the old TXI facility, requested overnight closure of a longer stretch of Carquinez Scenic Drive. On November 30, 2004, the County adopted Board Resolution 2004/4093, which allowed for the temporary overnight closure of Carquinez Scenic Drive, from the Martinez city limits to the Ozol Fuel Facility, owned by the United States of America. Contra Costa County Public Works Department received a letter dated January 31, 2023, from the East Bay Regional Park District requesting the temporary overnight closure of Carquinez Scenic Drive, between the city limits of Martinez and extending to McEwen Road. As allowed under Section 21101.4 of the California Vehicle Code, the roadway may be closed for a period of 18 months after a public hearing is held . In response, the Public Works Department has prepared a traffic resolution for another 18-month closure of Carquinez Scenic Drive, as allowed under California Vehicle Code Section 21101.4, and has scheduled an open public hearing on June 27, 2023, at 9:00 a.m., Board of Supervisors' Chambers, 1025 Escobar Street, Martinez, California. The Contra Costa County Board of Supervisors will conduct this public hearing to consider adopting Traffic Resolution 2023/4531 for this temporary road closure. ''Accredited by the American Public Works' Assodation" 255 Glacier Drive Martinez, CA 94553-4825 TEL: (925) 313 -2000 • FAX: (925) 313-2333 www .cccpublicworks.org John A. DeMartini Ranch LLC June 1, 2023 Page 2 of 2 You may attend the hearing (remotely) and comment on the proposed roadway closure. Written comments submitted to the above address prior to June 21, 2023 will be entered in the meeting record. Should you have any questions, please call Mark de la O a call at (925) 313-2234. MS:MO:ss :;:?r MonishSen f Senior Traffic Engineer Transportation Engineering G:\transeng\BOARD ORDERS\2023\CARQUINEZ SCENIC DRIVE (Road No. 2191B)\Notice to Owners-John A. DeMartini Raney LLC.docx c: Jerry Fahy, Transportation Eng ineering Mark de la 0, Transportation Engineering Tosco Corporation Contra Costa County Public Works Department June 1, 2023 Brian M. Balbas. Director Deputy Directors Stephen Kowalewski, Chief Allison Knapp Warren Lai Carrie Ricci Joe Yee c/o Conoco/Property Tax Dept-DC48 P.O. Box 1539 Paso Robles, CA 93447 RE: Overnight Closure of Carquinez Scenic Drive (Road No. 21918) Parcel No. 368-110-010 Due to landslides in the early 1980s, the Contra Costa County Board of Supervisors approved the closure of Carquinez Scenic Drive, between the Ozol Fuel Facility ( owned by the United States of America) and the Contra Costa Brick Works Plant 9 (former property of TXI Operations and recently purchased by the East Bay Regional Park District). However, the closure of that segment of Carquinez Scenic Drive resulted in many instances of illegal dumping and other criminal activity. Subsequently, the East Bay Regional Park District, which now owns the old TXI facility, requested overnight closure of a longer stretch of Carquinez Scenic Drive. On November 30, 2004, the County adopted Board Resolution 2004/4093, which allowed for the temporary overnight closure of Carquinez Scenic Drive, from the Martinez city limits to the Ozol Fuel Facility, owned by the United States of America. Contra Costa County Public Works Department received a letter dated January 31, 2023, from the East Bay Regional Park District requesting the temporary overnight closure of Carquinez Scenic Drive, between the city limits of Martinez and extending to McEwen Road. As allowed under Section 21101.4 of the California Vehicle Code, the roadway may be closed for a period of 18 months after a public hearing is held. In response, the Public Works Department has prepared a traffic resolution for another 18-month closure of Carquinez Scenic Drive, as allowed under California Vehicle Code Section 21101.4, and has scheduled an open public hearing on June 27, 2023, at 9:00 a.m., Board of Supervisors' Chambers, 1025 Escobar Street, Martinez, California. The Contra Costa County Board of Supervisors will conduct this public hearing to consider adopting Traffic Resolution 2023/4531 for this temporary road closure. "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 Tosco Corporation June 1, 2023 Page 2 of 2 You may attend the hearing (remotely) and comment on the proposed roadway closure. Written comments submitted to the above address prior to June 21, 2023, will be entered in the meeting record. Should you have any questions, please call Mark de la O a call at (925) 313-2234. MS:MO:ss ;J-1 MonishSen /- Senior Traffic Engineer Transportation Engineering G:\transeng\BOARD ORDERS\2023\CARQUINEZ SCENIC DRIVE (Road No. 2191B)\Notice to Owners-Tosco Corporation.docx c: Jerry Fahy, Transportation Engineering Mark de la 0, Transportation Engineering THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA Adopted this Traffic Resolution on June 27, 2023 by the following vote: AYES: NOES: ABSENT: ABSTAIN: TRAFFIC RESOLUTION NO. 2023/4531 Supervisorial District V SUBJECT: ADOPT Traffic Resolution No. 2023/4531 for an 18-month temporary overnight closure of Carquinez Scenic Drive (Road No. 2191B) between the city limits of Martinez and extending westerly to McEwen Road (Road No. 2784), to prevent illegal and criminal activity, as recommended by the Public Works Director, Martinez area. (District V) WHEREAS, the eastern portion of Carquinez Scenic Drive, which begins at the city limits of Martinez and extends westerly to McEwen Road, and has experienced illegal and ongoing criminal activity between sunset and sunrise the following day; WHEREAS, the East Bay Regional Park District has requested the closure of the western portion of Carquinez Scenic Drive; WHEREAS, because vehicle traffic contributes to that criminal activity, the County Sheriff’s Department and California Highway Patrol, and Public Works Department staff also recommend closure of Carquinez Scenic Drive; WHEREAS, Public Works Department staff determined that: Carquinez Scenic Drive has not been designated as a through highway or arterial street; the overnight closure of Carquinez Scenic Drive will not impact traffic flow, safety on the adjacent streets or in the surrounding neighborhoods, the operation of emergency vehicles, the performance of municipal or public utility services to, or the delivery of freight by commercial vehicles in the area of Carquinez Scenic Drive; and WHEREAS, a public hearing has been held on this proposed closure of Carquinez Scenic Drive, notice of which was mailed to the residents and owners, as shown on the last equalized assessment roll, of property adjacent to that portion of roadway. NOW, THEREFORE, BE IT RESOLVED THAT, pursuant to Vehicle Code section 21101.4, subdivision (a), the Board of Supervisors of the County of Contra Costa: 1. FINDS as follows: A. Based on the recommendation of the County Sheriff’s Department and California Highway Patrol, there is serious and continual criminal activity occurring overnight on Carquinez Scenic Drive (Road No. 2191B), between the city limits of Martinez and extending westerly to McEwen Road (Road No. 2784). B. The above-described section of Carquinez Scenic Drive has not been designated as a through highway or arterial street; C. Vehicle traffic contributes to the overnight criminal activity on the above- described section of Carquinez Scenic Drive; D. The closure of the above-described section of Carquinez Scenic Drive will not impact traffic flow, safety on the adjacent streets or in the surrounding neighborhoods, the operation of emergency vehicles, the performance of municipal or public utility services to, or the delivery of freight by commercial vehicles in the area of that section of roadway. 2. ADOPT Traffic Resolution No. 2023/4531 for an 18-month temporary overnight closure of Carquinez Scenic Drive daily from sunset to sunrise, between the city limits of Martinez and westerly to McEwen Road (Road No. 2784), beginning June 27, 2023, and ending December 27, 2024. MO:ss Orig. Dept: Public Works (Traffic) Contact: Monish Sen, 313-2187 cc: California Highway Patrol Sheriff Department TRAFFIC RESOLUTION NO. 2023/4531 I hereby certify that this is 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, Clerk of the Board of Supervisors and County Administrator By , Deputy RECOMMENDATION(S): HEARING to consider adopting Traffic Resolution No. 2023/4531 approving and authorizing an 18-month temporary overnight road closure of Carquinez Scenic Drive (Road No. 2191B) between the city limits of Martinez and extending westerly to McEwen Road (Road No. 2784), daily from sunset to sunrise the following day, beginning June 27, 2023, and ending December 27, 2024, to prevent illegal and criminal activity, as recommended by the Public Works Director, Martinez area. (District V) FISCAL IMPACT: No fiscal impact. BACKGROUND: Due to landslides in the early 1980s, the Board of Supervisors approved the closure of Carquinez Scenic Drive from the Ozol Fuel Facility (owned by the United States of America) to the Contra Costa Brick Works Plant 9 (former property of TXI Operations and then purchased by the East Bay Regional Park District (EBRPD)). In 2004, the Board of Supervisors approved the temporary overnight closure of Carquinez Scenic Drive, east of the Martinez City Limit, to prevent ongoing criminal activity on that portion of the roadway. At the request of EBRPD, the County Public Works Department, Sheriff’s Department and the California Highway Patrol recommend prohibiting overnight vehicle traffic, which contributes to serious and continual criminal activity along this section of Carquinez Scenic Drive. Public Works Department staff has determined that Carquinez Scenic Drive has not been designated as APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Monish Sen (925) 313-2187 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: Jerry Fahy- Transportation, Monish Sen - Transportation, Mark de la O - Transportation, CHP, Sheriff - Patrol Division Commander D. 6 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:June 27, 2023 Contra Costa County Subject:HEARING to consider Adopting Traffic Resolution No. 2023/4531 for Temporary Road Closure of Carquinez Scenic Drive, Martinez area. BACKGROUND: (CONT'D) a through highway or arterial street. Public Works Department staff have further determined that the overnight closure of the above-described section of Carquinez Scenic Drive will not impact traffic flow or safety on the adjacent streets or in the surrounding neighborhoods, the operation of emergency vehicles, the performance of municipal or public utility services to, or the delivery of freight by commercial vehicles in the area of that section of roadway. Public Works Department staff mailed notice of this hearing to the residents and owners, as shown on the last equalized assessment roll, of property adjacent to that section of Carquinez Scenic Drive, between the city limits of Martinez and extending westerly to McEwen Road. Therefore, the Public Works Department staff recommend that the Board of Supervisors adopt the above-described traffic resolution. CONSEQUENCE OF NEGATIVE ACTION: Carquinez Scenic Drive could not be temporarily closed overnight to prevent serious and continual criminal activities along this segment or roadway. AGENDA ATTACHMENTS Traffic Resolution No. 2023/4531 Sheriff Support Letter CHP Support Letter East Bay Regional Park District Support Letter Notice Letter MINUTES ATTACHMENTS Signed Traffic Resolution No. 2023/4531 Contra Costa County Public Works Department June 1, 2023 County Costa County Department of Conservation and Development Attn: Maureen Toms 30 Muir Road Martinez, CA 94553 Br ian M. Balb as, D irecto r Deputy Directors Stephen Kowalewski, Chief Allison Knapp Warren Lai Carrie Ricci Joe Yee RE: Temporary Closure of South Broadway Avenue To Whom it May Concern: On December 16, 2020, Contra Costa County Public Works Maintenance Division received an email from Contra Costa on a portion of South Broadway Avenue a County Code Enforcement requesting installation of K-Rail to prevent recurring illegal dumping along South Broadway between Maylard Street and the Pittsburg city limit line. I responded to their request, and an open public hearing was held on August 10, 2021, with the Board of Supervisors and Traffic Resolution 2021/4504 was adopted for an 18-month closure of South Broadway Avenue, as allowed under California Vehicle Code Section 21101.4 On June 27, 2023, at 9:00 a.m., in the Board of Supervisors' Chambers, 1025 Escobar Street, Martinez, California, the Contra Costa County Board of Supervisors will conduct a public hearing to adopt a resolution for the 18-month Temporary Road closure of South Broadway Avenue between Maylard Street and the Pittsburg city limit line. You may attend the hearing via Zoom and comment on the proposed roadway closure. Written comments submitted to the above address prior to June 21, 2023, will be entered in the meeting record. Should you have any questions, please give Mark de la O a call at (925) 313-2234 Sincerely, MS:MO :ss ~---i;-- Monis h Sen Senior Traffic Engineer Transportation Engineering G:\transeng\BOARD ORDERS\2023\SOUTH BROADWAY TEMP CLOSURE\Notice Letter.docx c: Jerry Fahy, Transportation Engineering Mark de la 0, Transportation Engineering ''Accredited by the American Public War.ks Association" 255 Glacier Drive Martinez, CA 94553-4825 TEL: (925) 313-2000 • FAX: (925) 313 -2333 www.cccpublicworks.org THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA Adopted this Traffic Resolution on June 27, 2023 by the following vote: AYES: NOES: ABSENT: ABSTAIN: TRAFFIC RESOLUTION NO. 2023/4532 Supervisorial District V SUBJECT: ADOPT Traffic Resolution No. 2023/4532 for an 18-month temporary closure of South Broadway Avenue (Road No. 5385BA) between the city limits of Pittsburg and extending northerly to Maylard Street (Road No. 5385AX), to prevent serious and ongoing criminal activity, Bay Point area. WHEREAS, the portion of South Broadway Avenue, which begins at the city limits of Pittsburg and extends northerly to Maylard Street, and has experienced serious and ongoing criminal activity; WHEREAS, the Public Works Department has requested the closure of the portion of South Broadway Avenue; WHEREAS, because vehicle traffic contributes to that criminal activity, the County Sheriff’s Department and California Highway Patrol, and Public Works Department staff also recommend closure of the portion of South Broadway Avenue; WHEREAS, Public Works Department staff determined that: South Broadway Avenue has not been designated as a through highway or arterial street; the closure of South Broadway Avenue will not impact traffic flow, safety on the adjacent streets or in the surrounding neighborhoods, the operation of emergency vehicles, the performance of municipal or public utility services to, or the delivery of freight by commercial vehicles in the area of South Broadway Avenue; and WHEREAS, a public hearing has been held on this proposed closure of South Broadway Avenue, notice of which was mailed to the residents and owners, as shown on the last equalized assessment roll, of property adjacent to that portion of roadway. NOW, THEREFORE, BE IT RESOLVED THAT, pursuant to Vehicle Code section 21101.4, subdivision (a), the Board of Supervisors of the County of Contra Costa: 1. FINDS as follows: A. Based on the recommendation of the County Sheriff’s Department and California Highway Patrol, there is serious and continual criminal activity occurring overnight on South Broadway Avenue (Road No. 5385BA), between the city limits of Pittsburg and extending northerly to Maylard Street (Road No. 5385AX). B. The above-described section of South Broadway Avenue has not been designated as a through highway or arterial street; C. Vehicle traffic contributes to the criminal activity on the above-described section of South Broadway Avenue; D. The closure of the above-described section of South Broadway Avenue will not impact traffic flow, safety on the adjacent streets or in the surrounding neighborhoods, the operation of emergency vehicles, the performance of municipal or public utility services to, or the delivery of freight by commercial vehicles in the area of, that section of roadway. 2. ADOPTS this Traffic Resolution No. 2023/4532 for an 18-month temporary closure of South Broadway Avenue, between the city limits of Pittsburg and northerly to Maylard Street, beginning June 27, 2023, and ending December 27, 2024. MO:ss Orig. Dept: Public Works (Traffic) Contact: Monish Sen, 313-2187 cc: California Highway Patrol Sheriff Department TRAFFIC RESOLUTION NO. 2023/4532 I hereby certify that this is 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, Clerk of the Board of Supervisors and County Administrator By , Deputy RECOMMENDATION(S): HEARING to consider adopting Traffic Resolution No. 2023/4532 approving and authorizing an 18-month temporary road closure of South Broadway Avenue (Road No. 5385BA) between the city limits of Pittsburg and extending northerly to Maylard Street (Road No. 5385AX), beginning June 27, 2023, and ending December 27, 2024, to prevent illegal and criminal activity, as recommended by the Public Works Director, Bay Point area. (District V) FISCAL IMPACT: No fiscal impact. BACKGROUND: The County Public Works Department, with the support of the Sheriff’s Office and the California Highway Patrol, recommends prohibiting vehicle traffic on South Broadway Avenue, which contributes to illegal and continual criminal activity along the roadway. Ongoing illegal dumping and other activities have been a persistent problem, and there are no homes or residents on the roadway that require access. Additionally, South Broadway Avenue has not been designated as a through highway or arterial street, allowing this temporary closure. Public Works Department staff have further determined that of closure of the above-described section of South Broadway Avenue will not impact traffic flow or safety on the adjacent streets, or in the surrounding neighborhoods, the operation of emergency vehicles, the performance of municipal or public utility services to, or the delivery of freight by commercial vehicles in the area of, that section of roadway. Public Works Department staff mailed notice of this hearing to the owner, as shown on the last equalized assessment roll, of properties adjacent to that section of South Broadway Avenue between the city limits of Pittsburg and extending northerly to Maylard Street. Therefore, the Public Works Department recommends that the Board of Supervisors adopt the above-described traffic resolution. CONSEQUENCE OF NEGATIVE ACTION: South Broadway Avenue will be opened to through traffic, with illegal and criminal activities likely to resume along this segment of roadway. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Monish Sen (925) 313-2187 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: Jerry Fahy- Transportation, Monish Sen - Transportation, Mark de la O - Transportation, CHP, Sheriff - Patrol Division Commander D. 7 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:June 27, 2023 Contra Costa County Subject:HEARING to Consider Adopting Traffic Resolution 2023/4532 for Temporary Road Closure of South Broadway Ave., Bay Point area. AGENDA ATTACHMENTS Traffic Resolution No. 2023/4532 Sheriff Support Letter CHP Support Letter Notice Letter MINUTES ATTACHMENTS Signed Traffic Resolution No. 2023/4532 Marla Stuart, MSW, PhD Director info@ehsd.ccounty.us | 925-608-4800 Child Care Program Update June 27, 2023 1 Outline 1.Current Events 2.Services 3.Monitoring 4.Budget 5.Region IX Communication 6.Requested Motion 2 Current Events 3 Week of the Young Child 4 April 3 - 7 Services 5 6 FY23-24 Admissions Priorities|Selection Criteria Infants and Toddlers Ages 0-2 1.Recipients of Child Protective Services (CPS) | At risk for CPS | In Foster Care 2.Lowest Income (tie breaker criteria) 6 Pre-School Aged 3-5 1.Recipients of Child Protective Services | At risk for CPS | in Foster Care 2.With disabilities 3.4 year-olds not in Transitional Kindergarten (tie breaker criteria) 4.3 year-olds with lowest income (tie breaker criteria) 5.Income no more than 15% above income guidelines (tie breaker criteria) Responsive to Management Bulletin 23-01 California Department of Education Child Care Centers Enrollment 7 Attendance Rate 8 Meals and Snacks 9 17,653 22,480 24,202 24,026 19,235 18,193 23,340 22,591 29,561 25,539 0 5,000 10,000 15,000 20,000 25,000 30,000 35,000 Jul 22 Aug 22 Sep 22 Oct 22 Nov 22 Dec 22 Jan 23 Feb 23 Mar 23 Apr 23 Child Care Position Vacancies 10 Monitoring 11 QIP Update 12 •July 15, 2022 received Program Performance Summary Report with 5 deficiencies and 1 area of noncompliance •August 9, 2022 Board approved a Quality Improvement Plan (QIP) and August 11, 2022 EHSD submitted QIP •Regular engagement with Head Start Training and Technical Assistance •Monthly QIP progress reports submitted to Head Start •November 28-December 1, 2022 follow-up review regarding 2 safety deficiencies (supervision, child maltreatment) •February 9, 2023 received Program Performance Summary Report with 2 safety deficiencies corrected •June 10, 2023 submitted final QIP progress report •QIP ends July 14, 2023 •We expect a final review within several weeks for remaining 3 deficiencies (unusual incidents, program monitoring, internal controls) and 1 area of noncompliance (governance) Complaints 13 Community members, customers, and employees have several avenues to file complaints. Our goal is to fully resolve complaints at the lowest level. •Community Services Bureau Complaints can be received by anyone. They are resolved at the lowest possible level, reaching Bureau Director if necessary. •Employment & Human Services Department (EHSD) Complaints are received at the Director’s office. They are referred to the Bureau or contracted Ombudsperson for resolution depending on the situation. Resolution and monthly reports are reviewed by Director. •Board of Supervisors Complaints are received by Board offices. They are referred to Department or CAO, as appropriate, for resolution. Department reports resolution to Board staff and/or CAO. Employees can also file complaints and grievances with EHSD Personnel and County Human Resources. Community members, customers and employees can also file complaints with state and federal funding and regulatory agencies. Daily Facility Checklist 14 April 2023 Question Concern % •Environment(s) are free of rust.(101 / 577)17.504% •Outdoor environment is free of litter and unsafe debris.(29 / 577)5.026% •Outdoor environment(s) are free of weeds and leaves.(27 / 577)4.679% •All electrical outlets are covered.(3 / 577)0.52% •Alarms, if applicable, and locks in hallways, front doors, and gates are in working order.(2 / 577)0.347% •The temperature in the refrigerator(s) is set below 40°F and the freezer below 0°F.(2 / 577)0.347% •All postings are current and relevant.(1 / 577)0.173% Daily Classroom Health & Safety 15 April 2023 Question Concern % •All cabinets are secured and locked.(4 / 1664)0.24% •Wallpad/Tablet correctly reflects enrolled children in correct classroom.(2 / 1664)0.12% •All door alarms are on and in good working order, if applicable.(2 / 1664)0.12% •Children’s food allergy list posted and kept confidential.(1 / 1664)0.06% •Zoning maps for indoors and outdoors are posted.(1 / 1664)0.06% •All rooms have been scanned for items not belonging in the children’s space, such as sun tan lotion in a cubby, teacher’s personal belongings, including food/beverages, adult scissors. (1 / 1664)0.06% •The spaces in classrooms, hallways, and other areas are clear, clean & free of objects including trip hazards, fall hazards, piles/clutter, etc.(1 / 1664)0.06% •The learning environment is arranged to promote active supervision (sight and sound) of all children present.(1 / 1664)0.06% Daily Playground Safety 16 April 2023 Question Concern % •Equipment and Parts: All play equipment is in good repair with no cracks or jagged edges, or blocked from children’s access.(108 / 1087)9.936% •Boundaries: Fencing or other barrier zone play areas are locked, secure and in good repair, including gate latches and alarms.(32 / 1087)2.944% •Litter: The area is free of glass, sharp objects, animal feces, branches, wasp nests, vagrants, and abandoned clothing.(15 / 1087)1.38% •Play Materials: All additional play materials such as small blocks, books, dramatic play items, and other toys are in good repair and age appropriate for the children using them. (14 / 1087)1.288% •Portable Materials: All portable items such as carts, trikes, blocks, water tables, etc. are in good repair with no cracks or jagged edges.(11 / 1087)1.012% •Zoning Maps: Zoning maps are posted outside in a visible location. (1 / 1087)0.092% April 2023 Unusual Incidents 17 Category 7/22 8/22 9/22 10/22 11/22 12/22 01/23 02/23 03/23 04/23 FY 21/22 YTD FY 22/23 YTD Child Injury 0 0 0 1 4 0 1 0 1 0 3 7 Lack of Supervision 2 1 2 1 0 1 0 0 0 1 1 8 Inappropriate discipline 0 0 0 3 0 1 1 0 0 1 1 6 Potential child abuse and maltreatment 0 0 0 1 0 0 0 1 1 0 0 3 Unauthorized release 0 0 0 0 0 0 1 0 0 0 0 1 Other 0 1 0 8 5 6 2 4 1 2 15 29 TOTAL 2 2 2 14 9 8 5 5 3 4 20 54 Fiscal Monitoring 18 Dates •1st Quarter – September 2022 •2nd Quarter – December 2022 •3rd Quarter – April 2023 •4th Quarter – Scheduled June 2023 Topics •Allowable Costs •Internal Controls •Cost Allocation Property •Contract Compliance •Accountability Budget 19 Child Care Budget Summary 20 $0.00 $10,000,000.00 $20,000,000.00 $30,000,000.00 $40,000,000.00 $50,000,000.00 $60,000,000.00 July August September October November December January February March April May June Alternative Payment Program (CAPP) General Child Care and Development California Department of Education, California State Preschool Program Office of Head Start, Head Start/ Early Head Start Total FY 22/23 Budget - $83,019,330 YTD Actual Expenditures - $42,056,636 Budget Year Completed YTD – 83% Actual YTD Expenditures – 51% Credit Card Expenditures 21 $13,028 $9,509 $3,383 $5,529 $1,188 $7,791 $736 $4,118 $2,569 $5,397 $0 $2,000 $4,000 $6,000 $8,000 $10,000 $12,000 $14,000 Jul-22 Aug-22 Sep-22 Oct-22 Nov-22 Dec-22 Jan-23 Feb-23 Mar-23 Apr 23 * Region IX Communications 22 23 April 2023 ACF / OHS Communications •April 25, 2023: Real Property Facilities Initiative (RPFI) Facilities Review Requested Motion 24 Motion Requested 25 RECEIVE monthly update on the activities and oversight of the County's Head Start Program and ACCEPT the 2023-2024 Admission Priorities / Selection Criteria. (Marla Stuart, Employment and Human Services Director) CONTRA COSTA COUNTY CSB Admissions Priorities / Selection Criteria 2023-2024 Program Year 1) Denotes categorical eligibility as per Head Start Performance Standard 1302.14 (b). 2) At least 10 percent of the enrollment will be made available to children who meet the definition for children with disabilities. 3) Pre-School Selection Priorities apply to both Full Day and Part Day programs unless otherwise specified. 4) Admissions Priorities / Selection Criteria, approved by Policy Council on 05/17/2023 and approved by Board of Supervisors on xx/xx/2023 Head Start Performance Standard 1302.14 (a)(1) mandates that the program set criteria, based on our Community Assessment, that define the types of children and families who will be given priority for recruitment and selection. Kindergarten is available in all communities that we serve. Due to the community need for full-day, full-year services, and the mandate that the Head Start & Early Head Start Program collaborate for full-day services, CSB has adopted the following selection criteria presented in order of priority, which also meets the regulations of our partner, the California Department of Education and California Department of Social Services. INFANTS & TODDLERS (Aged 0-3, including pregnant women) PRE-SCHOOL (Aged 3-5) Transfers for children currently enrolled in Early Head Start and California Childcare and Development programs will be accommodated before enrolling any new children. Siblings in a currently enrolled family may be given priority. 1. Child Protective Services / Child At Risk referrals or in Foster care 2. Children from families from the lowest income according to the income ranking a. When 2 or more have the same ranking then infants/toddlers with disabilities (IEP or IFSP) take priority b. If there is no family of the same priority with a child with exceptional needs, the family of the same priority in which the primary home language is a language other than English shall be admitted first. c. If there is no family of the same priority in which the primary home language is a language other than English, the family of the same priority that has been on the waiting list for the longest time shall be admitted first. Requested transfers for children currently enrolled in Head Start and California State Preschool Programs (CSPP) will be accommodated before enrolling any new children. Siblings in a currently enrolled family may be given priority. 1. 3 or 4 year olds with Child Protective Services / At Risk referrals or in Foster Care 2. 3 or 4 year olds with disabilities (after the set aside 10% has been filled) w/incomes below the eligibility guidelines 3. 4 year olds not enrolled in Transitional Kindergarten (TK) a. Part Day only: Children enrolled in CSPP as a 3 year old b. Lowest income according to the income ranking i. When 2 or more have the same ranking then those with the Dual Language Learner designation take priority ii. If no Dual Language Learner then whomever has been on the waiting list the longest 4. 3 year olds Lowest income according to the income ranking a. When 2 or more have the same ranking then those with the Dual Language Learner designation take priority b. If no Dual Language Learner then whomever has been on the waiting list the longest 5. 3 or 4 year olds from families with incomes no more than 15% above the income guideline. a. 4 year olds with exceptional needs (after the set aside % has been met) then 3 year olds with exceptional needs b. 4 year olds without exceptional needs before 3 year olds without exceptional needs After all other eligible children have been enrolled: 6. Full day only: 3 or 4 year olds that meet eligibility criteria without having a need for services a. Lowest income ranking i. When 2 or more have the same ranking 4 year olds then 3 year olds 7. 3 or 4 year olds that live within the attendance boundaries of a qualified free and reduced price lunch school 8. Part day only: Children enrolling to provide expanded learning and care to TK enrolled children Head Start and Early Head Start - Additional Priorities 1. Currently Homeless or Homeless within the last 18 months 2. Current TANF Recipient (cash aid) or within 24 months 3. Teen parents (EHS only) RECOMMENDATION(S): RECEIVE monthly update on the activities and oversight of the County's Head Start Program and ACCEPT the 2023-2024 Admission Priorities / Selection Criteria, as recommended by the Employment and Human Services Director. FISCAL IMPACT: There is no fiscal impact for this action. BACKGROUND: Per Department Manual Policy #22-60, the Board receives monthly updates on the activities of Head Start programs. This is the April 2023 update. CONSEQUENCE OF NEGATIVE ACTION: The County will not be in compliance with Head Start program requirements, which may jeopardize funding and the success of the Quality Improvement Plan. CHILDREN'S IMPACT STATEMENT: The services provided under this contract support all five of Contra Costa County’s community outcomes: (1) "Children Ready for and Succeeding in School"; APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Nic Bryant, 925-681-6301 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: D. 8 To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Date:June 27, 2023 Contra Costa County Subject:Update on Head Start Programs and Oversight CHILDREN'S IMPACT STATEMENT: (CONT'D) (2) "Children and Youth Healthy and Preparing for Productive Adulthood"; (3) "Families that are Economically Self-Sufficient"; (4) "Families that are Safe, Stable and Nurturing"; and (5) "Communities that are Safe and Provide a High Quality of Life for Children and Families” by providing training and employment opportunities for in-school and out-of-school youth. CLERK'S ADDENDUM Speaker: Caller 1; Stephanie Taddeo. ATTACHMENTS Admissions Criteria April Head State Update RECOMMENDATION(S): APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a Consulting Services Agreement (contract) amendment with PreScience Corporation, effective July 1, 2023, to increase the payment limit by $46,730.64 to a new payment limit of $1,627,747.28 for construction management services for the Marsh Drive Bridge Replacement Project, and to extend the term from June 30, 2023 to December 31, 2023, Concord Area. County Project No.: 0662-6R4119, Federal Project No.: BRLS-5928 (128) (District IV and V) FISCAL IMPACT: This project, including this Consulting Services Agreement, will be funded by 88.53% Federal Highway Bridge Program Funds and 11.47% Local Road Funds. BACKGROUND: The Project consists of removing the existing bridge on Marsh Drive over Walnut Creek (State Bridge No. 28C-0442), which is seismically, structurally, and hydraulically deficient, and construct a new concrete bridge in stages to current standard, reconstructing the roadway approaches from both ends of the bridge, constructing a new separated walking path on the south APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Adelina Huerta, 925.313.2305 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 1 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:June 27, 2023 Contra Costa County Subject:Amendment to Consulting Services Agreement with PreScience Corporation, Concord area. BACKGROUND: (CONT'D) side of the bridge that will connect to the existing Iron Horse Trail, and incorporating drainage improvements, utility work, erosion control work, and roadway signing and striping. PreScience was selected to provide construction management services for the Project after completing a request for proposal solicitation and technical proposal process. Construction management services for the Project includes full time inspection, quality assurance materials testing, quality assurance surveying, extensive coordination with project stakeholders including Caltrans, Contra Costa Water District, City of Concord, and the East Bay Regional Park District, and in-field decision making to ensure the Project is built per plans and specifications and meets County, City, and Caltrans Standards. Construction management services also include recording daily activity and equipment onsite and maintaining required project documentation. Public Works has successfully negotiated with PreScience to provide construction management services. On March 30, 2021, the Board of Supervisors approved an initial contract with PreScience Corporation in the amount of $1,581,016.64 for construction management services for the Public Works Department. This amendment increases the payment limit and extends the contract term which is necessary for continuation of construction management services. Government Code Section 31000 and 4525 authorizes the County to contract for services including the type of construction management that PreScience Corporation provides. CONSEQUENCE OF NEGATIVE ACTION: Without Board of Supervisors’ approval, this Consulting Services Agreement will not be in effect. A delay in construction of the Project will occur, ultimately delaying the completion of the Project. Project delay may also result in substantial additional project costs and jeopardize the funding. RECOMMENDATION(S): (1) APPROVE plans, specifications, and design for the Westminster and Kenyon Avenue Accessibility Project. (County Project No. 0662-6R4133) (District I) (2) DETERMINE that the bid submitted by Kerex Engineering, Inc. (“Kerex”), has complied with the requirements of the County’s Outreach Program and has exceeded the Mandatory Subcontracting Minimum for this project, as provided in the project specifications; and FURTHER DETERMINE that Kerex has submitted the lowest responsive and responsible bid for the project. (3) AWARD the construction contract for the above project to Kerex in the listed amount ($270,800.00) and the unit prices submitted in the bid, and DIRECT that Kerex shall present two good and sufficient surety bonds, as indicated below, and that the Public Works Director, or designee, shall prepare the contract. (4) ORDER that, after the contractor has signed the contract and returned it, together with the bonds as noted below and any required certificates of insurance or other required documents, and the Public Works Director has reviewed and found them to be sufficient, the Public Works Director, or designee, is authorized to sign the contract for this Board. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Adelina Huerta, 925.313.2305 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 2 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:June 27, 2023 Contra Costa County Subject:Construction Contract for the Westminster and Kenyon Avenue Accessibility Project, Kensington area. RECOMMENDATION(S): (CONT'D) (5) ORDER that, in accordance with the project specifications and/or upon signature of the contract by the Public Works Director, or designee, bid bonds posted by the bidders are to be exonerated and any checks or cash submitted for security shall be returned. (6) ORDER that, the Public Works Director, or designee, is authorized to sign any escrow agreements prepared for this project to permit the direct payment of retentions into escrow or the substitution of securities for moneys withheld by the County to ensure performance under the contract, pursuant to Public Contract Code Section 22300. (7) AUTHORIZE the Public Works Director, or designee, to order changes or additions to the work pursuant to Public Contract Code section 20142. (8) DELEGATE, pursuant to Public Contract Code Section 4114, to the Public Works Director, or designee, the Board’s functions under Public Contract Code Sections 4107 and 4110. (9) DELEGATE, pursuant to Labor Code Section 6705, to the Public Works Director, or to any registered civil or structural engineer employed by the County, the authority to accept detailed plans showing the design of shoring, bracing, sloping, or other provisions to be made for worker protection during trench excavation covered by that section. (10) DECLARE that, should the award of the contract to Kerex be invalidated for any reason, the Board would not in any event have awarded the contract to any other bidder, but instead would have exercised its discretion to reject all of the bids received. Nothing in this Board Order shall prevent the Board from re-awarding the contract to another bidder in cases where the successful bidder establishes a mistake, refuses to sign the contract, or fails to furnish required bonds or insurance (see Public Contract Code Sections 5100-5107). FISCAL IMPACT: The Project will be funded by 93.4% Local Road Funds and 6.6% Transportation Development Act Funds. BACKGROUND: The above project was previously approved by the Board of Supervisors, plans and specifications were filed with the Board, and bids were invited by the Public Works Director. On May 23, 2023, the Public Works Department received bids from the following contractors: BIDDER, TOTAL AMOUNT, BOND AMOUNTS Kerex Engineering, Inc.: $270,800.00; Payment: $270,800.00; Performance: $270,800.00 Sposeto Engineering, Inc.: $304,020.00 LUMA Builders: $304,650.00 FBD Vanguard Construction, Inc.: $327,192.00 Gruendl Inc. dba Ray’s Electric: $399,115.00 The Public Works Director has reported that Kerex documented an adequate good faith effort to comply with the requirements of the County’s Outreach Program and exceeded the Mandatory Subcontracting Minimum, and the Public Works Director recommends that the construction contract be awarded to Kerex. The Public Works Director recommends that the bid submitted by Kerex is the lowest responsive and responsible bid, which is $33,220.00 less than the next lowest bid, and this Board concurs and so finds. The Board of Supervisors previously determined that the project is exempt from the California Environmental Quality Act (CEQA) as a Class 1(c) Categorical Exemption, pursuant to Section 15301(c) of the CEQA Guidelines, and a Notice of Exemption was filed with the County Clerk on February 13, 2020. The general prevailing rates of wages, which shall be the minimum rates paid on this project, have been filed with the Clerk of the Board, and copies will be made available to any party upon request. CONSEQUENCE OF NEGATIVE ACTION: Construction of the project would be delayed, and the project might not be built. Recorded at the request of:Clerk of the Board Return To:Public Works Department. Design/Construction Division THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board Adopted this Resolution on 06/27/2023 by the following vote: AYE:John Gioia, District I SupervisorCandace Andersen, District II SupervisorDiane Burgis, District III SupervisorKen Carlson, District IV SupervisorFederal D. Glover, District V Supervisor NO: ABSENT: ABSTAIN: RECUSE: Resolution No. 2023/247 The Board of Supervisors RESOLVES that: Owner (sole): Contra Costa County, 255 Glacier Drive, Martinez, CA 94553 Nature of Stated Owner: fee and/or easement Project No.: 0662-6R4147, Federal Project No. HSIPL-5928(143) Project Name: Byron Highway at Byer Road Safety Improvements Project Date of Work Completion: May 10, 2023 Contra Costa County on March 1, 2022 contracted with Granite Rock Company, for the work generally consisting of pavement widening along Byron Highway between the intersection with Hoffman Lane and 550 feet south of the intersection with Byer Road to construct a two-way-left turn lane along Excelsior Middle School frontage and a left turn pocket at the intersection with Byer Road. Ancillary improvements included striping, drainage facilities, slurry seal, a concrete median, hot mix asphalt walkway, driveway conforms, relocation and installation of rectangular rapid flashing beacon systems and installation of speed feedback signs, all in accordance with the plans, drawings, special provisions and/or specifications prepared by or for the Public Works Director and in accordance with the accepted bid proposal. The project was located in the Byron area, with Western Surety Company, as surety, for work to be performed on the grounds of the County; and The Public Works Director reports that said work has been inspected and complies with the approved plans, special provisions and standard specifications and recommends its acceptance as complete as of May 10, 2023. Identification of real property : Byron area at: Byron Highway Fees: none Legal References : none Comments: none I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. Contact: Adelina Huerta, 925.313.2305 ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: RECOMMENDATION(S): ADOPT Resolution No. 2023/247 accepting as complete the contracted work performed by Granite Rock Company, for the Byron Highway at Byer Road Safety Improvements Project, as recommended by the Public Works Director, Byron area. County Project No. 0662-6R4147, Federal Project No. HSIPL-5928(143) (District III) FISCAL IMPACT: The Project was funded by 22% Highway Safety Improvement Program Funds, 58% Discovery Bay West Mitigation Funds, 6% Discovery Bay Area of Benefit (AOB) Funds, and 14% East County AOB Funds. BACKGROUND: The Public Works Director reports that said work has been inspected and complies with the approved plans, special provisions and standard specifications and recommends its acceptance as complete as of May 10, 2023. CONSEQUENCE OF NEGATIVE ACTION: The contractor will not be paid and the acceptance notification will not be recorded. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Adelina Huerta, 925.313.2305 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 3 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:June 27, 2023 Contra Costa County Subject:Notice of Completion for the Byron Highway at Byer Road Safety Improvements Project, Byron area. AGENDA ATTACHMENTS Resolution No. 2023/247 MINUTES ATTACHMENTS Signed Resolution No. 2023/247 RECOMMENDATION(S): (1) APPROVE specifications for the 2023 On-Call Trucking Services Contract for Aggregate Stockpiling and Transportation, Countywide area. Project No. 0672-6U2024 (2) DETERMINE that Dillard Trucking, Inc. (“Dillard”), the lowest monetary bidder, has complied with the requirements of the project specifications; and FURTHER DETERMINE that Dillard has submitted the lowest responsive and responsible bid for this project. (3) DETERMINE that LS Trucking, Inc. (“LS Trucking”), the second lowest monetary bidder, has complied with the requirements of the project specifications; and FURTHER DETERMINE that LS Trucking has submitted the second lowest responsive and responsible bid for this project. (4) DETERMINE that C&J Favalora Trucking, Inc. (“C&J Favalora”), the third lowest monetary bidder, has complied with the requirements of the project specifications; and FURTHER DETERMINE that C&J Favalora has submitted the third lowest responsive and responsible bid for this project. (5) AWARD on-call contracts to the following three contractors in the following priority for Task Orders, as provided in the project specifications: APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Adelina Huerta, 925-313-2305 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 4 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:June 27, 2023 Contra Costa County Subject:AWARD the 2023 On-Call Trucking Services Contract for Aggregate Stockpiling and Transportation, Countywide. RECOMMENDATION(S): (CONT'D) (A) Dillard, in a not to exceed amount ($300,000) and the unit prices submitted in the bid ($145.00 Total Unit Price). (B) LS Trucking, in a not to exceed amount ($300,000) and the unit prices submitted in the bid ($149.00 Total Unit Price). (C) C&J Favalora, in a not to exceed amount ($300,000) and the unit prices submitted in the bid ($150.00 Total Unit Price). (6) DIRECT that the Public Works Director, or designee, shall prepare the contracts. (7) ORDER that, after the contractors have signed the contracts and returned them, together with any required certificates of insurance and other required documents, and the Public Works Director has reviewed and found them to be sufficient, the Public Works Director, or designee, is authorized to sign the contracts for this Board. (8) ORDER that, the Public Works Director, or designee, is authorized to sign any escrow agreements prepared for this project to permit the direct payment of retentions into escrow or the substitution of securities for moneys withheld by the County to ensure performance under the contract, pursuant to Public Contract Code Section 22300. (9) DELEGATE, pursuant to Public Contract Code Section 4114, to the Public Works Director, or designee, the Board’s functions under Public Contract Code Sections 4107 and 4110. (10) DECLARE that, should the award of the contract to Dillard, LS Trucking, or C&J Favalora be invalidated for any reason, the Board would not in any event have awarded the contracts to any other bidder, but instead would have exercised its discretion to reject all of the bids received. Nothing in this Board Order shall prevent the Board from re-awarding the contract to another bidder in cases where the successful bidder establishes a mistake, refuses to sign the contract, or fails to furnish required bonds or insurance (see Public Contract Code Sections 5100-5107). FISCAL IMPACT: The contract, for a maximum amount of $300,000, will be funded by 100% Local Road Funds. BACKGROUND: The above project was previously approved by the Board of Supervisors, plans and specifications were filed with the Board, and bids were invited by the Public Works Director. On June 6, 2023, the Public Works Department received bids from the following contractors: BIDDER AND TOTAL UNIT AMOUNT Dillard Trucking, Inc.: $145.00 Total Unit Price LS Trucking, Inc.: $149.00 Total Unit Price C & J Favalora, Inc.: $150.00 Total Unit Price Dillard submitted the lowest responsive and responsible bid, which is $4.00 (Total Unit Price) less than the next lowest bid. LS Trucking submitted the second lowest responsive and responsible bid. C & J Favalora submitted the third lowest responsive and responsible bid. The Public Works Director has reported that the bids submitted by Dillard, LS Trucking, and C & J Favalora comply with the requirements of the project specifications, and recommends that contracts be awarded to Dillard, LS Trucking, and C & J Favalora in that order. The Public Works Director recommends that the bids submitted by Dillard, LS Trucking, and C & J Favalora are the lowest responsive and responsible bids and this Board so concurs and finds. As provided in the project specifications, the three on-call contracts would be awarded in the following priority for Task Orders: (1) Dillard; (2) LS Trucking, and (3) C & J Favalora. The contracts will be for a one-year period, with the option of two one-year extensions. The general prevailing rates of wages, which shall be the minimum rates paid on this project, have been filed with the Clerk of the Board, and copies will be made available to any party upon request. CONSEQUENCE OF NEGATIVE ACTION: The Public Works Department may be unable to complete routine road maintenance work in a timely manner. THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board Adopted this Resolution on 06/27/2023 by the following vote: AYE:5 John Gioia Candace Andersen Diane Burgis Ken Carlson Federal D. Glover NO: ABSENT: ABSTAIN: RECUSE: Resolution No. 2023/245 IN THE MATTER OF accepting completion of private improvements for subdivision MS14-00004 for a project developed by Cynthia Erb & Associates, LLC, as recommended by the Public Works Director, Alamo area. (District II) WHEREAS, the Public Works Director has notified this Board that the private improvements in subdivision MS14-00004 have been completed as provided in the Subdivision Agreement with Cynthia Erb & Associates, LLC, heretofore approved by this Board in conjunction with the filing of the Subdivision Map. WHEREAS, these improvements are approximately located near Hemme Avenue. NOW, THEREFORE, BE IT RESOLVED that the private improvements have been COMPLETED as of June 27, 2023, thereby establishing the six-month terminal period for the filing of liens in case of action under said Subdivision Agreement: DATE OF AGREEMENT: July 22, 2015 NAME OF SURETY: Platte River Insurance Company BE IT FURTHER RESOLVED the payment (labor and materials) surety for $18,500.00, Bond No. 43126739 issued by the above surety be RETAINED for the six month lien guarantee period until December 27, 2023, at which time the Board AUTHORIZES the release of said surety less the amount of any claims on file. BE IT FURTHER RESOLVED that the widening of Hemme Avenue as on the Parcel Map of Subdivision MS14-00004 filed August 27, 2015, in Book 209 of final maps at Page 43, Official Records of Contra Costa County, State of California, have been COMPLETED and are NOT ACCEPTED, at this time. BE IT FURTHER RESOLVED that there is no warranty period required, and the Public Works Director is AUTHORIZED to refund the $1,000.00 cash security for performance (Auditor's Deposit Permit No. 690599, dated August 4, 2015) plus interest in accordance with Government Code Section 53079, if appropriate, to Cynthia Erb & Associates, LLC, pursuant to the requirements of the Ordinance Code; and the Subdivision Agreement and surety bond, Bond No. 43126739, dated July 22, 2015 are EXONERATED. Contact: Kellen O'Connor (925) 313-2278 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: Larry Gossett- Engineering Services, Kellen O'Connor - Engineering Services, Devon Patel- Engineering Services, Renee Hutchins - Records, Karen Piona- Records, Randolf Sanders- Design & Construction, Kimberly Rodriguez - Design & Construction, Chris Lau - Maintenance, Michael Mann- Finance, Chris Hallford -Mapping , Ruben Hernandez - DCD, Cynthia Erb & Associates, LLC, Platte River Insurance Company RECOMMENDATION(S): ADOPT Resolution No. 2023/245 accepting completion of private improvements for subdivision MS14-00004, for a project developed by Cynthia Erb & Associates, LLC, as recommended by the Public Works Director, Alamo area. (District II) FISCAL IMPACT: 100% Developer Fees. BACKGROUND: The developer has completed the private improvements per the Subdivision Agreement, and in accordance with the Title 9 of the County Ordinance Code. CONSEQUENCE OF NEGATIVE ACTION: The completion of improvements will not be accepted. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Kellen O'Connor (925) 313-2278 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: Larry Gossett- Engineering Services, Kellen O'Connor - Engineering Services, Devon Patel- Engineering Services, Renee Hutchins - Records, Karen Piona- Records, Randolf Sanders- Design & Construction, Kimberly Rodriguez - Design & Construction, Chris Lau - Maintenance, Michael Mann- Finance, Chris Hallford -Mapping , Ruben Hernandez - DCD, Cynthia Erb & Associates, LLC, Platte River Insurance Company C. 5 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:June 27, 2023 Contra Costa County Subject:Accepting completion of private improvements for subdivision MS14-00004, Alamo area. AGENDA ATTACHMENTS Resolution No. 2023/245 MINUTES ATTACHMENTS Signed Resolution No. 2023/245 ROBERT BURNS CONSTRUCTION, INC. LICENSE NO. 466981, CLASS A 2501 N. WIGWAM DR. STOCKTON, CA 95205 PH. (209) 943-6969 - FAX (209) 943-1718 BILLING REQUEST:#1 DATE:February 10, 2023 INVOICE NO.5128 WORK ENDING:February 9, 2023 To:RECLAMATION DISTRICT 2137 c/o MBK ENGINEERS 455 UNIVERSITY AVE SUITE 100 SACRAMENTO, CA 95825 Remit:ROBERT BURNS CONSTRUCTION, INC. 2501 N. WIGWAM DR. STOCKTON, CA 95205 Job Name:IRONHOUSE SANTITATION Robert Burns Job No.:5128 ALL WORK COMPLETE IN JANUARY AS FOLLOWS January 4, 2022 $20,485.99 January 5, 2023 $12,032.21 January 20, 2023 $13,851.00 January 23, 2023 $12,626.17 January 24, 2023 $12,959.93 January 26, 2023 $12,500.33 January 27, 2023 $7,506.38 January 30, 2023 $12,996.30 January 31, 2023 $12,061.89 TOTAL AMOUNT DUE JANUARY: $117,020.20 ALL WORK COMPLETE THRU FEBRUARY 9th AS FOLLOWS February 1, 2023 $12,253.57 February 2, 2023 $15,448.37 February 3, 2023 $15,250.13 February 6, 2023 $10,371.50 February 7, 2023 $5,067.43 February 9, 2023 $1,771.76 TOTAL AMOUNT DUE FEBRUARY: $60,162.76 TOTAL AMOUNT DUE THIS INVOICE: JANUARY $117,020.20 FEBRUARY $60,162.76 $177,182.96 IRONHOUSE SANITATION SEE ATTACHED DAILY BREAKDOWNS ROBT BURNS ROBERT BURNS CONSTRUCTION, IN C. 2S01 N. WIGWAM DRIVE STOCKTON , CA 95205 t PHONE (209) 943-6969 FAX (209) 943-1718 General Engineering Con!ra c!or, Inc. ~~E~~~ 1~~i~~ MBK ENGINEERING IRONHOUSE SANITARY DISTRICT ATTN: BRIAN JANOWIAK THIS PRICE INCLUDES A 15% MARKUP ON TRUCKING AND MATERIAL LABOR : DAVID: 89.22 X 8 = $713.76 CRAIG: 134.50 X 8 = $1,076 GARY: 119.01 X 8 = $952.08 CRAIG OVERTIME: 182.26 X 1 = $182.26 GARY OVERTIME: 159.15X 1 =$159.15 EQUIP: PICKUP: 46 X 8 = $368 LOWBED: 132.25 X 8 = $1,058 950 CAT LOADER: 109.25 X 5 = $546.25 329 EXCAVATOR: 120.75 X 8 = $966 MATERIAL: 18" MINUS: 22.94 X 271.85 TONS= $6,236.24 TRUCKING: $8,228.25 PLEASE PAY THIS AMOUNT: MARK BURNS VICE PRESIDENT OWNER REPRESENTATIVE TITLE: EXCLUSIONS CLARIFICAT IONS ON LAST PAGE Page 1 of 1 January 4, 2023 $20,485.99 Page 1 of 3 Invoice#: 100288545 Contr Lie # 211337 Invoice Date : 01/4/2023 PO#: 'f"'/ ~ f' Cust #: 133600 Plant : JVQ ROCK PLANT Sold to : ROBERT BURNS CONST IN C 2 501 N WIGWAM DR ~ Pickup STOCKTON, CA 95205 US Delivery Job#: S17225 Ironhorse Sanitation Ta x Ticket Date Product Qty Price UOM Freight Mall Total Amou nt Total 53551437 01/04/2023 13440 18" MINUS 18.04 16.00 TON 0.00 324.72 25.17 349.69 53551437 01 /04/2023 HANDLING ENVIFEE 1 .00 7.00 LO S 0 .00 7.00 0 .54 7 .54 53551440 01/04/2023 13440 16" MINUS 16.64 16.00 TON 0 .00 335.5 2 26.00 361 .52 5 3 551440 01 /04/2023 HANDLING EN VIFEE 1.00 7.00 LOS 000 7 00 0 54 7 54 53551443 0 1/04/2023 13440 16" MINUS 17.90 16 00 TON 0 00 322 20 24 97 34717 5355 1443 0 1/04/2023 HANDLING ENVIFEE 1 00 7.00 LOS 0.0 0 7.00 0 .54 7 54 53551455 01 /04/2023 13440 16" MINU S 17 .11 18.00 TON 0 00 307 .96 23.8 7 331 .8 5 53551455 0 1/04/2023 HANDLING ENVIFEE 1.00 7 .00 LOS 0 .00 7.00 0 .54 7.54 53551474 01 /04/2023 13440 16" MINUS 19 .02 16.00 TON 0 .00 342.36 26.53 366.89 53551474 01 /04/2023 HANDLING ENVIFEE 1.00 7.00 LOS 0 .0 0 7.00 0.54 7 .54 53551479 01 /04/2023 13440 18" MINUS 18.42 18.00 TON 000 331.56 25.70 357.26 53551479 01/04/2023 HANDLING ENVIF EE 1.00 7 .00 LOS 0 .00 7.0 0 0.54 7 .54 53551484 01/04/2023 13440 18" MINUS 18.04 18 .00 TON 0 .00 324.72 2517 349.89 53551484 01/04/2023 HANDLING ENVIFEE 1 .00 7.00 LOS 0 .00 7.00 0.54 7 .54 53551488 01/04/2023 13440 18" MINUS 18.20 18.00 TON 0 .00 327.60 25.39 352.99 53551488 01/04/2023 HA NDLING ENVIFEE 1 .00 7.00 LOS 0 ,00 7.00 0.54 7.54 53551571 01 /04/2023 13440 18" MINUS 18.51 18.00 TON 0 .00 333.18 25.82 359.00 53551571 01/04/2023 HANDLI NG ENVIFEE 1 .00 7.00 LOS 0 .00 7 .00 0.54 7 .54 5 3551573 01/04/2023 13440 18" M INUS 17.89 18.00 TON 0.00 322.02 24.96 346.98 53551573 01/04/2023 HANDLING ENVI FEE 1.00 7 .00 LOS 0 .00 7 .00 0 .54 i 7 .54 53551575 01/04/2023 13440 18" MINUS 17.94 18.00 TON 0 .00 322.92 25.03 347.sl 53551575 01/04/2023 HANDLING ENV IFEE 1.00 7 .00 LOS 0 .00 7.00 0 .54 7.54 53551582 01/04/2023 13440 18" MINUS 17.86 18.00 TON 0.00 321.48 24.91 346.39 TERMS : ALL ACCOUNTS DUE AND PAYABLE AS SPECIFIED ON QUOTE OR CREDIT APPLICATION. OVER DUE ACC OUNTS Bl!DIS IQ i SUBJECT TO INTEREST AT 1.5% PER MONTH, PURCHASER AGREES TO PAY REASONABLE ATTORNEY'S FEE INCURRED IN George Reed, Inc. COLLECTING PAST DUE ACCOUNTS WITH OR WITHOUT LEGAL ACTION TOGETHER WITH ALL COURT COSTS INVOLVED. P.O. Box47IO MODESTO, CA 95352 P'-le :209.a71-4104 Internal Ref Only -APEX Cust #: 2807 : Email : AR@reed.net Page 2 of 3 Invoice # : 100288545 Contr Uc # 211337 Invoice Date : 01/4/2023 PO#: Cust #: 133600 Plant : JVQ ROCK PLANT Sold t o : ROBERT BURNS CONST INC 2501 N WIGWAM DR STOCKTON, CA 95205 US Job#: S17225 Iro nhorse Sanitation Ticket Date Product Qty Price UOM 53551582 01 /04/2023 HANDLING ENVIFEE 1.00 7.00 LOS 53551601 01/04/2023 13440 18" MINUS 16.95 18.00 TON 53551601 01/04/2023 HANDLING ENVIFEE 1.00 7.00 LOS 53551608 01 /04/2023 13440 18" MINUS 18 72 18 00 TON 53551608 01/04/2023 HANDLING ENVIFEE 1 00 7 00 LOS 53551613 01/04/2023 13440 18" MINUS 18 61 18 00 TON 53551613 01/04/2023 HANDLING ENVI FEE 1 00 700 LOS 53551437 01 /04/2023 AGGREGATE ENERGY SURCHARGE 18.04 013 TON 53551440 01/04/2023 AGGREGATE ENERGY SURCHARGE 18.64 0.13 TON 53551443 01 /04/2023 AGGREGATE ENERGY SURCHARGE 17.90 0.1 3 TON 53551455 01 /04/2023 AGGREGATE ENERGY SURCHARGE 17.11 013 TON 53551474 01/04/2023 AGGREGATE ENERGY SURCHARGE 19.02 0.13 TON 53551479 01/04/2023 AGGREGATE ENERGY SURCHARGE 18.42 0.13 TON 53551484 01/04/2023 AGGREGATE ENERGY SURCHARGE 18.04 0.13 TON 53551488 01/04/2023 AGGREGATE ENERGY SURCHARGE 18.20 0 .13 TON 53551571 01/04/2023 AGGREGATE ENERGY SURCHARGE 18.51 0 .13 TON 53551573 01/04/2023 AGGREGATE ENERGY SURCHARGE 17.89 0.13 TON 53551575 01 /04/2023 AGGREGATE ENERGY SURCHARGE 17.94 0 .13 TON 53551582 01/04/2023 AGGREGATE ENERGY SURCHARGE 17.86 0 .13 TON 53551601 01 /04/2023 AGGREGATE ENERGY SURCHARGE 16.95 0 .13 TON ;3551608 01/04/2023 AGGREGATE ENERGY SURCHARGE 18.72 0 .13 TON i3551613 01/04/2023 AGGREGATE ENERGY SURCHARGE 18.61 0.13 TON TERMS: ALL ACCOUNTS DUE AND PAYABLE AS SPECIFIED ON QUOTE OR CREDIT APPLICATION. OVER DUE ACCOUNTS SUBJECT TO INTEREST A T 1.5% PER MONTH. PURCHASER AGREES TO PAY REASONABLE ATTORNEY'S FEE INCURRED IN COLLECTING PAST DUE ACCOUNTS WITH OR WITHOUT LEGAL ACTION TOGETHER WITH ALL COURT COSTS INVOLVED. Internal Ref Only -APEX Cust #: 2807 : ~ Pidcup Delivery Freight Mall Total 0.00 7.00 0.00 305.10 0.00 7.00 000 33696 000 7.00 000 334 98 000 7.00 0.00 2 .35 0.00 2.42 0.00 2.33 0.00 2.22 0.00 2.47 0.00 2 .39 0.00 2.35 0 .00 2.37 0 .00 2.41 0 .00 2.33 0 .00 2.33 0 .00 2.32 0 .00 2.20 0.00 2.43 0.00 2.42 Tax Amount Total 0.54 7.54 23.65 328.75 0.54 7 .54 26 11 363 07 0 54 7.54 25.96 360.94 0.54 7 .54 0.18 2.53 0.18 2.60 0.18 2.51 0.17 2.39 0.19 2.66 0.18 2.57 0.18 2.53 0.18 2 55 0 .18 2.59 0 .18 2.51 0 .18 2.51 0.18 2.50 0 .17 2.37 0 .18 2.61 0 .18 2.60 BtrottJo; 0eoree RHCI, Inc.. P.0.Box'7SO MODESTO, CA 95352 P"-: 209.a71-4104 Email : AR@reed.net Ticket Cust # : 133600 Sold to : ROBERT BURNS CONST INC 2501 N WIGWAM DR STOCKTON , CA 95205 US Job#: S17225 Ironhorse Sanitation Date Product Contr Lie # 211337 Qty 271.86 Invoice# : 100288545 Invoice Date : 01 /4/2023 PO#: Plant : JVQ ROCK PLANT I Pickup D Delivery Tax Price UOM Freight Mall Total Amount 0.00 5,033.64 390.03 Taxable Total : Non Taxable Total : Sales Tax(AMADOR TAX)@ 7.750% : Total Invoice -----> Page 3 of 3 Total 5,423.67 5,033.64 0.00 390.03 5,423.67 TERMS: ALL ACCOUNTS OUE ANO PAYABLE AS SPECIFIED ON QUOTE OR CREDIT APPLICATION. OVER DUE ACCOUNTS SUBJECT TO INTEREST AT 1.6% PER MONTH. PURCHASER AGREES TO PAY REASONABLE ATTORNEY'S FEE INCURRED IN COLLECTING PAST DUE ACCOUNTS WITH OR WITHOUT LEGAL ACTION TOGETHER WITH ALL COURT COSTS INVOLVED. RemttTo i Oeo,ve Reed, Inc. P.O. Box4780 MODESTO, CA H352 Ph-: 20t.a71 ◄104 Internal Ref Only -APEX Cust #: 2807 : Email : AR@rNd.net California Materials, In c. P.O. Box 32314 Stockton, CA 95 213 AGGREGATES • TRUCKlNG 209-4 72-7 422 209-472-2801 Fax ROBERT BURNS CONSTRUCTION 2501 N. WIGWAM DRIVE ***EMAIL INVOICES*"* STOCKTON, CA 95205 209-943-6969 Date Frt BIii No Comments 01 /04/23 157728 01/04/23 173417 01/04/23 182122 01/04/23 183725 TRUCK BROKE DOWN , NO MINIMUM 01 /04/23 187 467 01/04/23 187684 01 /04/23 187608 01/04/23 187735 Truck 23/SD 13/SD 27/SD 21/SD 14/SD 15/SD 20/SD 11/SD Freight Sub Total PO Number WALNUT MEADOWS WALNUT MEADOWS WALNUT MEADOWS WALNUT MEADOWS W~LNUT MEADOWS WALNUT MEADOWS WALNUT MEADOWS WALNUT MEADOWS Dale: 01/06/23 Invoice No: 005111 5 Account No: 868 Job: 220523/0000 P age: WALNUT MEADOWS DRIVE From: GEORGE REED JACKSON VALLE To : WALNUT MEADOWS 450 WALNUT MEADOWS DRIVE OAKLEY, CA 94561 Commodity: 18" MINUS RIP RAP Terms: NET 30 Net Weight Quantity Units Rate Amount 6 .000 Hours 150.0000 900.00 6.000 Hours 150.0000 900.00 6.000 Hours 150.0000 900.00 5.700 Hours 150.0000 855.00 6.000 Hours 150.0000 900.00 6.000 Hours 150.0000 900.00 6.000 Hours 150.0000 900.00 6.000 Hours 150.0000 900.00 47.700 Ho urs 7,1 55.00 8.000 Loads 7,155.00 Please Pay This Amount 7,155.00 ROBT.BURNS ROBERT BURNS CONSTRUCTION, INC. 2501 N. WIGWAM DRIVE STOCKTON, CA 95205 PHONE (209) 943-6969 FAX (209) 943-1718 General En~ineering Conlrac!o r, Inc. LICENSE NO. 466981 DIR No. 1000001318 MBK ENGINEERING IRONHOUSE SANITARY DIST RICT ATTN : BRIAN JANOWIAK THIS PRICE I NCLUDES A 15% MARKUP ON TRUCKING AND MATERIAL LABOR: DAVID: 89.22 X 4 = $356.88 CRAIG: 134.50 X 5 = $672.50 GARY: 119.01 X 5 = $595.05 EQUIP: PICKUP: 46 X 5 = $230.00 LOWBED: 132.25 X 4 = $529.00 950 CAT LOADE R: 109.25 X 5 = $546.25 329 EXCAVAT OR : 120.75 X 3 = $362.25 MATERIAL: 1 /4 RIP RAP : 25.43 X 18.10 TONS = $460.28 TRUCKING : $8,280 .00 PLEASE PAY THIS AMOUNT: V ICE PRESIDENT OWNER REPRES ENTATIVE T IT LE: EXCLUSIONS CLARIFICATIONS ON LAST PAGE Page 1 of 1 January 5, 2023 $12,032.21 I Ticket 53551713 53551713 53551713 Contr Lie # 211337 Cust # : 133600 -----r--.--··--- \JVl\,.I l V I \VlJL I \I LJ\,,.11\l'tV VVl 'I VI !l'ot\,,,; 2501 N WIGWAM DR I I-'' ,..._,.-,'°'"""r Ironhorse Sanitation Date Product Qty Price 01/05/2023 13350 RIP RAP-1/4 TON 18.10 20.00 01/05/2023 HANDLING ENVIFEE 1.00 7.00 01/05/2023 AGGREGATE ENERGY SURCHARGE 18.10 0.13 18.10 Invoice#: 100288732 Invoice Date : 01/5/2023 PO #: Page 1 of 1 Plant · RIP RAP -.JVO ROCK Pl ANT UOM TON LO S TON I Pickup 0 Delivery Freight 0.00 0.00 0.00 0 .0 0 Tax Mall Total Amount 362.00 28.05 7.00 0.54 2.35 0.18 371.35 28.77 Taxable Total : Non Taxable Total : Sales Tax(AMADOR TAX)@ 7.750% Total Invoice ---~---> Total 390.05 7.54 2.53 400.12 371 .35 0.00 , 28.77 400.12 TERMS: ALL ACCOUNTS DUE AND PAYABLE AS SPECIFIED ON QUOTE OR C REDIT APPLICATION. OVER DUE ACCOUNTS SUBJECT TO INTEREST AT 1.5% PER MONTH. PURCHASER AGREES TO PAY REASONABLE ATTORNEY'S FEE INCURRED IN COLLECTING PAST DUE ACCOUNTS WITH OR WITHOUT LEGAL ACTION TOGETHER WITH ALL COURT COSTS INVOLVED. Btrntt JO ; George Reed, Inc. P-<>-Box4780 MODESTO, CA 953152 Phone : 209-471-4104 Internal Ref Only -APEX Cust #: 2807 : Email : AR@reed.net California Materia ls, Inc. P.O. Box 32314 . Stockto n, CA 95213 AGGREGATES • TRUCKtNG 209-472-7 422 ' 209-472-2801 Fax ROBERT BURNS CONSTRUCTION 2501 N. WIGWAM DRIVE ""•EMAIL INVOICES**• STOCKTON, CA 95205 209-943-6969 Date Fri Bill No Comments Truck PO Number 01/05/23 157729 22/SD WALNUT MEADOWS 01/05/23 182059 15/SD WALNUT MEADOWS 01/05/23 182079 20/SD WALNUT MEADOWS 01/05/23 182123 27/SD WALNUT MEADOWS 01/05/23 187354 23/SD WALNUT MEADOWS 01/05/23 187468 14/SD WA~NUT MEADOWS 01/05/23 187609 13/SD WALNUT MEADOWS 01/05/23 187736 11/SD WALNUT MEADOWS Freight Sub Total Date: 01/06/23 Invoice No: 0051116 Account No: 868 Job: 220523/0000 Page: 1 WALNUT MEADOWS DRIVE From : GEORGE REED JACKSON VALLE To: WALNUT MEADOWS 450 WALNUT MEADOWS DRIVE OAKLEY, CA 94561 Commodity: 18" MINUS RIP RAP Terms: NET 30 Net Weight Quantity Units Rate Amount 6.000 Hours 150.0000 900.00 6.000 Hours 150.0000 900.00 6.000 Hours 150.0000 900.00 6.000 Hours 150.0000 900.00 6.000 Hours 150.0000 900.00 6 .000 Hours 150.0000 900.00 6.000 Hours 150.0000 900.00 6.000 Hours 150.0000 900.00 48.000 Hours 7,200.00 8 .000 Loads 7,200.00 Please Pay This Amount 7 ,200.00 ✓ r ·· ROBT BU BINS ROBERT BURNS CONSTRUCTION, INC. 2501 N. WIGWAM DRIVE STOCKTON, CA 95205 t PHONE (209) 943-6969 FAX (209) 943-1718 , , LICE NSE NO. 466981 General Enginee ri ng Conlra c!or, Inc. DIR No. 1ooooom8 MBK ENGINEERING IRONHOUSE SANITARY DISTRICT ATTN: BRIAN JANOWIAK THIS PRICE INCLUDES A 15% MARKUP ON TRUCKING AND MATERIAL LABOR: CRAIG: 134.50 X 8 = $1,076 GARY: 119.01 X 8 = $952.08 CRAIG OVERTIME: 182.26 X 1 = $182.26 GARY OVE RTI ME : 159.15 X 1 = $159.15 EQUIP: PICKUP: 46 X 8 = $368 950 CAT LOADER: 109.25 X 8 = $874.00 4 15 SKIP LOADER 86.25 X 2 = $172.50 329 EXCAVATOR: 120.75 X 8 = $966.00 MATERIAL: 18" MINUS: 22.94 X 148.60 TONS= $3,409.00 TRUCKING: $5,692.00 PLEASE PAY THIS A MOUNT: MARK B URNS VICE PRESIDENT OWNER REP RESENTATIVE TITLE: EXCLUSIONS CLARIFICATIONS ON LAST PAGE Page 1 of 1 January 20, 2023 $13,851.00 Contr Uc# 211337 Cust # : 133600 Invoice#: 100289313 Invoice Date : 01/20/2023 PO#: Page 1 of 2 Plant : JVQ ROCK PLANT Ticket 53553748 53553748 53553750 53553750 53553752 53553752 53553754 53553754 53553870 53553870 53553872 53553872 53553874 53553874 53553875 53553875 53553748 53553750 53553752 53553754 53553870 53553872 53553874 Sold to : ROB ERT BURNS CONST INC 2501 N WIGWAM DR STOCKTON , CA 95205 US Job# : S 17225 Ironhorse Sanitation Date Product 01/20/2023 13440 18" MINUS 01/20/2023 HANDLING ENVIFEE 01/20/2023 13440 18" MINUS 01/20/2023 HANDLING ENVIFEE 01 /20/2023 13440 18' MINUS 01/20/2023 HANDLING ENVIFEE 01 /20/2023 13440 18" MINUS 01/20/2023 HANDLING ENVIFEE 01 /20/2023 13440 18" MINUS 01/20/2023 HANDLING ENVlFEE 01/20/2023 13440 18" MINUS 01/20/2023 HANDLING ENVIFEE 01/20/2023 13440 18" MINUS 01/20/2023 HANDLING ENVIFEE 01 /20/2023 13440 18" MINUS 01 /20/2023 HANDLING ENVIFEE 01 /20/2023 AGGREGATE ENERGY SURCHARGE 01/20/2023 AGGREGATE ENERGY SURCHARGE 01/20/2023 AGGREGATE ENERGY SURCHARGE 01 /20/2023 AGGREGATE ENERGY SURCHARGE 01/20/2023 AGGREGATE ENERGY SURCHARGE 01/20/2023 AGGREGATE ENERGY SURCHARGE 01/20/2023 AGGREGATE ENERGY SURCHARGE Qty Price UOM 17.94 18.00 TON 1.00 7 .00 LOS 18.37 18.00 TON 1.00 7.00 LOS 18.60 18.00 TON 1.00 7 .00 LOS 18.20 18.00 TON 1.00 7.00 LOS 19.03 18.00 TON 1.00 7.00 LOS 18.73 18.00 TON 1.00 7.00 LOS 18.84 18.00 TON 1.00 7.00 LOS 18.89 18.00 TON 1.00 7 .0 0 LOS 17 .94 0.13 TON 18.37 0.13 TON 18.60 0.13 TON 18.20 0.13 TON 19.03 0.13 TON 18.73 0.13 TON 18.84 0.13 TON TERMS : ALL ACCOUNTS DUE AND PAYABLE AS SPECIFIED ON QUOTE OR CREDIT APPLICATION. OVER DUE ACCOUNTS SUBJECT TO INTEREST AT 1.6% PER MONTH. PURC HASER AGREES TO PAY REASONABLE ATTORNEY'S FEE INCURRED IN COLLECTING PAST DUE ACCOUNTS WITH OR WITHOUT LEGAL ACTION TOGETHER WITH ALL COURT COSTS INVOLVED. Internal Ref Only • APEX Cust #: 2807 : I Pickup D Delivery Freight 0 .00 0 .00 0.00 0.00 0.00 0.00 0.00 0.00 0 .00 0 .00 0 .00 0 .00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0 .00 Matl Total 322.92 7.00 330.66 7.00 334.80 7.00 327.60 7.00 342.54 7.00 337.14 7 .00 339.12 7.00 340.02 7.00 2.33 2 .39 2.42 2 .37 2.47 2.43 2.45 Tax Amount Total 25.03 347.95 0.54 7 .54 25.63 356.29 0.54 7 .54 25.95 360.75 0.54 7 .54 25.39 352.99 0.54 7.54 26.55 369.09 0.54 7.54 26.13 363.27 0 .54 7 .54 26.28 365.40 0.54 7.54 26.35 366.37 0.54 7.54 0.18 2 .51 0.18 2.57 0.18 2 .60 0.18 2 .55 0 .19 2.66 0.18 2.61 0.18 2 .63 Rtmll~ i George Reed, I nc. P.O. Box47IO MODESTO , CA 1 11352 Phone : 209-871-4104 Email : AR@lreed.net Ticket 53553875 Cust # : 133600 Sold to : ROBERT BURNS CONS T INC 2 501 N WIGWAM DR STOC KTON , CA 95205 U S Job# : S 1722 5 Ironhorse Sanitation D ate Product Contr Uc# 211337 Qty 01/20/2023 AGGREG ATE ENERGY SURC HARGE 18.89 148.60 Invoice#: 100289313 Invoice D ate : 0 1/20/2023 PO#: Plant : JVQ ROCK PLANT I Pickup 0 Delivery Tax Price UOM Freight Matl Total A mount 0.13 TON 0 .00 2.46 0.18 0 .00 2 ,760.1 2 213.08 Taxable Total : Non Ta xa ble Total : Sales Tax(AMADOR TAX)@ 7.750% : Total Invoice --> Page 2 of 2 Total 2.64 2,963.20 2,750.12 0.00 213.08 2,963.20 TERMS: ALL ACCOUNTS DUE AND PAYABLE AS SPECIFIED ON QUOTE OR CREDIT APPLICATION. OVER DUE ACCOUNTS SUBJECT TO INTEREST AT 1.5% PER MONTH. PURCHASER AGREES TO PAY REASONABLE ATTORNEY'S FEE INCURRED IN COLLECTING PAST DUE ACCOUNTS WITH OR WITHOUT LEGAL ACTION TOGETHER WITH ALL COURT COSTS INVOLVED. Remtt I9 ; George Reed. Inc. P.O. Box47110 MODESTO. CA 95352 Phone : 209-e71-4104 Internal Ref Only -A PEX Cu st #: 2807 : Email : AR@reed.net ROBERT BURNS CONSTRUCTION 2501 N. WIGWAM DRIVE •0 EMAIL INVOICES••• STOCKTON, CA 95205 209-943-6969 Date Frt Bilf No _Comments 01/20/23 180732 · 01/20/23 1.82177 · 01/20/23 187383 01/20/23 18_7787 Truck 11/SD 21/SD 15/SD 23/Sp Freight Sub Total PO Number WALNUT MEADOWS WALNUT MEADOWS WALNUT MEADOWS WALNUT MEADOWS / Date: 01/23/23 Invoice No: 0051238 Accou nt No: 868 Job: 2~Q523/0000 , WALNUT MEADOWS DRIVE Fron,: GEORGE REED JACKSON VALLE To; WALNUT ME.A.DOWS 450 WALNUT MEADOWS DRIVE OAKLEY , CA 94561 Commodity: 18" MINUS RIP RAP Terms: NET 3Q. Net Weight Quantity Units_. Rate Amount 8.200 Ho~fs 150.0000 1,230.00 8.300 Hours · .. 150.0000 1,24s:oo 8.300 Hour~--·· 150.0000 1,245.00 8 .200 Hours 150.0000 1,230.00 33.00<>" Hours -_ 4,950.00 ~.000 Loads 4,950.00 Please Pay· This Amount .4,950.00 . i I I ! ·1 I ! l I ROBT BURNS ROBERT BURNS CONSTRUCTION, INC. 2501 N. W IGWAM DRIVE STOCKTON, CA 95205 t PHONE (209) 943-6969 FAX (209) 943-1718 , , LICENSE NO. 466981 General Engmeenng Con!raclor, Inc. DIR No. l00000l 3l8 MBK ENGINEERING IRONHOUSE SANITARY DISTRICT ATTN : BRIAN JANOWIAK THIS PRICE INCLUDES A 15% MARKUP ON TRUCKING AND MATERIAL LABOR: GARY : 11 9.01 X 8 = $952.08 VON : 119.01 X 8 = $952.08 GARY OVERTI ME: 159.15 X 1 = $159.15 VO N OVERTI ME: 159 .15 X 1 = $159 .15 EQUIP: PICKUP: 46 X 8 = $368.00 950 CAT LOADER: 109.25 X 8 = $874.00 415 SKI P LOADER 86.25 X 2 = $172 .50 329 EXCAVATOR: 120.75 X 8 = $966.00 MATERIAL: 18" M INU S: 22.94 X 143.71 TONS= $3,296.71 TRUCKING: $4 ,726.50 PLEASE PAY THIS A MOUNT: MARK BURNS VICE PRES IDENT OWNER REPRESENTATIVE TITLE: EXCLUS IONS CLARIFICATIONS ON LAST PAGE Page 1 of 1 January 23, 2023 $12,626.17 Contr Uc 1 211 337 Gust# : 133600 Invoice#: 100289436 Invoice Date : 01/23/2023 PO#: Page 1 of 2 Plant: JVQ ROCK PLANT Ticket 53554043 53554043 53554044 53554044 53554047 53554047 53554048 53554048 53554104 53554104 53554105 53554105 53554107 53554107 53554113 53554113 53554043 53554044 53554047 53554048 53554104 53554105 53554107 Sold to : RO BE RT BURNS CONST INC 2501 N WIGWAM D R STOCKTON, CA 95205 US Job# : S17225 Ironhorse Sanitation Date Product 01/23/2023 13440 18" MINUS 01/23/2023 HANDLING ENVIFEE 01 /23/2023 13440 18" MINUS 01/23/2023 HANDLING ENVIFEE 01 /23/2023 13440 18" MINUS 01 /23/2023 HANDLING ENVIFEE 01/23/2023 13440 18" MINUS 01/23/2023 HANDLING ENVlFEE 01/23/2023 13440 18" MINUS 01/23/2023 HANDLING ENVIFEE 01 /23/2023 13440 18" MINUS 01/23/2023 HANDLING ENVIFEE 01/23/2023 13440 18" MINUS 01/23/2023 HANDLING ENVIFEE 01/23/2023 13440 18" M INUS 01/23/2023 HANDLING ENVIFEE 01/23/2023 AGGREGATE ENERGY SURCHARGE 01/23/2023 AGGREGATE E NE RGY SURCHARGE 01/23/2023 AGGREGATE ENERGY SURCHARGE 01/23/2023 AGGREGATE ENERGY SURCHARGE 01/23/2023 AGGREGATE ENERGY SURCHARGE 01/23/2023 AGGREGATE ENERGY SURCHARGE 01/23/2023 AGGREGATE E NERGY SURCHARGE Qty Price UOM 18.12 18.00 TON 1.00 7 .00 LOS 17.95 18.00 TON 1.00 7 .00 LOS 18.00 18.0 0 TON 1.00 7 .00 LOS 17.37 18.00 TON 1.00 7 .00 LOS 18.03 18.00 TON 1.00 7.00 LOS 18.78 18.00 TON 1.00 7.00 LOS 17.95 18.00 TON 1.00 7 .00 LOS 17.51 18.00 TON 1.00 7 .00 LOS 18.12 0.13 TON 17.95 0.13 TON 18.00 0.13 TON 17.37 0 .13 TON 18.03 0 .13 TON 18.78 0 .13 TON 17.95 0.13 TON TERMS: ALL ACCOUNTS DUE AND PAYABLE AS SPECIFIED ON QUOTE OR CREDIT APP LICATION. OVER DUE ACCOUNTS SUBJECT TO INTEREST AT 1.6% PER MONTH. PURCHASER A GREES TO PAY REASONABLE ATTORNEY'S FEE INCURRE D IN COLLECTING PA ST DUE ACCOUNTS WITH OR WITHOUT LEGAL ACTIO N TOGETllER WITH ALL COURT COSTS INVOLVED. Int ernal Ref Only -APEX Cust #: 2807 : I Pidwp □ Delivery Freight 0.00 0 .00 0.0 0 0.00 0 .0 0 0.00 0.00 0 .00 0.00 0.00 0 .00 0 .00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Mall Total 326.16 7 .00 3 2 3 .10 7 .00 324.00 7 .00 312.66 7 .00 324.54 7 .00 338.04 7 .00 323.10 7 .00 315.18 7 .00 2.36 2.33 2.34 2.28 2.34 2.44 2.33 Tax Amount Total 25.28 351 .44 0.54 7 .54 2 5.04 348.14 0.54 7 .54 2 5.11 34 9.11 0.54 7 .54 24.23 336.89 0.54 7 .54 25.15 349.69 0.54 7 .54 26.20 364.24 0 .54 7 .54 25.04 348.14 0 .54 7 .54 24.43 339.61 0 .54 7 .54 0 .18 2.54 0.18 2.51 0.18 2 .52 0.17 2.43 0 .18 2.52 0.18 2 .62 0.18 2.51 RMnltJ:Q i 0.0,,..IINd,,lno. P.O. llod7to IIIODeSTC>, CA eAU Phone: ~1-41N Email : AR@reed.net Ticket 53554113 Cust # : 133600 Sold to : ROBERT BURNS CONST INC 2501 N WIGWAM DR STOCKTON, CA 95205 US Job#: S17225 Ironhorse Sanitation Date Product Contr Uc I 211337 Qty 01/23/2023 AGGREGATE ENERGY SURCHARGE 17.51 143.71 Invoice # : 100289436 Invoice Date : 01/23/2023 PO#: Plant : JVQ ROCK PLANT I Pldwp □ Delivery Tax Price UOM Freight Mall Total Amount 0.13 TON 0.00 2.28 0.17 0 .00 2,661.46 206.22 Taxable Total : Non Taxable Total : Sales Tax(AMADOR TAX)@7.750% Total Invoice ---> Page 2 of 2 Total 2 .45 2,867.68 2,661.46 0.00 206.22 2,867.68 TERMS : ALL ACCOUNTS DUE AND PAYABLE AS SPECIFIED ON QUOTE OR CREDIT APPLICATION. OVER DUE ACCOUNTS SUBJECT TO INTEREST AT 1.6% PER MONTH. PURCHAS ER AGREES TO PAY REASONABLE ATTORNErS FEE INCURRED IN COLLECTING PAST DUE ACCOUNTS WITH OR WITHOUT LEGAL ACTION TOGETHER WITH ALL COURT COSTS INVOLVED. RflDllIR i George lltaed, l no. P.O.llod7'0 IIODl!STO, CA 9AU "'-: :aot471 ◄1N Internal Ref Only -APEX Cust #: 2807 : Email : AR@rHd.net Californ ia Materials, Inc. P.O . Box 32314 Stockton, CA 952 13 • TRUCKING zo9-472-7422 209-472-2801 Fax ROBERT BURNS CONSTRUCTION 2501 N. WIGWAM DRIVE thEMAIL INVOICES••• STOCKTON, CA 95205 209-943-6969 Date Frt BIii No Comments Truck PO Number 01/23/23 180707 15/SD WALNUT MEADOWS 01/23/23 180766 23/SD WALNUT MEADOWS TRUCK BROD DOWN, TIME DEDUCTED. 01/23/23 181023 27/SD WALNUT MEADOWS 01/23/23 183993 13/SO WALNUT MEADOWS Freight Sub Total Date: 01/24/23 Invoice No: 0051255 Account No: 868 Job: 220523/0000 Page: 1 WALNUT MEADOWS DRIVE From: GEORGE REED JACKSON VALLE To: WALNUT MEADOWS 450 WALNUT MEADOWS DRIVE OAKLEY, CA 94561 Commodity: 18" MINUS RIP RAP Terms: NET 30 Net Weight Quantity Units Rate Amount 7.300 Hours 150.0000 1,095.00 6,300 Hours 160.0000 945.00 7.200 Hours 150.0000 1,080.00 6.600 Hours 150.0000 990.00 27.400 Hours 4,110.00 8.000 Loads 4 ,110.00 Please Pay This Amount 4,110.00 ROBT BURNS ROBERT BURNS CONSTRUCTION, INC. 2501 N. WIGWAM DRIVE STOCKTON, CA 95205 t PHONE (209) 943-6969 FAX (209) 943-1718 , , LICENSE NO. 466981 General Enginee ri ng Conlra c!or, Inc. DIR No. l000001318 MBK ENGINEERING I RONHOUSE SANITARY DISTRICT ATTN : BRIAN JANOWIAK THIS PRICE INCLUDES A 15% MARKUP ON TRUCK ING AND MATERIAL LABOR: GARY: 11 9.01 X 8 = $952.08 VON : 119.01 X 8 = $952.08 GARY OVERTI M E: 159.15 X 1 = $159.15 VON OVERT IM E : 159.15 X 1 = $1 59.15 EQUIP: PICKUP: 46 X 8 = $368.00 950 CAT LOADER: 109.25 X 8 = $874.00 415 SKIP LOADER 86.25 X 2 = $172.50 329 E XCAVATOR: 120.75 X 8 = $966.00 MAT ERIAL: 18" MINUS: 22.94 X 143.22 T ONS = $3,285.47 TRUCKING: $5,071.50 P LEASE PAY THIS A MOUNT: --i;r]d ~KBURNS OWNER REPRESENTATIVE TITLE: EXCLUSIONS CLARIFICATIONS ON LAST PAGE VICE PRESIDENT Page 1 of 1 January 24, 2023 $12,959.93 Contr Lie # 21 1337 Cust # : 133600 Invoice# : 100289553 Invoice Date : 01/24/2023 PO#: Page 1 of 2 Plant : JVQ ROCK PLANT Ticket 53554175 53554175 53554184 53554 184 53554185 53554185 53554186 53554186 53554243 53554243 53554250 53554250 53554251 53554251 53554252 53554252 53554175 53554184 53554185 53554186 53554243 53554250 53554251 Sold to : ROBERT BURNS CONST INC 2501 N WIGWAM DR STOCKTON, CA 95205 US Job# : S 17225 Ironhorse Sanitation Date Product 01/24/2023 13440 18" MINUS 01/24/2023 HANDLING ENVIFEE 01/24/2023 13440 18" MINUS 0 1/24/2023 HANDLING ENVIFEE 01/24/2023 1344 0 18 MINUS 0 1/24/2023 HANDLING ENVI FEE 0 1/24/202 3 13440 18" MINUS 01/24/2023 HANDLING ENVIFEE 01/24/2023 13440 18" MINUS 01/24/2023 HANDLING ENVIFEE 01/24/2023 13440 18" MINU S 01/24/2023 HANDLING ENVIFEE 01/24/2023 13440 18" MINUS 01/24/2023 HANDLING ENVI FEE 01/24/2023 .13440 18" MINUS 01/24/2023 HANDLING ENVIFEE 01/24/2 023 AGGREGATE ENERGY SURCHARGE 01/24/2023 AGGREGATE ENERGY SURCHARGE 01/24/2023 AGGREGATE ENERGY SURCHARGE 01/24/2023 AGGREGATE ENERGY SURCHARGE 01/24/2023 AGGREGATE ENERGY SURCHARGE 01/24/2023 AGGREGATE ENERGY SURCHARGE 01/24/2023 AGGREGATE ENERGY SURCHARGE Qty Price UOM 18.14 18.00 TON 1.00 7 .00 LDS 17.25 18.00 TON 1.00 7 00 LDS 17 24 1& 00 10N 1 00 7 00 LDS 17 .27 18 0 0 TON 1.00 7.00 LDS 18.46 18.00 TON 1.00 7 00 LDS 19.13 18 00 TON 1.00 7.00 LD S 18.19 18.00 TON 1.00 7 .00 LDS 17.54 18.00 TON 1.00 7.00 LDS 18.14 0.13 TON 17.25 0.13 TON 17.24 0 .13 TON 17.27 0.13 TON 18.46 0 .13 TON 19.13 0 .13 TON 18.19 0 .13 TON TERMS: All ACCOUNTS DUE AND PAYABLE AS SPECIFIED ON QUOTE OR CREDIT APPLICATION, OVER DUE ACCOUNTS SUBJECT TO INTEREST AT 1.6% PER MONTH . PURCHASER AGREES TO PAY REASONABLE ATTORNEY'S FEE INCURRED IN COLLECTING PAST DUE ACCOUNTS WITH OR WITHOUT LEGAL ACTlON TOGETHER WITH All COURT COSTS INVOLVED. Internal Ref Only -APEX Cust #: 2807 : I Pickup 0 Delivery Freight 0 .00 0.00 0 .00 0 00 0 00 0 00 0 ,00 0.00 0.00 0 .00 0 .00 0 .00 0.00 0 ,00 0 .00 0.00 0,00 0.00 0,00 0.00 0 .00 0 .00 0.00 Mall Total 326.52 7.00 310.50 7.00 310 32 7 00 310.86 7.00 332.28 7 00 344.34 7.00 327.42 7.00 315.72 7 .00 2.36 2 .24 2 .24 2.25 2.40 2.49 2.36 Tax Amount Total 25.31 351 .83 0.54 7 .54 24.06 334.56 0 54 7 54 24 05 334 37 0 54 7 54 24.09 334.95 0 .54 7 .54 25.75 358,03 0 ,54 7.54 26.69 371 03 0.54 7 .54 25.38 352.80 0 .54 7 .54 24.47 340.19 0,54 7 .54 0.18 2 .54 0 .17 2 .41 0 ,17 2.41 0.17 2 .42 0 ,18 2 .58 0 .19 2 .68 0.18 2.54 Btmll!Sli George Reed, Inc. P.O.Box47S0 MODESTO, CA 96352 Phone : 209~1-4104 Email : AR@reed.net Ticket 53554252 Cust #: 133600 Sold to : ROBERT BURNS CONST INC 2501 N WIGWAM DR STOCKTON, CA 95205 US Job#: S17225 Ironhorse Sanitation Date Product Contr Uc # 211337 Qty 01 /24/2023 AGGREGATE ENERGY SURCHARGE 17.54 143.22 Invoice # : 100289553 Invoice Date : 01/24/2023 PO#: Plant : JVQ ROCK PLANT Price UOM 0.13 TON I Pickup 0 Delivery Tax Freight Mall Total Amount 0.00 2.28 0.17 0.00 2,652.58 205.53 Taxable Total : Non Taxabl e T otal : Sa l es Tax(AMADOR T AX)@ 7 .7 50 % Total Invoice-------> Page 2 of 2 Total 2.45 2,858.11 2,652.58 0.0 0 205.53 2,858.11 TERMS: ALL ACCOUNTS DUE AND PAYABLE AS SPECIFIED ON QUOTE OR CREDIT APPLICATION. OVER DUE ACCOUNTS SUBJECT TO INTEREST AT 1.5% PER MONTH. PURCHASER AGREES TO PAY REASONABLE ATTORNErS FEE INCURRED IN COLLECTING PAST DUE ACCOUNTS WITH OR WITHOUT LEGAL ACTION TOGETHER WITH ALL COURT COSTS INVOLVED. HIDJU Joi George ltNd, Inc. P.0.Bod710 MODESTO, CA H352 Phone: 20t.a71-4104 Internal Ref Only -APEX Gust #: 2807 : Email : AR@reed.net Date C~r. California Materials, Inc. P .0. Box 32314 Stockton, CA 95213 AGGREGATES .• TRUCKING209-472-7422 ' 209-472-2801 Fax ROBERT BURNS CONSTRUCTION 2501 N. WIGWAM DRIVE "•EMAIL INVOICES"* STOCKTON, CA 95205 209-94~969 Frt Btlf No Comments Truck PO Number 01/24123 180708 23/SD WALNUT MEADOWS 01/24/23 181024 27/SD WALNUT MEADOWS 01/24123 182180 21/SD WALNU.T MEADOWS 01~4/23 187610 13/SD WALNUT MEADOWS Freight , Sub Total Date: 01/25/23 Invoice No: 0051256 Account No: 868 Job: 220523/0000 Page: 1 WALNUT MEADOWS DRIVE From: GEORGE REED JACKSON VALLE To: WALNUT MEADOWS 450 WALNUT MEADOWS DRIVE OAKLEY, CA 94561 Commodity: 18" MINUS RIP RAP Terms: NET 30 Net Weight Quantity Units Rate Amount 7.800 Hours 150.0000 1,170.00 7.600 Hours 150.0000 1,140.00 6.900 Hours 150.0000 1,035.00 7.100 Hours 150.0000 1,065.00 29.400 Hours 4,410.00 8.000 Loads 4;410.QO Please Pay This Amount 4,410.00 ROBT BURNS ROBERT BURNS CONSTRUCTION, INC. 2S01 N. WIGWAM DRI VE STOCKTON, CA 95205 t PHONE (209) 943-6969 FAX (209) 943 -1718 General Engineering Con1rac1or1 Inc. ~~E~!~ 1~~:~~ MBK ENGINEERING IRONHOUSE SANITARY DISTRICT ATTN : BRIAN JANOWIAK THIS PRICE INCLUDES A 15% MARKUP ON TRUCKING AND MATERIAL LABOR: VON: 119.01 X 8 = $952.08 DAVID: 89.22 X 8 = $713.76 VON OVERTIME: 159.15 X 1 = $159.15 DAV ID OVERTIME: 117.79 X 1 = $117.79 EQUIP: PICKUP : 46 X 8 = $368.00 FUEL TRUCK: 92.00 X 3 = $276.00 415 SKIP LOADER 86.25 X 2 = $172.50 950 CAT LOADER: 109.25 X 8 = $874.00 329 EXCAVATOR: 120.75 X 8 = $966.00 MATERIAL: 18 " MINUS: 22.94 X 121.09 TONS = $2,777.80 TRUCKING: $5,123.25 PLEASE PAY THIS AMOUNT: MARK BURNS VICE PRESIDENT OWNER REPRESENTATIVE TITLE: EXCLUSIONS CLARIFICATIONS ON LAST PAGE Page 1 of 1 January 26, 2023 $12,500.33 Page 1 of 2 Invoice#: 100289817 Contr Li e# 211337 Invoice Date : 01/26/2023 Gust#: 133600 P0#:5;~y Plant : JV Q ROCK P LANT Sold to : ROBERT BURN S CONST INC 2501 N WIGWAM DR STOCKTON, CA 95205 US Job#: S 17225 Ironhorse Sanitation Ticke t Da te Product Qty Price UOM 53554455 01/26/2023 13440 18" MINUS 14.79 18.00 TON 53554455 01/26/2023 HANDLING ENVIFEE 1.00 7 .00 LOS 53554469 0 1/26/2023 13440 18" MINUS 17.16 18.00 TON 53554469 01/26/2023 HANDLING ENVIFEE 1 00 7 00 LOS 53554470 01 /2612023 13440 18" MINUS 16.16 18.00 TON 53554470 01/26/2023 HANDLING ENVIF EE 1 00 7.00 LOS 53554477 01/26/2023 13440 18" MINUS 18.51 18.00 TON 53554477 01/26/2023 HANDLING ENVIFEE 1.00 7.00 LOS 53554557 01/26/2023 13440 18" MINUS 17.72 18.00 TON 53554557 01/26/2023 HANDLING ENVIFEE 1.00 7.00 LOS 53554559 01/26/2023 13440 18" MINUS 18.54 18.00 TON 53554559 01/26/2023 HANDLING ENVIFEE 1.00 7.00 LOS 53554563 01/26/2023 13440 18" MINUS 18.21 18.00 TON 53554563 01/26/2023 HANDLING ENVIFEE 1.00 7.00 LOS 53554455 01/26/2023 AGGREGATE ENERGY SURCHARGE 14.79 0.13 TON 53554469 01/26/2023 AGGREGATE ENERGY SURCHARGE 17.16 0.13 TON 53554470 01/26/2023 AGGREGATE ENERGY SURCHARGE 16.16 0.13 TON 53554477 01 /26/2023 AGGREGATE ENERGY SURCHARGE 18.51 0.13 TON 53554557 0 1/26/2023 AGGREGA TE ENERGY SURCHARGE 17 .72 0.13 TON 53 554559 01/26/2023 AGGREGATE ENERGY SURCHARGE 18.54 0.13 TO N 53554563 01/26/2023 AGGREGATE ENERGY SURCHARGE 18.2 1 0.13 TO N TERMS: All ACCOUNTS DUE AND PAYABLE AS SPECIFIED ON QUOTE OR CREDIT APPLICATION. OVER DUE ACCOUNTS SUBJECT TO INTEREST AT 1.6% PER MONTH. PURCHASER AGREES TO PAY REASONABLE ATTORNEY'S FEE INCURRED IN COLLECTING PAST DUE ACCOUNTS WITH OR WITHOUT LEGAL ACTION TOGETHER WITH All COURT COSTS INVOLVED. Internal Re f Only -A PEX Cust #: 2807 : ~ Pickup Delivery Freight Mall Total 0 .00 266.22 0 .00 7 .00 0 .00 308.88 0 00 7 00 000 290.88 0 .00 7.00 0 .00 333.18 0 .00 7.00 0 .00 318.96 0 .00 7.00 0.00 333.72 0.00 7.00 0.00 327.78 0 .00 7.00 0.00 1.92 0 .00 2.23 0 .00 2.10 0.00 2 .41 0 .00 2.30 0 .0 0 2.41 0 .00 2.37 Tax Amount Tot al 20.63 286.85 0.54 7.54 23 94 332.82 0 54 7 54 22 54 313.42 0.54 7.54 25.82 359.00 0.54 7.54 24.72 343.68 0.54 7.54 25.86 359.58 0.54 7.54 25.40 353.18 0.54 7.54 0.14 2 .08 0.17 2.40 0.16 2 .26 0 .18 2.59 0 .17 2.47 0.18 2.59 0 .18 2.55 Remit IP ; George Reed, Inc. P.O. Box4710 MODESTO, CA 911352 Phone : 209~1-C104 Emall : AR@reed.net Ti cket Cust#: 133600 Sold to : ROBERT BURNS CONST INC 2501 N WIGWAM DR STOCKTON , CA 95205 US Job#: S17225 Ironhorse Sanitation Date Product Contr Uc# 211337 Qty 121.09 Invoice#: 100289817 Invoice Date : 0 1/26/2023 PO#: Plant : JVQ ROCK PLAN T I Pickup □ Delivery Tax Price UOM Fre ight Mall Total Amount 0 .00 2,244.36 173.87 Taxable Total : Non Taxable Total : Sales Tax(AMADOR TAX)@ 7 .750% Total Invoice ------> Page 2 of 2 Total 2,418.23 2 ,244.36 0.00 173.87 2,418.23 TERMS: ALL ACCOUNTS DUE AND PAYABLE AS SPECIFIED ON QUOTE OR CREDIT APPLICATION. OVER DUE ACCOUNTS SUBJECT TO INTEREST AT 1.6% PER MONTH. PURCHASER AGREES TO PAY REASONABLE ATTORNEY'S FEE INCURRED IN COLLECTING PAST DUE ACCOUNTS WITH OR WI THOUT LEGAL ACTION TOGETHER WITH ALL COURT COSTS INVOLVED. RenJRJOi George Reed, I nc.. PABox47IO MODESTO, CA 95352 Phone : 209.a71,.'104 Internal Ref Only -APEX Cust #: 2807 : Emall : AR@reed.net t"' CMar·california Materjals, Inc. P .0. Box 32314 . Stockton, CA 95213 AGGREGATES • TRUCKING209 -472-7422 209-472-2801 Fax ROBERT BURNS CONSTRUCTION 2501 N. WIGWAM DRIVE ***EMAIL INVOICES .. • STOCKTON, CA 95205 209-943-6969 Date: 01/27/23 Invoice No: 0061285 Account No: 868 Job: 220523/0000 Page : 1 WALNUT MEADOWS DRIVE From : GEORGE REED JACKSON VALLE To: WALNUT MEADOWS 450 WALNUT MEADOWS DRIVE OAKLEY, CA 94561 Commodity: 18" MINUS RIP RAP Terms: NET 30 Date Frt Bin No Comments Truck PO Number Net Weight Quantity Units Rate Amount 01/26123 173433 14/SD WALNUT MEADOWS 7.500 Hours 150.0000 1,125.00 01/26/23 180761 23/SD WALNUT MEADOWS 7.900 Hours 150.0000 1,185.00 01/26/23 181027 27/SD WALNUT MEADOWS 8.000 Hours 150.0000 1,200.00 01/26/23 187752 15/SD WALNUT MEADOWS . 6.300 Hours 150.0000 945.00 Freight 29.700 Hours 4,455.00 Sub Total 7.000 Loads 4,455.00 Please Pay This Amount 4,455.00 ROBT BURNS ROBERT BURNS CONSTRUCTION, IN C. 2501 N. WIGWAM DRIVE STOCKTON, CA 95205 t PHONE (209 ) 943-6969 FAX (209) 943-1718 , , LICENSE NO. 466981 General Engineering Con!ra c!or, Inc. DI R No. l00000l318 MBK ENGINEERING IRONHOUSE SANITARY DISTRICT ATTN: BRIAN JANOWIAK THIS PRICE INCLUDES A 15% MARKUP ON TRUCKING AND MATERIAL LABOR: VON: 119.01 X 8 = $952.08 DAV ID: 89.22 X 8 = $713.76 VON OVERTIME: 159.15 X 1 = $159.15 DAVID OVERTIME: 117.79 X 1 = $117.79 EQUIP: PICKUP: 46 X 8 = $368.00 415 SKIP LOADER 86.25 X 2 = $172.50 950 CAT LOADER: 109.25 X 8 = $874.00 329 EXCAVAT O R: 120.75 X 8 = $966.00 MATERIAL: 18" MINUS: 22 .94 X 55.29 T ONS= $1 ,268.35 TRUCKING: $1,914.75 PLEASE PAY THIS AMOUNT: MARK BURNS VICE PRESIDENT OWNER REPRESENTATIV E TITLE: EXCLUSIONS CLARIFICATIONS ON LAST PAGE Page 1 of 1 January 27, 2023 $7,506.38 Ticket 53554672 53554672 53554727 53554727 53554733 53554733 53554672 53554727 53554733 Contr Uc# 211337 Cust # : 133600 Sold to : ROBERT BURNS CONST INC 2501 N WIGWAM DR STOCKTON , CA 95205 U S Job#: S17225 Ironhorse Sanitation Date Product 01 /27/2023 13440 18" MINUS 01 /27/202 3 HANDLING ENVIFEE 01 /27/2023 13440 18" MINUS 0 1/27/2023 HANDLING ENV IFEE 0 1/27/2023 1344018' MINUS 0 1/27/2023 HA NDLI NG ENVIFEE 01 /27/2023 A GGREGATE ENERGY SURCHARGE 01 /27/2023 A GGREGATE ENERG Y SURCHARGE 01 /27/2023 A GGREGATE ENERGY SURCHARGE Qty 18.07 1.00 19.15 1.00 18 07 1 00 18.07 19.15 18.07 66.29 Price 18.0 0 7 .00 18.00 7.00 18.00 7 00 0.13 0.13 0.13 Invoice # : 100289941 Invoice Date : 01 /27/2023 PO#: 6/?-'( Plant : JVQ ROCK PLANT I Pickup 0 Delivery Tax UOM Freight Mall Tota l Amount T ON 0.00 325.26 25.21 LOS 0 .00 7.00 0.54 TON 0 .00 344 .7 0 26 .7 1 LOS 0 .00 7 00 0 54 TO N 000 325.26 25 21 LOS 0 .00 7 .00 0 .54 TO N 0 .00 2.35 0 .18 TON 0 .00 2 .4 9 0 .19 TON 0 .00 2.35 0 .18 o.oo 1,023.41 79.30 Taxable Total : Non Taxable Total : Sales Tax(AMADOR TAX)@ 7.750% Total Invoice ---> Page 1 of 1 Total 350.47 7 .54 37 1.41 7 54 3 50 4 7 7 .54 2.53 2 .68 2 .53 1 ,102.71 1,023.41 0.00 79.30 1,102.71 TERMS: ALL ACCOUNTS DUE AND PAYABLE AS SPECIFIED ON QUOTE OR CREDIT APPLICATION. OVER DUE ACCOUNTS SUBJECT TO INTEREST AT 1.5% PER MONTH. PURCHASER AGREES TO PAY REASONABLE ATTORNEY'S FEE INCURRED IN COLLECTING PAST DUE ACCOUNTS WITH OR WITHOUT LEGAL ACTION TOGETHER WITH ALL COURT COSTS INVOLVED. BtrnD 1°; George Reed, Inc:. PABox47SO MODESTO, CA 911352 Phone: 209~71-4104 Internal Ref Only -APEX Cust #: 2807 : Email : AR@reed.net callfornia Materials, Inc. P.O. Box 32314 Stockton, CA 95213 AGGREGATES • 11Ua(JNG 209-472-7422 209-472-2801 Fax ROBERT BURNS CONSTRUCTION 2501 N. WIGWAM DRIVE ... EMAIL INVOICES*•• STOCKTON, CA 95205 209-943-6969 Date Frt Bill No Comments 01/27/23 173434 SEE TAG 173435 01/27/23 180784 SEE TAG 180768 01/27/23 187532 SU TAG 187533 Truck 14/SD 23/SD 21/SD Freight Sub Total PO Number WALNUT MEADOWS WALNUT MEADOWS WALNUT MEADOWS Date: 0 1/30/23 Invoice No: 0051 297 Account No: B6B Job: 220523/0000 Page : 1 WALNUT MEADOWS DRIVE From: GEORGE REED JACKSON VAL LE To : WALNUT MEADOWS 450 WALNUT MEADOWS DRIVE OAKLEY, CA 94561 Commodity: 18" MINUS RIP RAP Terms: NET 30 Net Weight Quantity Units Rate Amount 3.500 Hours 150.0000 525.00 3 .200 Hours 150.0000 480,00 4 .400 Hours 150.0000 660.00 11 .100 Hours 1,665.00 3 .000 Loads 1,665.00 Please Pay This A m o unt 1,665.00 ROBT BURNS ROBERT BURNS CONSTRUCTION, INC. 2501 N. WIGWAM DRIVE STOCKTON, CA 95205 t PHONE (209) 943-6969 FAX (209) 943-1718 , , LICENSE NO. 466981 General Engine en ng Con!rac!or I Inc, DI R No. l000001318 MBK ENGINEERING IRONHOUSE SANITARY DISTRICT ATTN: BRIAN JANOWIAK THIS PRICE INCLUDES A 15% MARKUP ON TRUCKING AND MATERIAL LABOR: CRAIG: 134.50 X 8 = $1,076.00 VON: 119.01 X 8 = $952.08 CRAIG OVERTIME: 182.26 X 1 = $182.26 VON OVERTIME: 159.15 X 1 = $159.15 EQUIP: PICKUP: 46 X 8 = $368.00 950 CAT LOADER: 109.25 X 8 = $874.00 CAT 415 SKIP LOADER 86.25 X 2 = $172.50 329 EXCAVATOR: 120.75 X 8 = $966.00 MATERIAL: 18" MINUS: 22.94 X 143.66 TONS= $3,295.56 TRUCKING: $4,950.75 PLEASE PAY THIS AMOUNT: MARK BURNS VICE PRESIDENT OWNER REPRESENTATIVE TITLE : EXCLUS IONS CLARIFI CATIONS ON LAST PAGE Page 1 of 1 January 30, 2023 $12,996.30 - Contr Uc I 211337 Cust # : 133600 Invoice#: 100290090 Invoice Date : 01/30/2023 PO#: Page 1 of 2 Plant : JVQ ROCK PLANT Ticket 53554838 53554838 53554842 53554842 53554845 53554845 i3554847 3554847 3554913 3554913 1554916 554916 554925 554925 ;54935 54935 54838 >4842 i4845 4847 4913 1916 1925 Sold to : ROBERT BURNS CONST INC 2501 N WIGWAM DR STOCKTON , CA 95205 US Job#: S17225 Ironhorse Sanitation Date Product 01/30/2023 13440 18" MI NUS 01/30/2023 HANDLING ENVIFEE 01/30/2023 13440 18" MINUS 01/30/2023 HANDLING ENVIFEE 01/30/2023 13440 18" MINUS 01/30/2023 HANDLING ENVIFEE 01/30/2023 13440 18" MINUS 01/30/2023 HANDLING ENVIFEE 01/30/2023 13440 18" MINUS 01/30/2023 HANDLING ENVIFEE 01/30/2023 13440 18" MINUS 01/30/2023 HANDLING ENVlFEE 01 /30/2023 13440 18" M INUS 01/30/2023 HANDLING ENVIFEE 0 1/30/2023 13440 18" MINUS 01/30/2023 HANDLING ENVIFEE 01/30/2023 AGGREGAT E ENERGY SURCHARGE 01/30/2023 AGGREGATE ENERGY SURC HARGE 01/30/2023 AGGREGATE ENERGY SURCHARGE 01/30/2023 AGGREGATE ENERGY SURCHARGE 01/30/2023 AGGREGATE ENERGY SURCHARGE 01/30/2023 AGGREGATE ENERGY SURCHARGE 01/30/2023 AGGREGATE ENERGY SURCHARGE Qty Price UOM 18.65 18.00 TON 1.00 7.00 LOS 18.62 18.00 TON 1.00 7.00 LOS 17.32 18.00 TON 1.00 7.00 LOS 16.54 18.00 TON 1.00 7.00 LOS 18.75 18.00 TON 1.00 7.00 LOS 18.32 18.00 TON 1.00 7.00 LOS 17.7 5 18.00 TON 1.00 7 .00 LOS 17.71 18.00 TON 1.00 7 .00 LOS 18.65 0.13 TON 18.62 0.13 TON 17.32 0.13 TON 16.54 0.13 TON 18.75 0 .13 TON 18.32 0 .13 TON 17.75 0.13 TON S: ALL ACCOUNTS DUE AND PAYABLE AS SPECIFIED ON QUO TE OR CREDIT APPLICATION. OVER DUE ACCOUNTS !:CT TO INTEREST AT 1.6% PER MONTH. PURCHASER AGREES TO PAY REASONABLE ATTORNEY'S FEE INCURRED IN :CTING PAST DUE ACCOUNTS WITH OR WITHOUT LEGAL ACTION TOGETHER WITH ALL COURT COSTS INVOLVED. al Ref Only -APEX Cust #: 2807 : I Pickup □ Delivery Freight 0 .00 0.00 0 .00 0 .00 0.00 0 .00 0 .00 0 .00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0 .00 0.00 0.00 0.00 0.00 0.00 Matl Total 335.70 7.00 335.16 7.00 311 .76 7.00 297.72 7.00 337.50 7.00 329.76 7 .00 319.50 7 .00 318.78 7 .00 2.42 2.42 2.25 2 .15 2.44 2.36 2 .31 Tax Amount Total 26.02 361 .72 0.54 7 .54 25.97 361 .13 0.54 7.54 24.16 335.92 0.54 7.54 23.07 320.79 0.54 7.54 26.16 363.66 0.54 7.54 25.56 355.32 0.54 7 .54 24.76 344.26 0 .54 7 .54 24.71 343.49 0.54 7 .54 0.18 2.60 0.18 2.60 0 .17 2.42 0.16 2.31 0.18 2.62 0 .18 2.56 0 .17 2 .48 ReMISJ:R, Geof'ge Reed, Inc. P.O.. Box47IO MODESTO, CA HSU Ph-: 209471 ◄1M Emall : AR@reed.net Ticket 53554935 Cust #: 133600 Sold to : ROBERT BURNS CONST INC 2501 N WIGWAM DR STOCKTON , CA 95205 US Job# : S 17225 Ironhorse Sanitation Date Product Contr Uc t# 211337 Qty 01/30/2023 AGGREGATE ENERGY SURCHARGE 17.71 143.66 I 0~.._. 1 OJ• - Invoice#: 100290090 Invoice Date : 01/30/2023 PO#: Plant : JVQ ROCK PLANT I Pickup □ Delivery Tax Price UOM Freight Mall Total Amount 0.13 TON 0.00 2.30 0.17 0 .00 2,660.66 206.12 Taxable Total : Non Taxable Total : Sales Tax(AMADOR TAX)@ 7.750% Total Invoice---> Page 2 of 2 Total 2.47 2,866.67 2,660.55 0.00 206.12 2,866.67 ~MS: ALL ACCOUNTS DUE AND PAYABLE AS SPECIFIED ON QUOTE OR CREDIT APPLICATION. OVER DUE ACCOUNTS :IJECT TO INTEREST AT 1.6% PER MONTH. PURCHASER AGREES TO PAY REASONABLE ATTORNEY'S FEE INCURRED IN '.lECTING PAST DUE ACCOUNTS WITH OR WITHOUT LEGAL ACTION TOGETHER WITH ALL COURT COSTS INVOLVED. Rt!DDTO i George Reed, Inc. P.O. BodHO MODESTO. CA 95352 Phone : ~1-4104 trnal Ref Only -APEX Cust #: 2807 : Email : AR@reed.net Date C~r.california Materials, Inc. P.O. Box 32314 Stockton, CA 95213 AGGREGATES • TRUCKING209-472-7422 209-472-2801 Fax ROBERT BURNS CONSTRUCTION 2501 N. WIGWAM DRIVE •"EMAIL INVOICES ... STOCKTON, CA 95205 209-943-6969 Frt BUI No Comments Truck PO Number 01/30fl3 180909 14/SD WALNUT MEADOWS 01/30/23 181031 27/SD WALNUT MEADOWS 01/30/23 182185 21/SD WALNUT MEADOWS 01/30/23 187618 13/SD WALNUT MEADOWS Freight Sub Total Date : 01/31/23 Invoice No: 0051299 Account No: 868 Job: 220523/0000 Page: 1 WALNUT MEADOWS DRIVE From: GEORGE REED JACKSON VALLE To: WALNUT MEADOWS 450 WALNUT .MEADOWS DRIVE OAKLEY, CA 94561 Commodity: 18" MINUS RIP RAP Terms: NET 30 Net Weight Quantity Units Rate Amount 7.100 Hours 150.0000 1,065.00 7.800 Hours 150.0000 1,170.00 6.800 Hours 150.0000 1,020.00 7.000 Hours 150.0000 1,050.00 28.700 Hours 4,305.00 8.000 Loads 4,305.00 Please Pay This Amount 4,305.00 ROBT BURNS ROBE RT BURNS CONSTRU CTI ON, INC. 2S01 N. WIGWAM DRIVE STOCKTON, CA 9520S t PH ONE (209) 943-6969 FAX (209) 94 3-1718 , , LICENSE NO. 466981 General Enginee rin g Conlrac!or, Inc, DIR No. l00000l318 MBK ENGINEERING IRONHOUSE SANITARY DISTRICT ATTN: BRIAN JANOWIAK THIS PRICE INCLUDES A 15% MARKUP ON TRUCKI NG AND M ATERI AL LABOR: CRAIG: 134.50 X 8 = $1 ,076.00 V ON: 119.01 X 8 = $9 52 .08 C RAIG OVERTI ME: 182.26 X 1 = $182.2 6 V ON OVERTIME: 159 .15 X 1 = $159.15 EQUIP: PICKUP: 46 X 8 = $368 .00 950 CAT LOADER: 109 .25 X 8 = $874.00 CAT 415 SKI P LOADER 86.25 X 2 = $172.50 329 EXCAVAT OR: 120.75 X 8 = $966.00 MATERIAL: 18" MIN US: 22.94 X 126.99 TO NS= $2,913.15 TRUCKING: $4,398.75 PLEASE PAY THIS A MOUNT: MARK BURNS V ICE PRESIDENT OWNER REPRESENTAT IVE TITLE : EXCLUSIONS CLARIFI CATIONS ON LAST PAGE Page 1 of 1 January 31 , 2023 $12 ,061.89 Page 1 of 2 Invoice#: 100290199 Contr Uc I# 211337 Invoice Date : 01/31 /2023 PO#: Cust#: 133600 Plant : JVQ ROCK PLANT Sold to : ROBERT BURNS CONST INC 2501 N WIGWAM DR STOCKTON, CA 95205 US Job#: S17225 Ironhorse Sanitation Ticket Date Product Qty Price UOM 53555032 01/31/2023 13440 18" MINUS 17.39 18.00 TON 53555032 01/31/2023 HANDLING ENVIFEE 1.00 7.00 LOS 53555033 01/31/2023 13440 18" MINUS 18.14 18.00 TON 53555033 01/31/2023 HANDLING ENVIFEE 1.00 7.00 L OS 53555039 01/31/2023 13440 18" MINUS 17.15 18.00 TON 53555039 01/31/2023 HANDLING ENVIFEE 1.00 7.00 LOS 53555040 01/31/2023 13440 18' MINUS 17.24 18.00 TON 53555040 01/31/2023 HANDLING ENVIFEE 1.00 7 .00 LOS 53555095 0 1/31/2023 13440 18" MINUS 19.27 18.00 TON 53555095 01 /31/2023 HANDLING ENVI FEE 1.00 7 .00 LOS 53555098 01 /31/2023 13440 18" MINUS 18.41 18.00 TON 53555098 01/31/2023 HANDLING ENVIFEE 1.00 7.00 LOS 53555102 01/31/2023 13440 18" MINUS 19.39 18.00 TON 53555102 01/31/2023 HANDLING ENVIFEE 1.00 7.00 LOS 53555032 01/31/2023 AGGREGATE ENE RGY SURCHARGE 17.39 0.13 TON 53555033 01/31/2023 AGGREGATE ENERGY SURCHARGE 18.14 0.13 TON 53555039 01/31/2023 AGGREGATE ENERGY SURCHARGE 17.15 0.13 TON 53555040 01/31/2023 AGGREGATE ENERGY SURCHARGE 17.24 0 .13 TON 53555095 01 /31/2023 AGGREGATE ENERGY SURCHARGE 19.27 0.13 TON 53555098 01/31/2023 AGGREGATE ENERGY SURCHARGE 18.41 0.13 TON 53555102 01 /31/2023 AGGREGATE ENERGY SURCHARGE 19.39 0 .13 TON TERMS: ALL ACCOUNTS DUE AND PAYABLE AS SPECIFI ED ON QUOTE OR CREDIT APPLICATION. OVER DUE ACCOUNTS SUBJECT TO INTEREST AT U 'lo PER MONTH. PURCHASER AGREES TO PAY REASONABLE ATTORNEY'S FEE INCURRED IN COLLECTING PAST DUE ACCOUNTS WITH OR WITHOUT LEGAL ACTION TOGETHER WITH ALL COURT COSTS INVOLVED. Internal Ref Only -APEX Cust #: 2807 : ~ Pickup Delivery Freight Mall Total 0.00 313.02 0.00 7.00 0.00 326.52 0.00 7.00 0.00 308.70 0.00 7.00 0.00 310.32 0.00 7.00 0.00 346.86 0.00 7 .00 0 .00 331 .38 0.00 7.00 0.00 349.02 0.00 7 .00 0.00 2 .26 0.00 2.36 0 .00 2 .23 0.00 2.24 0.00 2.51 0.00 2 .39 0 .00 2.52 Tax Amount Total 24.26 337.28 0 .54 7.54 25.31 351 .83 0 .54 7.54 23.92 332.62 0.54 7.54 24.05 334.37 0.54 7.54 26.88 373.74 0.54 7 .54 25.88 357.06 0 .54 7.54 27.05 376.07 0 .54 7.54 0 .17 2.43 0.18 2.54 0.17 2.40 0.17 2.41 0.19 2.70 0.18 2.57 0.19 2 .71 Remit Toi George Reed, lnc- P.O. BoxA7&0 MODESTO, CA HS52 Phone : 209~1-4104 Email : AR@reed.net Ticket Cust # : 133600 Sold to : ROBERT BURNS CONST INC 2501 N WIGWAM DR STOCKTON, CA 95205 US Job#: S17225 Ironhorse Sanitation Date Product Contr Uc# 211337 Qty 126.99 Invoice#: 100290199 Invo ice Date : 01 /31/2023 PO#: Plant : JVQ ROCK PLANT I Pickup 0 Delivery Tax Price UOM Freight Matl Total Amount 0.00 2,361.33 182.18 Taxable Total : Non Taxable Total : Sales Tax(AMADOR TAX)@! 7.750% : Total Invoice ---> Page 2 of 2 Total 2,633.61 2,351.33 0.00 182.18 2,533.51 TERMS: AL L ACCOUNTS DUE AND PAYABLE AS SPECIFIED ON QUOTE OR CREDIT APPLICATION. OVER DUE ACCOUNTS SUBJECT TO INTEREST AT 1.5% PER MONTH. PURCHASER AGREES TO PAY REASONABLE ATTORNEY'S FEE INCURRED IN COLLECTING PAST DUE ACCOUNTS WITH OR WITHOUT LEG AL ACTION TOGETHER WITH ALL COURT COSTS INVOLVED. Btronro; George Reed, Inc. P.O. Box47SO MODESTO, CA H352 Phone: 209~71,..104 Internal Ref Only -APEX Cust #: 2807 : Email : AR@!reed.net C~r. California Materials, Inc. P .0. Box 32314 Stockton, CA 95213 AGGREGATES • TRUCKING209-47.2-7422 ' 209-472-2801 Fax ROBERT BURNS CONSTRUCTION 2501 N. WIGWAM DRIVE "*EMAIL INVOIC ES••• STOCKTON, CA 95205 209-943-6969 Date Frt Bil No Comments 01/31/23 173438 01/31/23 182186 TRUCK UOD DOWN, HO MIHnroN. 01/31/23 183784 01/31/23 187619 Truck 14/SD 21/SO 23/SD 13/SD Freight Sub Total PO Number WALNU T MEADOWS WALNUT MEADOWS WALNUT MEADOWS WALNUT MEADOWS / Date: 01 /31 /2 3 Invoice No: 0051303 Account No: 868 Job: 220523/0000 Page: 1 W ALNUT MEADOWS DRIVE From: GEORGE REED JACKSON VALLE To: WALNUT MEADOWS 450 WALNUT MEADOWS DRIVE OAKLEY, CA 94561 Commodity: 18" MINUS RIP RAP Terms: NET 30 Net Weight Quantity Units Rate Amount 7 .100 Hours 150.0000 1,065.00 3.400 Hours 150.0000 510.00 7 .400 Hours 150.0000 1,110.00 7 .600 HOU1'5 150.0000 1,140.00 25.500 Hours 3,825.00 7.000 Loads 3,825.00 Please Pay This Amount 3,825.00 ROBT BURNS ROBERT BURNS CONSTRUCTI ON, INC. 2S01 N. WIGWAM DRIVE STOCKTON, CA 9S20S t PHONE (209) 943-6969 FAX (209) 943-1718 , , LICENSE NO. 466981 General Engine ering Conlra c!or1 Inc. DI R No. 1ooooom8 MBK ENGIN E E RING IRONHOUSE SAN ITA RY DIST R ICT ATTN: BRIAN JANOWIAK T HIS PRICE IN C LU DES A 15% MARKU P ON T RU CKING AND MATE RIAL LABOR: C RAIG : 134.50 X 8 = $1 ,076 .00 VON: 119.01 X 8 = $952.08 CRA IG OVERT IME: 182.26 X 1 = $182.26 VON OV ERT IME: 159 .15 X 1 = $159.15 EQUIP: PICKUP: 46 X 8 = $368.00 950 CAT LOADER: 109.2 5 X 8 = $874.00 CAT 415 SKIP LOAD ER 86.25 X 2 = $172.50 329 EXCAVAT OR: 120 .75 X 8 = $966.00 MATERIAL: 18" MINU S: 22.94 X 129.33 TONS= $2,9 66 .83 TRUCKING: $4,536.75 PLEASE PAY THIS AMOUNT: MARK BURNS V IC E PRES IDENT OWNER R EPRESENTATIVE TITLE: EXCLUSIONS CLARIFICATIONS ON LAST PAGE Pag e 1 of 1 Februa ry 1, 2023 $12,253 .5 7 Page 1 of 2 Invoice#: 100290319 Contr Uc# 211337 Invoice Date : 02/1/2023 Cust #: 133600 Sold to : ROBERT BURNS CONST INC 2501 N WIGWAM DR STOCKTON, CA 95205 US Job#: S17225 Ironhors e Sanitation Ti cke t Date Pro duct Qty Price UOM 53555172 02/01/2023 13440 16" MINUS 16.47 16.00 TON 53555172 02/01/202 3 HANDLING ENVIFEE 1.00 7 .00 LOS 53555174 02/01/2023 13440 16" MINUS 16.39 16.00 TON 53555174 02/01 /2023 HANDLING ENVIFEE 1.00 7 .00 LOS 53555176 02/01/2023 13440 16" MINUS 16.17 16.00 TON 53555176 02/01 /2023 HA NDLING ENV IFEE 1.00 7 .00 LOS 53555166 02/01/2023 13440 16' MINUS 16.61 16.00 TON 53555166 02/01/2023 HANDLING ENVIFEE 1.00 7.00 LOS 53555235 02/01 /2023 13440 16" MINUS 16.40 16.00 TON 53555235 02/01/2023 HANDLING ENVIPEE 1.00 7.00 LOS 53555236 02/01 /2023 13440 16" MINUS 16.46 18.00 TON 53555236 02/01/2023 HANDLING ENVIFEE 1 .00 7 .00 LOS 53555237 02/01/2023 13440 18" MINUS 18.61 18.00 TON 53555237 02/01/2023 HANDLING ENVIFEE 1.00 7 .00 LOS 53555172 02/01 /2 023 AGGREGATE ENERGY SURCHARGE 18.47 0 .14 TON 53555174 02/01 /2023 AGGREGATE ENERGY SURCHARGE 18.39 0 .14 TON 53555176 02/01 /2023 AGGREGATE ENERGY SURCHARGE 18.17 0 .14 TON 53555186 02/01 /2023 AGGREGATE ENERGY SURCHARGE 18.81 0 .14 TON 53555235 02/01 /2023 AGGREGATE ENERGY SURCHARGE 18.40 0 .14 TON 53555236 02/01/2023 AGGREGATE ENERGY SURCHARGE 18.46 0.14 TON 53555237 02/01/2023 AGGREGATE ENERGY SURCHARGE 18.61 0.14 TON TERMS: ALL ACCOUNTS DUE AND PAYABLE AS SPECIFIED ON QUOTE OR CREDIT APPLICATION. OVER DUE ACCOUNTS SUBJECT TO INTEREST AT 1.5% PER MONTH. PURCHASER AGREES TO PAY REASONABLE ATTORNEY'S FEE INCURRED IN COLLECTING PAST DUE ACCOUNTS WITH OR WITHOUT LEGAL ACTION TOGETHER WITH ALL COURT CO STS INVOLVED. Internal Ref Only -APEX Cust #: 2807 : PO#: Plant : JVQ ROCK PLANT ~ Pickup Delivery Freight Mall Total 0.00 332.46 0.00 7 .00 0.00 331 .02 0.00 7 .00 0.00 327.06 0.00 7.00 0.00 336.56 0.00 7 .00 0.00 331 .20 0.00 7.0 0 0.00 332.64 0.00 7 .00 0.00 334.98 0.00 7 .00 0.00 2.59 0.00 2 .57 0.00 2.54 0.00 2 .63 0.00 2 .58 0.00 2.59 0.00 2 .61 Tax Amount Total 25.77 356.23 0.54 7.54 25.65 356.67 0 .54 7.54 25.35 352.41 0.54 7.54 26.24 364.62 0 .54 7.54 25.67 356.67 0 .54 7.54 25.78 356.42 0.54 7.54 25.96 360.94 0 .54 7.54 0.20 2.79 0.20 2.77 0.20 2.74 0.21 2.64 0 .20 2.78 0.20 2 .79 0.20 2.61 B•rnu ro; George Reed, Inc.. P.O. Box.47&11 MODESTO, CA 953112 Phone : 209~1 -4104 Email : AR@reed .net Ticket Gust#: 133600 Sold to : ROBERT BURNS CONST INC 2501 N WIGWAM DR STOCKTON, CA 95205 US Job# : S 17225 Ironhorse Sanitation Date Product Contr Uc # 211337 Qty 129 .33 Invoice#: 100290319 Invoice Date : 02/1/2023 PO#: Plant : JVQ ROCK PLANT I Pickup D Delivery Tax Price UOM Freight Mall Total Amount 0 .00 2,395.05 185.61 Taxable Total : Non Taxable Total : Sales Tax(AMADOR TAX)@ 7.750% : Total Invoice ------> Page 2 of 2 Total 2,680.66 2,395.05 0 .00 185.61 2,580.66 TERMS: ALL ACCOUNTS DUE AND PAYABLE AS SPECIFIED ON QUOTE OR CREDIT APPLICATION. OVER DUE ACCOUNTS SUBJECT TO INTEREST AT 1.5% PER MONTH. PURCHASER AGREES TO PAY REASONABLE ATTORNEY'S FEE INCURRED IN COUECTING PAST DUE ACCOUNTS WITH OR WITHOUT LEGAL ACTION TOGETHER WITH ALL COURT COSTS INVOLVED. BtrolJ JO i George Reed, Inc. P.O. Box47IO MODESTO, CA 15352 Phone: 209.a71-4104 Internal Ref Only -APEX C ust #: 2607 : Email : AR@reed.net CMar. California Materials, Inc. P.O. Box 32314 · Stockton, CA 95213 AGGREGATES • TRUCKING2Q9-472-7422 209-472-2801 Fax ROBERT BURNS CONSTRUCTION 2501 N. WIGWAM DRIVE *""EMAIL INVOICES• .. STOCKTON, CA 95205 209-943-6969 Date Frt Bill No Comments Truck PO Number 02/01/23 180883 12/SO WALNUT MEADOWS 02/01123 180984 22/SD WALNUT MEADOWS 02/01/23 181122 14/SO WALNUT MEADOWS 02/01/23 183746 131SO WALNUT MEADOWS YO NrNDmH Freight Sub Total Date: 02/02/23 Invoice No: 0051310 Account No: 868 Job: 220523/0000 Page : 1 WALNUT MEADOWS DRIVE From: GEORGE REED JACKSON VALLE To: WALNUT MEADOWS 450 WALNUT MEADOWS DRIVE OAKLEY, CA 94561 Commodity: 18" MINUS RIP RAP Terms: NET 30 Net Weight Quantity Units Rate Amount 7.200 Hours 150.0000 1,080.00 7.200 Hours 150.0000 1,080.00 7.300 Hours 150.0000 1,095.00 4 .600 Hours 150.0000 690.00 26.300 Hours 3,945.00 7.000 Loads 3,945.00 Please Pay This Amount 3,945.00 ROBT BURNS ROBERT BURN S CONSTRUCTION, INC. 2501 N. WIGWAM DRIVE STOCKTON, CA 95205 t PHONE (209) 943-6969 FAX (209) 943-1718 , , LI CENSE NO. 466981 General Enginee rin g Conlrac!or, Inc. DIR No. l000001318 MBK ENGINEERING IRONHOUSE SANITARY DISTRICT ATTN: BRIAN JANOWIAK THIS PRICE INCLUDES A 15% MARKUP ON TRUCKING AND MATERIAL LABOR: CRAIG: 134.50 X 8 = $1,076.00 VON: 119.01 X 8 = $952.08 CRAIG OVERTIME: 182.26 X 1 = $182.26 VON OVERTIME: 159.15 X 1 = $159.15 EQUIP: PICKUP: 46 X 8 = $368.00 950 CAT LOADER: 109.25 X 8 = $874.00 CAT 415 SKIP LOADER 86.25 X 2 = $172.50 329 EXCAVATOR: 120.75 X 8 = $966.00 MATERIAL: 18 " MINUS: 22.94 X 181 .37 TONS= $4,160.63 TRUCKING: $6,537.75 PLEASE PAY THIS AMO UNT: MARK BURNS VICE PRESIDENT OWNER REPRESENTATIVE TITLE: EXCLUSIONS CLARIFICATIONS ON LAST PAGE Page 1 of 1 February 2, 2023 $15,448.37 Contr Lie # 211337 Cust #: 133600 Invoice#: 100290462 Invoice Date : 02/2/2023 PO#: Page 1 of 2 Plant : JVQ ROCK PLANT Ticket 53555274 53555274 53555282 53555282 53555283 53555283 53555285 53555285 53555289 53555289 53555349 53555349 53555355 53555355 53555358 53555358 53555360 53555360 53555365 53555365 53555274 53555282 53555283 Sold to : ROBERT BURNS CONST INC 2501 N WIGWAM DR STOCKTON, CA 95205 US Job# : S 17225 Ironhorse Sanitation Date P roduct 02/02/2023 13440 18" MINUS 02/02/2023 HANDLING E NVIFEE 02/02/2023 13440 18" MINUS 02/02/2023 HANDLING ENVIFEE 02/02/2023 13440 18" MINUS 02/02/2023 HANDLING ENVIFEE 02/02/2023 13440 18" MINUS 02/02/2023 HANDLING ENVIFEE 02/02/2023 13440 18" MINUS 02/02/2023 HANDLING ENVIFEE 02/02/2023 13440 18" MINUS 02/02/2023 HANDLING ENVI FEE 02/02/2023 13440 18" MINUS 02/02/2023 HANDLING ENV IFEE 02/02/2023 13440 18" MINUS 02/02/2023 HANDLING ENV IFEE 02/02/2023 13440 18" MINUS 02/02/2023 HANDLING ENVIFEE 02/02/2023 13440 18" MINUS 02/02/2023 HANDLING ENV IFEE 02/02/2023 AGGREGATE ENERGY SURCHARGE 02/02/2023 AGGREGATE ENERGY SURCHARGE 02/02/2023 AGGREGATE ENERGY SURCHARGE Qty Price UOM 17.71 18.00 TON 1.00 7.00 LOS 17.56 18.00 TON 1.00 7.00 LOS 18.19 18.00 TON 1.00 7.00 LOS 18.06 18.00 TON 1.00 7.00 LDS 17.65 18.00 TON 1.00 7.00 LOS 18.84 18.00 TON 1.00 7.00 LOS 17.74 18.00 TON 1 .00 7.00 LOS 18.43 18.00 TON 1 .00 7.00 LOS 19.03 18.00 TON 1 .00 7.00 LOS 18.16 18.00 TON 1.00 7.00 LOS 17.71 0.14 TON 17.56 0.14 TON 18.19 0.14 TON TERMS : ALL ACCOUNTS DUE AND PAYABLE AS SPECIFIED ON QUOTE OR CREDIT APPLICATION. OVER DUE ACCOUNTS SUBJECT TO INTEREST AT 1.5% PER MONTH. PURCHASER AGREES TO PAY REASONABLE ATTORNEY'S FEE INCURRED IN COLLECTING PAST DUE ACCOUNTS WITH OR WITHOUT LEGAL ACTION TOGETHER WITH A LL COURT COSTS INVOLVED. Internal Ref Only -A PEX Cust #: 2807 : I Pickup D Delivery Freight 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Mall Total 318.78 7.00 316.08 7.00 327.42 7.00 325.08 7 .00 317.70 7 .00 339.12 7 .00 319.32 7 .00 331.74 7 .00 342.54 7.00 326.88 7.00 2.48 2 .46 2 .55 Tax Amount Total 24.71 343.4 9 0.54 7.54 24.50 340.58 0.54 7.54 25.38 352.80 0.54 7.54 25.19 350.27 0.54 7.54 24.62 342.32 0 .54 7.54 26.28 365.40 0.54 7.54 24.75 344.07 0 .54 7 .54 25.71 357.45 0 .54 7.54 26.55 369.09 0 .54 7.54 25.33 352.21 0 .54 7.54 0 .19 2.67 0 .19 2 .65 0.20 2.75 Reffl!l!2, George Reed. Inc. P.O. Box4710 MODESTO, CA 95352 Phone: 209~71-4104 Emall : AR@reed.net Ticket 53555285 53555289 5355534 9 53555355 53555358 53555360 5 3 555365 Contr Uc # 21133 7 C ust # : 133600 Sold to : ROBERT BURNS CONST INC 2501 N WIGWAM DR STOCKTON , CA 95205 US Job#: S17225 Ironhorse Sanitation Date Product 02/02/2023 AGGR EGATE ENERGY SURCHARG E 02/02/2023 AGGR EGATE ENERGY SURCHARGE 02/02/2023 AGGREGATE ENERGY SURCHARGE 02/02/2023 AGGREGATE ENERGY SURCHARGE 02/02/2023 AGGREGATE ENERGY SURCHARGE 02/02/2023 AG GREGAT E ENERGY SURCHARGE 02/02/2023 A G GREGAT E ENERGY SURCHARGE Qty 18.06 17.65 18.84 17.74 18.43 19.03 18.16 181.37 Price 0 .14 0 .14 0.14 0.14 0.14 0.14 0.14 Invoice # : 100290462 Invoice Date : 02/2/2023 PO#: Pla nt : JVQ ROCK PLANT I Pickup 0 Delivery Tax UOM Freig ht Mall T otal Amount TON 0.00 2.53 0.20 TON 0 .00 2.47 0.19 TON 0.00 2.64 0.21 TON 0 .00 2.48 0.19 TON 0 .00 2 .58 0.20 TON 0 .00 2 .66 0.21 TON 0 .00 2.54 0 .20 0 .00 3,360.05 260.40 Taxable T otal : Non Taxable Total : Sales Tax(AMADOR TA X)@ 7.750% Total Invoice ----> Page 2 of 2 Total 2.73 2.66 2.85 2 .67 2 .78 2 .87 2 .74 3,620.45 3,360.06 0.00 260.40 3,620.45 TERMS: ALL ACCOUNTS DUE AND PAYABL E AS SPECIFIED ON QUOTE OR CREDIT APPLICATION. OVER DUE ACCOUNTS SUBJECT TO INTEREST AT 1.5% PER MONTH. PURCHASER AGREES TO PAY REASONABLE ATTORNEY'S FEE INCURRED IN COLLECTING PAST DUE ACCOUNTS WITH OR WITHOUT LEGAL ACTION TOGETIIER WITH ALL COURT COSTS INVOLVED. Btro1Jl9; Geo,ge Reed, Inc:. P.O.. Box47IO MODESTO, CA HSH Phone : 2"-471-4104 Internal Ref Only • AP EX Cust #: 2 807 : Email : AR@reed .net CMllr, california Materials, Inc. P.O. Box 32314 Stockton, CA 95213 AGGREGATES TRUCKING209-472-7422 ' 209-472-2801 Fax ROBERT BURNS CONSTRUCTION 2501 N. WIGWAM DRIVE ,_EMAIL INVOICES*** STOCKTON, CA 95205 209-943-6969 Date Frt BiH No Corm,ents Truck 02/02123 180722 11/SD 02/02/23 180TT3 23/SD 02/02/23 181035 27/SD 02/02/23 181123 14/SD 02/02/23 187621 13/SO Freight Sub Total PO Number WALNUT MEADOWS WALNUT MEADOWS WALNUT MEADOWS WALNUT MEADOWS WALNUT MEADOWS Date: 02/03/23 Invoice No: 0051334 Account No: 868 Job: 220523/0000 Page : 1 WALNUT MEADOWS DRIVE From: GEORGE REED JACKSON VALLE To: WALNUT MEADOWS 450 WALNUT MEADOWS DRIVE OAKLEY, CA 94561 Commodity: 18" MINUS RIP RAP Terms: NET 30 Net Weight Quantity UnitS Rate Amount 7.800 Hours 150.0000 1,170.00 7.400 Hours 150.0000 1,110.00 7.700 Hours 150.0000 1,155.00 7.500 Hours 150.0000 1,125.00 7.500 Hours 150.0000 1,125.00 37 .900 Hours 5,685.00 10.000 Loads 5,685.00 Please Pay This Amount 5,685.00 ROBT BURNS ROBERT BURNS CONSTRUCTION, INC. 2501 N. WIGWAM DRIVE STOCKTON, CA 95205 t PHONE (209) 943-6969 FAX (209) 943-1718 , , LICENSE NO. 466981 General Engmeenng Conlra c!or, Inc. DIR No. 1000001318 MBK ENGINEERING IRONHOUSE SANITARY DISTRICT ATTN: BRIAN JANOWIAK THIS PRICE INCLUDES A 15% MARKUP ON TRUCKING AND MATERIAL LABOR: CRAIG: 134.50 X 8 = $1,076.00 VON : 119.01 X 8 = $952.08 CRAIG OVERTIME: 182.26 X 1 = $182.26 VON OVERTIME: 159.15 X 1 = $159.15 EQUIP: PICKUP: 46 X 8 = $368.00 950 CAT LOADER: 109.25 X 8 = $874.00 CAT 415 SKIP LOADER 86.25 X 2 = $172.50 329 EXCAVATOR: 12 0.75 X 8 = $966.00 MATERIAL: 18 " MINUS: 22.94 X 181.00 TONS= $4,152.14 TRUCKING: $6,348.00 PLEASE PAY THIS A MOUNT: MARK BURNS VICE PRESIDENT OWNER REPRESENTAT IVE TITLE: EXCLUSIONS CLARIFICATIONS ON LAST PAGE Page 1 of 1 February 3, 2023 $15,250.13 ORGE Contr Lie # 211337 Cust #: 133600 Invoice#: 100290580 Invoice Date : 02/3/2023 PO#: Page 1 of 2 Plant : JVQ ROCK PLANT Ticket 53555425 53555425 53555427 53555427 53555436 53555436 53555438 5355 5438 53555440 53555440 53555486 53555486 5355 5487 53555487 53555489 53555489 53555495 53555495 53555497 53555497 53555425 53555427 53555436 Sold to : ROBERT BURNS CONST INC 2501 N WIGWAM DR STOCKTON, CA 95205 US Job#: S17225 Ironhorse Sanitation Date Product 02/03/2023 13440 18" MINUS 02/03/2023 HANDLING ENV1 FEE 02/03/2023 13440 18" MINUS 02/03/2023 HANDLING ENVI FEE 02/03/2023 13440 18" MINUS 02/03/2023 HANDLING ENVIFEE 02/03/2023 13440 18" MINUS 02/03/2023 HANDLING ENVIFEE 02/03/2023 13440 18' MINUS 02/03/2023 HANDLING ENVIFEE 02/03/2023 13440 18" MINUS 02/03/2023 HANDLING ENVIFEE 02/03/2023 13440 18" MINUS 02/03/2023 HANDLING ENVIFEE 02/0312023 13440 18" MINUS 02/03/2023 HANDLING ENVIFEE 02/03/2023 13440 18" MINUS 02/03/2023 HANDLING ENVIFEE 02/03/2023 13440 18" MINUS 02/03/2023 HANDLING ENVIFEE 02/03/2023 AGGREGATE ENERGY SURCHARGE 02/03/2023 AGGREGATE ENERGY SURCHARGE 02/03/2023 AGGREGATE ENERGY SURCHARGE Qty Price UOM 17.99 18.00 TON 1.00 7.00 LOS 18.25 18.00 TON 1.00 7.00 L OS 17.78 18.00 TON 1.00 7 .00 L OS 17.74 18.00 TON 1.00 7.00 LOS 18.51 18.00 TON 1 .00 7.00 LOS 17.49 18.00 TON 1 .00 7 .00 LOS 18.77 18.00 TON 1 .00 7 .00 LOS 18.09 18.00 TON 1.00 7 .00 LOS 17.89 18.00 TON 1 .00 7 .00 LOS 18.49 18.0 0 TON 1.00 7.00 LOS 17.99 0.14 TON 18.25 0.14 TON 17 .78 0.14 TON TERMS: ALL ACCOUNTS DUE AND PAYABLE AS SPECIFIED ON QUOTE OR CREDIT APPLICATION. OVER DUE ACCOUNTS SUBJECT TO INTEREST AT 1.&% PER MONTH. PURCHASER AGREES TO PAY REASONABLE ATTORNEY'S FEE INCURRED IN COLLECTING PAST DUE ACCOUNTS WITH OR WITHOUT LEGAL ACTION TOGETHER WITH ALL COURT COSTS INVOLVED. Internal Ref Only -A PEX Cust #: 2807 : I Pickup D Delivery Freight 0 .00 0.00 0.00 0 .00 0.00 0 .00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0 .00 0.00 0.00 Mall Total 323.82 7.00 328.50 7.00 320.04 7 .00 319.32 7 .00 333.18 7 .00 314.8 2 7 .00 337.86 7 .00 325.62 7 .00 322.02 7.00 332.82 7 .00 2 .52 2 .56 2 .49 Tax Amount Total 25.10 348.92 0 .54 7.54 25.46 353.96 0.54 7.54 24.80 344.84 0 .54 7.54 24.75 344.07 0 .54 7 .54 25.82 359.00 0 .54 7.54 24.40 339.22 0.54 7.54 26.18 364.04 0 .54 7 .54 25.24 350.86 0 .54 7.54 24.96 346 .98 0 .54 7 .54 25.79 358.61 0.54 7 .54 0.20 2 .72 0.20 2 .76 0.20 2.69 BlmUISli George Reed, Inc. P.O.. Box47&o MODESTO, CA HSU Phone: 209-G71-4104 Email : AR@reed.net Ticket 53555438 53555440 53555486 53555487 53555489 53555495 53555497 Contr Lie # 211337 Cust # : 133600 Sold to : ROBERT BURNS CONST INC 2501 N WIGWAM DR STOCKTON , CA 95205 US Job# : S 17225 Ironhorse Sanitation Date Product 02/03/2023 AGGREGATE ENERGY SURCHARGE 02/03/2023 AGGREGATE ENERGY SURCHARGE 02/03/2023 AGGREGATE ENERGY SURCHARGE 02/03/2023 A GGREGATE ENERGY SURCHARGE 02/03/2023 AGGREGATE ENERGY SURCHARGE 02/03/2023 AGGREGAT E ENERGY SURCHARGE 02/03/2023 AGGREGATE ENERGY SURCHARGE Qty 17.74 18.51 17.49 18.77 18.09 17.89 18.49 181.00 Price 0.14 0.14 0.14 0.14 0 .14 0 .14 0 .14 Invoice#: 100290580 Invoice Date : 02/3/2023 PO#: Plant : JVQ ROCK PLANT I Pickup 0 Delivery Tax UOM F reight Mall Total Amount TON 0.00 2.48 0.19 TON 0.00 2.59 0.20 TON 0.00 2.45 0.19 TON 0.0 0 2.6 3 0.21 TON 0.00 2.5 3 0.20 TON 0.00 2 .50 0.20 TON 0.00 2 .59 0 .20 0 .00 3,363.34 269.89 Taxable Total : Non Taxable Total : Sales Tax(AMADOR TAX)@ 7.750% Total Invoice-------> Page 2 of 2 Total 2.67 2.79 2.64 2.84 2.73 2.70 2.79 3,613.23 3,353.34 0.00 259.89 3,613.23 TERMS: ALL ACCOUNTS DUE AND PAYABLE AS SPECIFIED ON QUOTE OR CREDIT APPLICATION. OVER D UE ACCOUNTS SUBJECT TO INTEREST AT 1.5% PER MONTH. PURCHASER AGREES TO PAY REASONABLE ATTORNEY'S FEE INCURRED IN COLLECTING PAST DUE ACCOUNTS WITH OR WITHOUT LEGAL ACTION TOGETHER WITH ALL COURT COSTS INVOLVED. Htmn 1°; George Reed. Inc. P.O..Box4710 MODESTO, CA 911352 Phone : 209~71-4104 Internal Ref O nly -APEX Cust #: 2807 : Email : AR@reed.net C~r. California Materials, Inc . P.O. Box 32314 Stockton, CA 95213 AGGREGATES • TRUCKING209-472-7422 209-472-2801 Fax ROBERT BURNS CONSTRUCTION 2501 N. WIGWAM DRIVE ... EMAIL INVOICES ... STOCKTON, CA 95205 209-943-6969 Date Frt Bin No Comments Truck PO Number 02/03/23 180723 11/SD WALNUT MEADOWS 02/03/23 180755 23/SD WALNUT MEADOWS 02/03/23 181036 27/SD WALNUT MEADOWS 02/03/23 181124 14/SD WALNUT MEADOWS 02/03/23 187622 13/SD WALNUT MEADOWS Freight Sub Total Date: 02/06/23 Invoice N o: 0051335 Account No: 868 Job: 220523/0000 Page: 1 WALNUT MEADOWS DRIVE From: GEORGE REED JACKSON VALLE To: WALNUT MEADOWS 450 WAL NUT MEADOWS DRIVE OAKLEY, CA 94561 Commodity: 18" MINUS RIP RAP Terms: NET 30 Net Weight Quantity Units Rate Amount 7.500 Hours 150.0000 1,125.00 7 .500 Hours 150.0000 1.125.00 7 .900 Hours 150.0000 1,185.00 7 .100 Hours 150.0000 1,065.00 6 .800 Hours 150.0000 1,020.00 36.800 Hours 5,520.00 10.000 Loads 5,520.00 Please Pay This Amount 5,520.00 ROBT BURNS ROBERT BURNS CONSTRUCTION, INC. 2501 N. WIGWAM DRIVE STOCKTON, CA 95205 • PHONE (209) 943-6969 FAX (209) 943-1718 , , LICENSE NO. 466981 General Engineering Conlra clor, Inc. DIR No. l000001318 MBK ENGINEERING I RONHOUSE SANIT ARY DI STRICT ATTN: BRIAN JANOWIAK THIS PRICE INCLUDES A 15% MARKUP ON T RUCK ING AND MAT ERIAL LABOR: CRAIG: 134.50 X 8 = $1,076.00 VON: 11 9.01 X 8 = $952 .08 CRAIG OVERT IME: 182.26 X 1 = $182.26 VON OVERTIME: 159.15 X 1 = $159.1 5 EQUI P : PI CKUP: 4 6 X 8 = $368.00 950 CAT LOADER: 109.25 X 6 = $655.50 CAT 41 5 SKIP LOADER 86.25 X 2 = $172.50 329 EXCAVATOR: 120.75 X 8 = $966.00 MATERIAL: 18 " MINUS: 22.94 X 74 .11 TONS = $1700.01 TRUCKING: $4 ,140.00 PLEASE PAY THIS AMOUNT: V ICE PRES IDENT OWNER RE PRESENTATIVE TITLE: EXCLUSIONS CLARI FICATIONS ON LAST PAGE Page 1 of 1 February 6 , 202 3 $10,371 .50 Ticket 53555558 53555558 53555560 53555560 53555562 53555562 53555575 53555575 53555558 53555560 53555562 53555575 Contr Uc# 211337 Cust #: 133600 Sold to : ROBERT BURNS CONST INC 2501 N WIGWAM DR STOCKTON, CA 95205 US Job# : S 17225 Ironhorse Sanitation Date Product 02/06/2023 13440 18" MINUS 02/06/2023 HANDLING ENVIFEE 02/06/2023 13440 18" MINUS 02/06/2023 HANDLING ENVI FEE 02/06/2023 13440 18" MINUS 02/06/2023 HANDLING ENVIFEE 02/06/2023 13440 18" MINUS 02/06/2023 HANDLING ENVIFEE 02/06/2023 AGGREGATE ENERGY SURCHARGE 02/06/2023 AGGREGATE ENERGY SURCHARGE 02/06/2023 AGGREGATE ENERGY SURCHARGE 02/06/2023 AGGREGATE ENERGY SURCHARGE Qty 19.07 1 .00 17.77 1 .00 18.25 1.00 19.02 1.00 19.07 17.77 18.25 19.02 74.11 Price 18.00 7 .00 18.00 7 .00 18.00 7 .00 18.00 7.00 0.14 0.14 0.14 0.14 Invoice#: 100290670 Invoice Date : 02/6/2023 PO#: Plant : JVQ ROCK PLANT I Pickup D Delivery Tax UOM Freight Mall Total Amount TON 0 .00 343.26 26.60 LOS 0.00 7 .00 0 .54 TON 0 .00 319.86 24.79 LOS 0 .00 7 .00 0.54 TON 0.00 328.50 25.46 LOS 0 .00 7 .00 0 .54 TON 0 .00 342.36 26.53 LOS 0 .00 7 .00 0 .54 TON 0.00 2 .67 0 .21 TON 0.00 2.49 0 .20 TON 0.00 2 .56 0 .20 TON 0.00 2 .66 0 .21 0.00 1,372.36 106.36 Taxable Total : Non Taxable Total : Sales Tax(AMADOR TAX)@ 7.760% Total Invoice-----> Page 1 of 1 Total 369.86 7.54 344.65 7.54 353.96 7.54 368.89 7.54 2.88 2.69 2.76 2.87 1,478.72 1,372.36 0.00 106.36 1,478.72 TERMS: ALL ACCOUNTS DUE AND PAYABLE AS SPECI FIED ON QUOTE OR CREDIT APPLICATION. OVER DUE ACCOUNTS SUBJECT TO INTEREST AT 1.6% PER MONTH. PURCHASER AGREES TO PAY REASONABLE ATTORNErs FEE INCURRED IN COLLECTING PAST DUE ACCOUNTS WITH OR WITHOU T LEGAL ACTION TOGETHER WITH ALL COURT COSTS INVOLVED. Rl'DUTOi George Reed. Inc. P.O.. Box4710 MODESTO, CA 953112 Pho-: 209~1~104 Internal Ref Only -APEX Cust #: 2807 : Email : AR@reed.net Callfornla Materials, Inc. P.O. Box 32314 Stockton, CA 95213 AGGREGATES • TRUCKING z09-472-7422 209-472-2801 Fax ' ROBERT BURNS CONSTRUCTION 2501 N. WIGWAM DRIVE **'EMAIL INVOICES*** STOCKTON, CA 95205 209-943-6969 Date Frt BIii No Comments 02/06/23 180781 02/06/23 180921 02/06/23 180987 02/06/23 187538 Truck 23/SD 14/SD 22/SD 13/SD PO Number WALNUT MEADOWS WALNUT MEADOWS WALNUT MEADOWS WALNUT MEADOWS Freight ,/ Sub Total Date: 02/07/23 Invoice No: 0051336 Account No: 868 Job: 220523/0000 Page: 1 WALNUT MEADOWS DRIVE From: GEORGE REED JACKSON VALLE To: WALNUT MEADOWS 450 WALNUT MEADOWS DRIVE OAKLEY, CA 94561 Commodity: 18" MINUS RIP RAP Terms: NET 30 Net Weight Quantity Units Rate Amount ' 6.000 Hours 150.0000 900.00 6 .000 Hours 150.0000 900.00 6.000 Hours 150.0000 900.00 6 .000 Hours 150.0000 900.00 · 24.000 Hours 3,600.00 4 .000 Loads 3,600.00 Please Pay This Amount 3,600.00 ROBT BURNS ROBERT BURNS CONSTRUCTION, INC. 2501 N. WIGWAM DRIVE STOCKTON, CA 95205 f PHONE (209 ) 943-6969 FAX (209) 943-1718 , , LICENSE NO. 466981 General Engineering Conlrac!or, Inc. DIR No. l000001318 MBK ENGINEERING IRONHOUSE SANITARY DISTRICT ATTN: BRIAN JANOWIAK THIS PRICE INCLUDES A 15% MARKUP LABOR: CRAIG: 134.50 X 8 = $1,076.00 VON: 119.01 X 8 = $952.08 DAVID: 89.22 X 5 = $446.10 EQUIP: PICKUP: 46.00 X 8 = $368.00 12 H ROADGRADER 109.25 X 8 = $874.00 415 CAT SKIP LOADER 86.25 X 8 = $690.00 LOWBED: 132.25 X 5 = $661.25 PLEASE PAY THIS AMOUNT: MARK BURNS VICE PRESIDENT OWNER REPRESENTATIVE TITLE: EXCLUSIONS CLARIFICATIONS ON LA ST PAGE Page 1 of 1 February 7, 2023 $5,067.43 ROBT BURNS ROBERT BURNS CONSTRUCTION, INC. 2501 N. WIGWAM DRIVE STOCKTON, CA 95205 t PHONE (209) 943-6969 FAX (209) 943-1718 , , LICENSE NO. 466981 General Engmee nn g Conlra clor, Inc. DIR No. 1ooooom8 MBK ENGINEER ING IRONHOUSE SANITARY DISTRICT ATTN: BRIAN JANOWIAK TH IS PRICE INCLUDES A 15% MARKUP LABOR: DAVID: 89.22 X 8 = $713.76 EQUIP : LOWBED: 132.25 X 8 = $1 ,058.00 PLEASE PAY THIS AMOUNT: OWNER REPRESENTA TIV E TITLE: EXCLUSIONS CLARIFICAT ION S O N LAST PAG E MARK BURNS V ICE PRESIDENT Page 1 of 1 February 9 , 2023 $1,771 .76 1 Michelle Cordis From:Brian Janowiak <Janowiak@mbkengineers.com> Sent:Wednesday, April 26, 2023 3:37 PM To:Tim Jensen; Michelle Cordis Cc:Bandy, Katherine@DWR; Nate Hershey; Mager, Randall@DWR; Pro Mitra; Pamela Forbus (pamforbus@sbcglobal.net) Subject:RE: Marsh Creek Emergency Repairs Attachments:Final Contractor Invoice.pdf CAUTION: This email originated from outside of the organization. Do not click links or open attachments unless you recognize the sender and know the content is safe. Hi Tim and Michelle, Our surveyors took topo shots along the entire repair site, which totaled 495 LF. Below, you can see the property line in white, with the red portion being DWR property (228 LF, or 46% of total site) and the yellow portion being FCD property (267 LF, or 54% of total site). 2 I believe the simplest and cleanest way to split the cost would be based on the proportions of the total site length. The contractor’s total invoice paid by the RD was $177,182.96, which means DWR’s cost share would be $81,504.16 and FCD’s cost share would be $95,678.80. If you concur with this assessment, you can send payment of $95,678.80 to Pam Forbus, the RD secretary/attorney: Reclamation District No. 2137 343 East Main Street, Suite 815 Stockton, CA 95202 Feel free to call with any questions or if you’d like to discuss. Thank you, Brian Janowiak, P.E. Supervising Engineer MBK Engineers 455 University Avenue, Suite 100 Sacramento, CA 95825 Office: (916) 456-4400 Mobile: (916) 387-5138 Fax: (916) 456-0253 Email: Janowiak@mbkengineers.com From: Bandy, Katherine@DWR <Katherine.Bandy@water.ca.gov> Sent: Wednesday, April 26, 2023 9:34 AM To: Tim Jensen <tim.jensen@pw.cccounty.us> Cc: Nate Hershey <Hershey@mbkengineers.com>; Mager, Randall@DWR <Randall.Mager@water.ca.gov>; Brian Janowiak <Janowiak@mbkengineers.com>; Pro Mitra <Mitra@mbkengineers.com>; Michelle Cordis <michelle.cordis@pw.cccounty.us> Subject: RE: Marsh Creek Emergency Repairs Hi Tim, Great news. Thank you so much. Brian Janowiak is your contact on the specifics like the numbers. Katie From: Tim Jensen <tim.jensen@pw.cccounty.us> Sent: Wednesday, April 26, 2023 9:25 AM To: Bandy, Katherine@DWR <Katherine.Bandy@water.ca.gov> Cc: Nate Hershey <hershey@mbkengineers.com>; Mager, Randall@DWR <Randall.Mager@water.ca.gov>; Brian Janowiak <Janowiak@mbkengineers.com>; Pro Mitra <mitra@mbkengineers.com>; Michelle Cordis CAUTION - EXTERNAL SENDER: This email originated from outside of the organization. Only open links from TRUSTED sources. Reclamation District No. 2137 343 E. Main Street, Suite 815 Stockton, CA 95202 Bill To Flood Control & Water Conser\'ation Dist. Contra Costa County 255 Glacier Dri\'e Martinez CA 94553 Description Marsh Creek Channel, West Bank - Emergency Repair Invoice Date Invoice# 5/4/2023 Terms I Net 30 Amount 95.678.80 Total $95.678.80 RECOMMENDATION(S): Acting as the governing body of the Contra Costa County Flood Control and Water Conservation District (FC District), APPROVE and AUTHORIZE the County Auditor-Controller, to issue a payment in the amount of $95,679 from the Flood Control Zone 1 Fund payable to Reclamation District No. 2137 (RD 2137), under the equitable relief theory of quantum meruit, for Invoice #1, dated May 4, 2023, to fund emergency repairs on a portion of the west bank of the Marsh Creek Channel (creek) in Oakley. FISCAL IMPACT: This payment of $95,679 will be funded by 100% Flood Control Zone 1 Funds. (Project No. 7521-6D9M02) BACKGROUND: The FC District maintains the engineered creek from Creekside Park in Brentwood to approximately 0.5 miles downstream of East Cypress Road in Oakley. Downstream of that point, where the creek meets the Delta, the creek was transferred to the California Department of Water APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Michelle Cordis, (925) 313-2381 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: Allison Knapp, Deputy Chief Engineer, Tim Jensen, Flood Control, Michelle Cordis, Flood Control, Lori Leontini, Flood Control, Catherine Windham, Flood Control, Beth Balita, Finance C. 6 To:Contra Costa County Flood Control District Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:June 27, 2023 Contra Costa County Subject:Payment to Reclamation District No. 2137 to fund emergency repairs on a portion of the west bank of the Marsh Creek Channel, Oakley area. BACKGROUND: (CONT'D) Resources (DWR) for ownership and to RD 2137 for maintenance in support of the Dutch Slough Restoration Project. Just upstream of the Dutch Slough Restoration project, approximately 270 feet of the creek is owned by the U.S. Bureau of Reclamation, where the FC District has an easement for maintenance of the creek. After the December 31, 2022, storms, DWR was notified by the adjacent property owner, Ironhouse Sanitary District, of significant creek bank erosion along the west bank on both the FC District easement and the RD 2137 property. RD 2137 mobilized a contractor to place rock on the eroded section due to the onset of additional winter storms. The FC District issued an encroachment permit for RD 2137 to enter the FC District easement and place rock on the creek bank. The total length of the repair is approximately 495 lineal feet. Approximately 54% of the length, or 267 lineal feet, is on the FC District easement. The FC District received the attached invoice dated May 4, 2023, from RD 2137. The FC District is in agreement with the invoice of the repairs and requests Board authorization to provide the $95,679 payment to RD 2137. Under the equitable relief theory of quantum meruit, where a person provides a service without a valid contract to the benefit of the recipient, the provider is entitled to recover the reasonable value of the services it provided. CONSEQUENCE OF NEGATIVE ACTION: Without Board approval, the FC District will not be able to issue payment to fund the emergency repairs. ATTACHMENTS 5-04-23 Invoice from RD 2137 Cost Share Invoice Email Contractor Invoice to RD 2137 RECOMMENDATION(S): (1) APPROVE plans, specifications, and design for the Grayson Creek Desilt Project. (County Project No. 7520-6B8201) (District IV, V) (2) DETERMINE that the bid submitted by Pacific States Environmental Contractors, Inc. (“Pacific States”), has complied with the requirements of the County’s Outreach Program and has exceeded the Mandatory Subcontracting Minimum for this project, as provided in the project specifications; and FURTHER DETERMINE that Pacific States has submitted the lowest responsive and responsible bid for the project. (3) AWARD the construction contract for the above project to Pacific States in the listed amount ($1,477,165.00) and the unit prices submitted in the bid, and DIRECT that Pacific States shall present two good and sufficient surety bonds, as indicated below, and that the Chief Engineer, or designee, shall prepare the contract. (4) ORDER that, after the contractor has signed the contract and returned it, together with the bonds as noted below and any required certificates of insurance or other required documents, and the Chief Engineer has reviewed and found them to be sufficient, the Chief Engineer, or designee, is authorized to sign the contract for this Board. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Adelina Huerta, 925.313.2305 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 7 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:June 27, 2023 Contra Costa County Subject:Construction Contract for the Grayson Creek Desilt Project, Pleasant Hill and Pacheco areas. RECOMMENDATION(S): (CONT'D) (5) ORDER that, in accordance with the project specifications and/or upon signature of the contract by the Chief Engineer, or designee, bid bonds posted by the bidders are to be exonerated and any checks or cash submitted for security shall be returned. (6) ORDER that, the Chief Engineer, or designee, is authorized to sign any escrow agreements prepared for this project to permit the direct payment of retentions into escrow or the substitution of securities for moneys withheld by the County to ensure performance under the contract, pursuant to Public Contract Code Section 22300. (7) AUTHORIZE the Chief Engineer, or designee, to order changes or additions to the work pursuant to Public Contract Code section 20142. (8) DELEGATE, pursuant to Public Contract Code Section 4114, to the Chief Engineer, or designee, the Board’s functions under Public Contract Code Sections 4107 and 4110. (9) DELEGATE, pursuant to Labor Code Section 6705, to the Chief Engineer, or to any registered civil or structural engineer employed by the County, the authority to accept detailed plans showing the design of shoring, bracing, sloping, or other provisions to be made for worker protection during trench excavation covered by that section. (10) DECLARE that, should the award of the contract to Pacific States be invalidated for any reason, the Board would not in any event have awarded the contract to any other bidder, but instead would have exercised its discretion to reject all of the bids received. Nothing in this Board Order shall prevent the Board from re-awarding the contract to another bidder in cases where the successful bidder establishes a mistake, refuses to sign the contract, or fails to furnish required bonds or insurance (see Public Contract Code Sections 5100-5107). FISCAL IMPACT: The Project will be funded by 100% Flood Control Zone 3B Funds. BACKGROUND: The above project was previously approved by the Board of Supervisors, plans and specifications were filed with the Board, and bids were invited by the Chief Engineer. On May 23, 2023, the Public Works Department received bids from the following contractors: BIDDERS, TOTAL AMOUNT, BOND AMOUNTS Pacific States Environmental Contractors, Inc.: $1,477,165.00; Payment: $1,477,165.00; Performance: $1,477,165.00 Evans Brothers, Inc.: $1,589,600.00 Ground Control Inc.: $1,601,800.00 Goodfellow Bros. California, LLC: $1,615,284.00 Suulutaaq, Inc.: $1,687,733.00 Brannon Corporation: $1,745,940.00 Granite Rock Company: $2,122,585.00 RX Lodge: $2,322,676.20 The Chief Engineer has reported that Pacific States documented an adequate good faith effort to comply with the requirements of the County’s Outreach Program and exceeded the Mandatory Subcontracting Minimum, and the Chief Engineer recommends that the construction contract be awarded to Pacific States. The Chief Engineer recommends that the bid submitted by Pacific States Environmental Contractors, Inc. is the lowest responsive and responsible bid, which is $112,435.00 less than the next lowest bid, and this Board concurs and so finds. The Board of Supervisors previously adopted the Mitigated Negative Declaration and Mitigation and Monitoring Reporting Program in compliance with the California Environmental Quality Act (CEQA) and a Notice of Determination was filed with the County Clerk on May 17, 2022. The general prevailing rates of wages, which shall be the minimum rates paid on this project, have been filed with the Clerk of the Board, and copies will be made available to any party upon request. CONSEQUENCE OF NEGATIVE ACTION: Construction of the project would be delayed, and the project might not be built. RECOMMENDATION(S): Acting as the governing board of the Contra Costa County Fire Protection District (CCCFPD), APPROVE and AUTHORIZE the Purchasing Agent, on behalf of the Fire Chief, to execute a purchase order amendment with CDW-G, to increase the maximum expenditure amount under the blanket purchase order by $75,000 for a new purchasing limit of $250,000, for the purchase of additional information technology equipment with no change to the term. FISCAL IMPACT: Approval will result in additional expenditures of up to $75,000 through July 31, 2023 and will be funded 100% by the CCCFPD General Fund. BACKGROUND: CDW-G is a value-added reseller that provides consulting services as well as a full selection of cutting-edge information technology products. They maintain a large selection of current inventory items and have established partnerships with brand name manufacturers. On September 7, 2022, the Purchasing Agent with County Administration approval, executed APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Regina Rubier, Chief of Admin Services, 925-941-3300 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 8 To:Board of Supervisors From:Lewis T. Broschard III, Chief, Contra Costa Fire Protection District Date:June 27, 2023 Contra Costa County Subject:Blanket Purchase Order for CDW – change order and BPO limit increase BACKGROUND: (CONT'D) a blanket purchase order with CDW-G in an amount not to exceed $100,000 for the purchase of miscellaneous computer products, monitors, and accessories as required by the Contra Costa County Fire Protection District for the period August 1, 2022 through July 31, 2023. On March 23, 2023, the Purchasing Agent with County Administration approval, executed a purchase order amendment to increase the blanket purchase order amount by $75,000 for a new amount not to exceed $175,000 for the purchase of additional miscellaneous computer products, monitors, and accessories with no change to the original term. Approval of this purchase order amendment will allow the Purchasing Agent to execute a second purchase amendment to increase the blanket purchase order amount by $75,000 for a new amount not to exceed $250,000 for the purchase of additional miscellaneous computer products, monitors, and accessories with no change to the original term. CONSEQUENCE OF NEGATIVE ACTION: Without this change order, additional specialized information technology equipment from this supplier will not be accessible to the CCCFPD to fulfill its information technology needs. RECOMMENDATION(S): APPROVE and AUTHORIZE the Director of Airports, or designee, to execute a contract amendment to the Consulting Services Agreement with Kimley-Horn and Associates to add an additional subconsultant to perform the construction survey for the Buchanan Security Upgrades project. FISCAL IMPACT: There is no negative impact on the General Fund. There is no change to the contract amount with all contract costs being paid by the Airport Enterprise Fund. BACKGROUND: Buchanan Field staff has requested that Kimley-Horn and Associates add Telamon Engineering Consultants, Inc. (Telamon) as an additional subconsultant to perform the construction survey for the Buchanan Field Security Upgrades Project, in lieu of having the construction contractor perform the survey. This is being done because much of the survey is in critical areas of the airport and Telamon has familiarity working in these types of areas. The fence line is in close proximity to critical areas (the runway safety area and the runway object free area) and due to its APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Beth Lee, 925-681-4200 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 9 To:Board of Supervisors From:Greg Baer, Director of Airports Date:June 27, 2023 Contra Costa County Subject:Approve and Authorize Amendment 2 to Consulting Services Agreement with Kimley-Horn and Associates BACKGROUND: (CONT'D) proximity, it is paramount that the fence is located correctly not to create an obstruction or airspace issue. In addition, Telamon is registered as a Disadvantaged Business Enterprise (DBE) which aids in the Airport meeting its three-year average DBE goal. This contract amendment is necessary in order to add the subconsultant, Telamon, to the existing Buchanan Field Security Upgrades contract to enable the subconsultant to be paid for performing the work. CONSEQUENCE OF NEGATIVE ACTION: If the contract amendment is not approved, Telamon Engineering Consultants, Inc. will not be able to complete the construction survey work. RECOMMENDATION(S): Acting as the governing board of the Contra Costa County Fire Protection District (District), APPROVE and AUTHORIZE the Fire Chief, or designee, to execute a contract with AP Triton, LLC., in an amount not to exceed $260,000 to develop and facilitate an ambulance subcontractor Request for Proposals (RFP) process and response to County's Ambulance RFP for the District, for the period of July 1, 2023, through June 30, 2024. FISCAL IMPACT: Approval of this request will result in FY23-24 budgeted expenditures of up to $260,000, which are funded by 100% Contra Costa County Fire Protection District Ambulance Transport Fund. BACKGROUND: The District intends to submit a response to the Contra Costa County request for proposals to provide emergency ambulance services within Contra Costa County (the “County Ambulance RFP”). Under the first phase of this agreement, the contractor will design and develop a request for proposals (RFP) for an ambulance subcontractor, assist in the RFP process, and provide subject matter expertise and assist with the contracting of a selected provider in anticipation APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Regina Rubier (925) 265-3055 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 10 To:Contra Costa County Fire Protection District Board of Directors From:Lewis T. Broschard III, Chief, Contra Costa Fire Protection District Date:June 27, 2023 Contra Costa County Subject:Contract with AP Triton, LLC BACKGROUND: (CONT'D) of an eventual response to the County Ambulance RFP. Under the second phase of the agreement, the contractor will assist the District in developing its response to the County Ambulance RFP once that bidding process is initiated by the County. This contractor has experience in fire-based emergency services including ambulance and suppression based emergency medical services (EMS), "alliance" and direct fire department emergency ambulance RFP development, communications, human resources, consolidations, public-private partnerships, labor/management relations, EMS billing, and financial cost recovery. The contractor also has prior experience in assisting the District with the 2015 RFP process to select our current emergency ambulance subcontractor. CONSEQUENCE OF NEGATIVE ACTION: If the contract is not approved, the District will not be able to initiate a request for proposals (RFP) process to identify and secure an emergency ambulance subcontractor ahead of the release of the County Ambulance RFP. Additionally, without this contract, the District would not have a consultant secured to assist the District in its anticipated response to the County Ambulance RFP. RECOMMENDATION(S): DENY claims filed by Tanya S. Comminey, Danny Lamont Hamilton, Shirin Khaleghi, Vanessa Ochoa, Victor E. Orellana, and Daniel Rycerski. DENY amended claims filed by James and Dianne Browning, and John Simmons. DENY the late claim filed by James Johnson for J.A., a minor. FISCAL IMPACT: No fiscal impact. BACKGROUND: Tanya S. Comminey: Property claim for damage to vehicle in the amount of $164.04. Danny Lamont Hamilton: Personal injury claim related to alleged false statements by staff at the Martinez Detention Facility in the amount of $500,000. Shirin Khaleghi: Personal injury claim for injuries sustained in bus incident in the amount of $1,000,000. Vanessa Ochoa: Personal injury claim for automobile accident in an amount to exceed $25,000. Victor E. Orellana: Personal injury claim for violation of civil rights in an amount to exceed $25,000. Daniel Rycerski: Property claim for damage to vehicle in the amount of $446.59. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Risk Management I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 11 To:Board of Supervisors From:Monica Nino, County Administrator Date:June 27, 2023 Contra Costa County Subject:Claims BACKGROUND: (CONT'D) Amended James & Dianne Browning: Amended property claim for damage to vehicle in the amount of $136.42. John Simmons: Amended property claim for damage to vehicle in the amount $1,955.31. Application for Late Claim James Johnson for J.A.(minor): Request for the Board of Supervisors to accept a late claim on behalf of minor. CONSEQUENCE OF NEGATIVE ACTION: Not acting on the claims could extend the claimants' time limits to file actions against the County. Nancy Adams--TRUSTing the Process Nancy Adams’ expertise, tenacity, and discernment have been an asset to Contra Costa County DCSS for 23 years. Currently serving in the role of Attorney III, Nancy is known statewide as an expert on probate and trust collections. Here in Contra Costa, she has increased total distributed collections by seizing opportunities in probate and trust for families that have not received consistent support for many years. In addition, Nancy educates Contra Costa staff through training and individual support, as well as other child support professionals statewide through seminars and presentations in conference settings so that California DCSS can benefit from applying these enforcement remedies. After receiving her first question about a probate case from a caseworker early in her career (admittedly as a pass off from one of Nancy’s attorney colleagues), she began the laborious task of learning the basics and complexities of probate and trust to better serve our customers. Not all learning is from books, so Nancy’s education and eventual expertise grew from working through the various obstacles that arise in these complex cases. Along the way, she simplified the process for internal staff and other child support agencies by developing procedures and standardizing practices. To say probate and trust cases are complicated is an understatement ; they require arduous legwork and in-depth research. Conducting a cost benefit analysis upon receiving details of the probate or trust is necessary, and Nancy developed standard language for caseworkers to apply in communication to parties when collection efforts would not be pursued. She has transformed her experience into practical training materials by consolidating common situations and their appropriate legal responses for other child support attorneys to proceed with collections through probate or trust. This includes standard practices for replying to common objections such as when it is argued that a trust contains the spendthrift clause, protecting the beneficiary from creditors. Spendthrift clauses are not applicable to child support creditors in California and Nancy has prevailed in these cases and paved the way for others to do the same. Nancy has also standardized remedies for compliance barriers that child support attorneys may encounter when attempting to enforce a claim against a trust such as objections and non-cooperation from the trustee, including when the obligor is the trustee. A trustee may refuse to pay even when the court has issued an order to enforce against the trust beneficiary. Nancy has found w ays to collect and has shared steps for others to follow, including joining the trustee to the family law action so that legal remedies such as contempt and subpoena power become available. In those difficult cases where the trustee is also the obligor and has self-interest to not comply, Nancy has demonstrated an ability to leverage the legal remedies available to her to make collections. In eleven such cases across a two-year period, Nancy helped collect $837,501.40 for Contra Costa County families. Nancy works shoulder-to-shoulder with our caseworkers in making sure probate and trust cases result in collections. She has helped caseworkers communicate with all parties involved in managing expectations of an often -lengthy process. One such partnership with a caseworker resulted in a stipulated settlement payment of $107,000.00 on a case that lacked consistent collections for thirty years. By working with the caseworker and the involved parties, the team was able to negotiate a compromise and avoid lengthy legal processes. There is always a new case to be evaluated, and Nancy is currently working on redirecting $15,000 per month trust payments in a complicated case where the initial trustee has passed away and the trust name has changed. Payments from the trust to the obligor have been stopped pending further court determination. Since the obligor on that case is active to Title XVI benefits and has no other attachable income, without with this work on the trust, the case would close, and we would be unable to assist our customer. After more than two decades developing her expertise as a child support attorney, Nancy’s dedication to her work, including her contributions to the child support community in probate and trust, continue to impact the program. Not only does Nancy work closely with our caseworkers and other local child support agencies, she also assists child support professionals in other counties by appearing in probate court in Alameda, Santa Clara, and beyond. Nancy has had to familiarize herself with differing local rules as well as other counties’ probate examiner offices. She has presented about probate and trust at CSDA and Attorney College and, in 2021, was an editor of the CSDA published Attorney Sourcebook. Lastly, Nancy supports the attorney team in Contra Costa as a trailblazer in technology, advocating for new efficiencies like the adoption of electronic files for use in court. All of this is in addition to Nancy’s primary duties in appearing on and preparing for child support and health insurance establishment and modification cases. From one of Nancy’s earliest successful probate collections in June 2009 that resulted in a $115,000 settlement payment, to her most recent success in 2022 that resulted in collections totaling $210,658.18, Nancy Adams has added value to Contra Costa County and California DCSS consistently and directly. For balancing her work on probate and trust while masterfully handling a regular attorney workload, Nancy Adams is more than deserving of recognition as the most outstanding attorney. In the matter of:Resolution No. 2023/264 Recognizing Department of Child Support Services Attorney, Nancy Adams receiving the Child Support Directors Association Outstanding Attorney Award. WHEREAS, Nancy Adams has served the community of Contra Costa County for 23 years; and WHEREAS, Nancy Adams has developed her expertise as a Child Support Attorney for two decades with a focus on probate and trust matters; and WHEREAS, Nancy Adams is known statewide as an expert on probate and trust matters, having provided assistance to many sister county child support agencies; and WHEREAS, because of Nancy Adams’ expertise, many families have benefited from child support collections; and WHEREAS, Nancy Adams has been recognized as the Attorney of the Year for 2023 by the Child Support Directors Association. NOW, THEREFORE, BE IT RESOLVED that the Board of Supervisors of Contra Costa County does hereby recognize Nancy Adams, Child Support Services Attorney, for receiving the Child Support Services Directors Association's Outstanding Attorney of the Year award, as recommended by Child Support Services Director. ___________________ JOHN GIOIA Chair, District I Supervisor ______________________________________ CANDACE ANDERSEN DIANE BURGIS District II Supervisor District III Supervisor ______________________________________ KEN CARLSON FEDERAL D. GLOVER District IV Supervisor District V Supervisor I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator By: ____________________________________, Deputy RECOMMENDATION(S): Recognize Department of Child Support Services (DCSS) Attorney, Nancy Adams, receiving the Child Support Directors Association (CSDA) Outstanding Attorney Award. FISCAL IMPACT: There is no fiscal impact for this action. BACKGROUND: WHEREAS, Nancy Adams has served the community of Contra Costa County for 23 years; and WHEREAS, Nancy Adams has developed her expertise as a Child Support Attorney for two decades with a focus on probate and trust matters; and WHEREAS, Nancy Adams is known statewide as an expert on probate and trust matters, having provided assistance to many sister county child support agencies; and WHEREAS, because of Nancy Adams’ expertise, many families have benefited from child support collections; and WHEREAS, Nancy Adams has been recognized as the Attorney of the Year for 2023 by the Child Support Directors Association. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Jessica Shepard, 925-313-4454 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Antonia Welty, Deputy cc: C. 12 To:Board of Supervisors From:Lori Cruz, Child Support Services Director Date:June 27, 2023 Contra Costa County Subject:Award recognizing Nancy Adams, Child Support Services Attorney - Advance, CSDA’s Outstanding Attorney of the Year AGENDA ATTACHMENTS Resolution 2023/264 CSDA Nomination MINUTES ATTACHMENTS Signed Resolution No. 2023/264 In the matter of:Resolution No. 2023/246 Recognizing Bob Butler on the occasion of his retirement after 42 years of work with KCBS Radio and his contribution to the field of journalism and the residents of the San Francisco Bay Area. WHEREAS, Bob Butler began his career in broadcast journalism in 1979 when he was hired by KBLX Radio in Berkeley, went on to work at KDIA Radio in Oakland in 1980, and was then hired in 1981 by KCBS Radio in San Francisco. WHEREAS, during his 44-year career he has covered every kind of story in the United States, including the topics of politics, business, natural disasters, and crime. He has also reported on important stories from several countries, including Brazil, Northern Ireland, South Africa, Rwanda, Mozambique, Namibia, Tanzania, and Senegal. WHEREAS, Bob is a graduate of San Francisco State University with a bachelor’s degree in Broadcast Journalism and has been recognized with numerous awards for his work, including a national Edward R. Murrow Award in 2012 for his coverage of struggling homeowners during the aftermath of Hurricane Katrina, recognition as the 2021 Antioch Chamber of Commerce Citizen of the Year and the KPIX Jefferson Award for his service delivering essentials to his community during the COVID-19 pandemic, and the SAG-AFTRA Howard Keel Award in 2022 for his significant contributions to the organization. WHEREAS, in addition to his work with KCBS, Bob has a passion for training the next generation of journalists and has taught at the University of California Berkeley and San Francisco State University, as well as working for eighteen months as the Director of Diversity for CBS Corporation, recruiting candidates for the company’s radio and television stations. WHEREAS, Bob also works as an independent journalist on the award-winning Chauncey Bailey Project and spent eight years on the board of the National Association of Black Journalists where he was President from 2013-2015, and is the Broadcast Vice President on the SAG-AFTRA national board. NOW, THEREFORE, BE IT RESOLVED that the Contra Costa County Board of Supervisors recognizes and honors Bob Butler for his forty-four years of dedicated service to the profession of journalism, the people of this county, and the greater San Francisco Bay Area. ___________________ JOHN GIOIA Chair, District I Supervisor ______________________________________ CANDACE ANDERSEN DIANE BURGIS District II Supervisor District III Supervisor ______________________________________ KEN CARLSON FEDERAL D. GLOVER District IV Supervisor District V Supervisor I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator By: ____________________________________, Deputy APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Stephen Griswold, (925) 655-2339 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Antonia Welty, Deputy cc: C. 13 To:Board of Supervisors From:Diane Burgis, District III Supervisor Date:June 27, 2023 Contra Costa County Subject:Recognizing Bob Butler on the occasion of his retirement after 42 years of work with KCBS Radio and his contribution to the field of journalism AGENDA ATTACHMENTS Resolution 2023/246 MINUTES ATTACHMENTS Signed Resolution No. 2023/246 AOD Board People Who Make a Difference Awards 2023 Page 1 of 2 Alcohol and Other Drugs Advisory Board of Contra Costa County PEOPLE WHO MAKE A DIFFERENCE AWARDS 2023 VOLUNTEER INDIVIDUAL District V – Supervisor Federal Glover Nicole Green Nicole Green is an experienced Reentry Transition Specialist who works with the AB109 populations. Through her work with AB109, Nicole works collaboratively with various local health and social departments, and organizations to help individuals in their journey to recover from alcohol and other drugs. In her role as a Vice Chair of the Community Advisory Board (CAB), Nicole advocates for funding to support the various needs in the community. Nicole continues to grow in her career as she improves services for returning citizens with substance use. VOLUNTEER GROUP District V – Supervisor Federal Glover Bellos Barber Beauty College Bellos Barber Beauty College is a local school of aspiring barbers who receive training to be certified by the Board of Barbering and Cosmetology. Bellos contributes to the community by volunteering their time and talents by providing free of cost haircuts to community members in local events aimed at serving those impacted by health disparities. At the Alcohol and Other Drugs Advisory Board-led Bay Point Clean Slate Event held in July 2022, Bellos provided at least 30 high quality haircuts, many of whom were to clients in substance use treatment who had attended the event. NON-VOLUNTEER INDIVIDUAL District IV – Supervisor Ken Carlson Damon Fischer Damon Fischer is the director of residential and detox services at Bi-Bett Programs. Damon works hands-on to help staff and programs with the necessary tools to successfully provide quality services to clients in recovery. As an experienced substance use disorder counselor, Damon is client oriented and community driven. He works at all hours of the day. Damon’s colleagues and staff feel motivated by his leadership to provide high-level care in all the programs in Contra Costa County. NON-VOLUNTEER GROUP District IV – Supervisor Ken Carlson Diablo Valley Ranch Diablo Valley Ranch (DVR), a Substance Use Residential program, is best represented by Jason Ament and Sean Abeyta who are substance use counselors. Both Jason and Sean are DVR graduates and have firsthand experience. They are also examples in their roles of giving back to the substance use community. Often times, they work as a team to facilitate interventions to retain clients in treatment. Their work and partnership contributes to the overall success of DVR. NON-VOLUNTEER GROUP District IV - Supervisor Ken Carlson Derrick Kirk and Nicole Square (CourAGE) Derrick Kirk and Nicole Square are Youth Development Specialists staff of the Contra Costa County Office of Education. They both help run CourAGE a youth-led advocacy coalition. Derrick and Nicole provide youth participants in grades 8- 12 the skills, support, and confidence to mobilize youth and communities to address substance use related issues. CourAGE develops creative materials such as PSAs to inform youth and communities about substance use through proclamations at the local level and education. Derrick and Nicole work well as a team to empower the youth and make a difference. AOD Board People Who Make a Difference Awards 2023 Page 2 of 2 NON-VOLUNTEER GROUP District IV – Supervisor Ken Carlson LQBTQ Minus Tobacco LGBTQ Minus Tobacco works specifically with LGBTQ+ youth, adults, and communities throughout the Bay Area to prevent tobacco and substance use. LGBTQ Minus Tobacco focuses on youth in Concord who may have a higher exposure to cheap tobacco products, specifically to LGBTQ youth. LGBTQ Minus Tobacco fights the tobacco industry through advocacy efforts in collaboration with local community partners to raise awareness and education of policies to vulnerable individuals and communities to advocate and mobilize for a safer community and equity amongst LGBTQ youth and adults. There is a strong correlation between tobacco and cannabis vaping, specially among LGTBQ youth. NON-VOLUNTEER GROUP District I – Supervisor John Gioia House of Loving Hands Deneshia Clemons is the founder of House of Loving Hands, which is an organization that helps victims of domestic violence where very frequently substance use is involved. House of Loving Hands is an advocate of victims, specifically women and children by providing various services such as safe housing whether that is in an emergency, short-term, or long-term capacity. Deneshia is an ally who helps link community members to the appropriate services they need, including substance use services. YOUTH LEADERSHIP INDIVIDUAL District V – Supervisor Federal Glover Patricia Britton Patricia Britton is a youth leader who is involved in various youth-led organizations such as the Pittsburg Y.A.C.H.T. (Youth Advocating Change Halting Tobacco) Club and the Pride & Purpose Project, where she currently serves as the president. Patricia has learned substance use policy advocacy prevention strategies specifically to address underage tobacco use, vaping, and cannabis use. Patricia is a leader to her peers through active involvement in the community, participating in educational campaigns, attending events and local city council meetings. She is currently working with the City of Pittsburg to bring the Social Host Ordinance to the City. Patricia is an accomplished leader who has been accepted into U.C. Berkeley for Fall 2023. YOUTH LEADERSHIP GROUP District III – Supervisor Diane Burgis Elevate Youth Elevate Youth is a peer-to-peer model program that focuses on youth development by equipping high schoolers with leadership skills to mentor middle schoolers on Underage Cannabis Use and prevention education. The youth mentors have made a successful impact on their mentees by raising awareness about the harmful hard facts of cannabis use during adolescence. In addition, the youth have educated the community through parent education nights and attendance at local City Council meetings to learn about the impact of policy on the cannabis retail environment and the community. POSTHUMOUS RECOGNITION AWARD District IV – Supervisor Ken Carlson Toni Brock Toni Brock was a community member who provided safe housing for individuals with substance use. Toni assisted in ensuring that individuals had the necessary support to successfully continue their recovery journey. She helped with providing transportation resources and insurance assistance so that individuals were able to attend meetings, interviews, and medical appointments. Having lived experience, Toni helped guide many individuals who were at the beginning of their substance use recovery. RECOMMENDATION(S): PRESENTATION to recognize those who have significantly contributed towards reducing substance abuse in Contra Costa communities on the occasion of “People Who Make a Difference Awards 2023.” FISCAL IMPACT: There is no fiscal impact for this action. BACKGROUND: Once a year, the Alcohol and Other Drugs Advisory Board of Contra Costa County acknowledges both volunteer and non-volunteer individuals and groups that have significantly contributed towards reducing alcohol and other drugs in Contra Costa. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Fatima Matal Sol, (925) 335-3307 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Antonia Welty, Deputy cc: C. 14 To:Board of Supervisors From:Anna Roth, Health Services Director Date:June 27, 2023 Contra Costa County Subject:People Who Make a Difference Awards 2023 ATTACHMENTS People Who Make a Difference Awards 2023 In the matter of:Resolution No. 2023/263 In the matter of honoring Lillian Roselin, Executive Director of the John Muir Community Health Fund on the occasion of her retirement Whereas, Lillian has devoted her career to working in the nonprofit sector and had over 20 years of experience before joining the John Muir Community Health Fund; and Whereas, she has served the Contra Costa Community for 25 years; and Whereas, in 2006, she started working for the John Muir Community Health Fund; and Whereas, the John Muir Community Health Fund formed in 1997 when the merger that created John Muir Health called for developing and funding an independent “community health benefit nonprofit corporation” and since the inception, the Community Health Fund have been dedicated to supporting programs that improve the health of medically uninsured and underserved populations in central and east Contra Costa County; and Whereas, the John Muir Community Health Fund has an appointed, ten-member board of directors governs the Community Health Fund and John Muir Health, a not-for-profit health system, provides funding for the grant program and program-related operations; and Whereas, Lillian has demonstrated herself to be a reliable and accomplished leader, that effectively managed the foundation's resources and upheld its vision and values; and Whereas, Lillian’s unceasing commitment and dedication in advocating for the underserved and uninsured residents of Concord, Pleasant Hill, and Contra Costa County have earned her widespread recognition and respect; and Whereas, by focusing on making health and healthcare more accessible and equitable for those in need, Lillian has made a significant impact on the lives of many individuals in the East Bay area. Now therefore be it resolved that the Contra Costa County Board of Supervisors recognizes Lillian Roselin on the occasion of her retirement and honors her hard work and dedication to the underserved and health of our community. ___________________ JOHN GIOIA Chair, District I Supervisor ______________________________________ CANDACE ANDERSEN DIANE BURGIS District II Supervisor District III Supervisor ______________________________________ KEN CARLSON FEDERAL D. GLOVER District IV Supervisor District V Supervisor I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator By: ____________________________________, Deputy APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Manny Bowlby 655-2350 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Antonia Welty, Deputy cc: C. 15 To:Board of Supervisors From:Ken Carlson Date:June 27, 2023 Contra Costa County Subject:In the matter of honoring Lillian Roselin, Executive Director of the John Muir Community Health Fund on the occasion of her retirement AGENDA ATTACHMENTS Resolution 2023/263 MINUTES ATTACHMENTS Signed Resolution No. 2023/263 RECOMMENDATION(S): AAPPOINT Dennisha Marsh to the District V Seat on the Library Commission for a term ending on June 30, 2024, as recommended by Supervisor Glover. FISCAL IMPACT: None. BACKGROUND: The Commission serves in an advisory capacity to the Board of Supervisors and the County Librarian; provides a forum for the community to provide input concerning Library operations, and recommends proposals to the Board of Supervisors and the County Librarian which may improve the Library. CONSEQUENCE OF NEGATIVE ACTION: Seat would remain vacant. CHILDREN'S IMPACT STATEMENT: None. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Vincent Manuel (925) 608-4200 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 16 To:Board of Supervisors From:Federal D. Glover, District V Supervisor Date:June 27, 2023 Contra Costa County Subject:APPOINT Dennisha Marsh to the Library Commission as the District V Representative Richmond Southeast Shoreline Area Community Advisory Group ________________________________________________________________________________________________________________________________________________________________________________________________________________________ CAG Mission Statement Our purpose is to ensure that the interests of the entire community are included in plans for the proper and comprehensive cleanup and ongoing monitoring of polluted sites in the Richmond Southeast Shoreline Area. The CAG’s job is to involve all stakeholders in a public, inclusive process leading to an appropriate clean up of polluted sites in this area. Page 1 of 1 EXECUTIVE COMMITTEE May 1, 2023 To: Michael Kent County Hazardous Materials Ombudsman Contra Costa County Hazardous Materials Commission Re: Nomination of Jamin Pursell to the Contra Costa County Hazardous Materials Commission by the Richmond Southeast Shoreline Area Community Advisory Group executive committee Greetings Mr. Kent. The Richmond Southeast Shoreline Area Community Advisory Group (CAG) executive committee is pleased to nominate Jamin Pursell to the Environmental Organization Seat of the Contra Costa County Hazardous Materials Commission. Jamin participates in the Richmond Southeast Shoreline Area (RSSA) Community Advisory Group (CAG) meetings with DTSC and other stakeholders regarding the plans for the proper and comprehensive cleanup of the Zeneca-Stauffer research and industrial plant site on the Richmond shoreline. This site is one of the most hazardous and complex waste sites in California, as it impacts the broader community via high volumes of hazardous waste, as well as dispersal and leakage to surrounding properties and public spaces. He also is the co-chair of the Richmond Shoreline Alliance and on the Sierra Club West Contra Costa Group Exec Committee. We strongly support this nomination as we know Jamin will be a great asset to the community and environment on the County Hazardous Materials Commission. Sincerely, (electronic signature) Maggie Lazar Chair Richmond Southeast Shoreline Area Community Advisory Group HAZARDOUS MATERIALS COMMISSION ROSTER AS OF JUNE 7, 2023 Position Name Start date End date City of Residence Business Seat 1 ‐ West Co. Council of Industries Fred Glueck 28‐Feb‐23 31‐Dec‐26 Alamo Business Seat 1 Alt. ‐ West Co. Council of Ind. Aaron Winer 28‐Feb‐23 31‐Dec‐26 Vallejo Business Seat 2 ‐ Industrial Association Mark Hughes 1‐Jan‐22 31‐Dec‐25 Benicia Business Seat 2 Alternate ‐ Industrial Association Amy McTigue 1‐Jan‐22 31‐Dec‐25 Lafayette Business Seat 3 ‐ Contra Costa Taxpayers Assoc. Andrew D Graham 28‐Feb‐23 31‐Dec‐24 Pleasant Hill Business Seat 3 Alt. ‐ Co. Co. Taxpayers Assoc. Marjorie Leeds 1‐Jan‐21 31‐Dec‐24 Martinez City Seat 1 Anthony L Tave 28‐Feb‐23 31‐Dec‐26 Pinole City Seat 1 Alternate Vacancy 1‐Jan‐23 31‐Dec‐26 City Seat 2 Mark Ross 1‐Jan‐20 31‐Dec‐23 Martinez City Seat 2 Alternate Edi Birsan 21‐Jan‐20 31‐Dec‐23 Concord City Seat 3 Soheila V Bana 21‐Mar‐23 31‐Dec‐24 Richmond City Seat 3 Alternate Peter K Cloven 30‐Mar‐21 31‐Dec‐24 Clayton Environmental Engineering Firms George Smith 1‐Jan‐22 31‐Dec‐25 Walnut Creek Environmental Engineering Firms Alternate Ronald Chinn 1‐Jan‐22 31‐Dec‐25 Lafayette Environmental Justice Representative Maureen M Brennan 26‐Jul‐22 31‐Dec‐25 Rodeo Environmental Justice Representative Alternate Kevin G Ruano Hernandez 18‐Apr‐23 31‐Dec‐25 San Pablo Environmental Organizations Seat 1 Vacancy 1‐Jan‐21 31‐Dec‐24 Environmental Organizations Seat 1 Alternate Vacancy 1‐Jan‐21 31‐Dec‐24 Environmental Organizations Seat 2 Jonathan Bash 1‐Jan‐20 31‐Dec‐23 Martinez Environmental Organizations Seat 2 Alternate Ed Morales 1‐Jan‐20 31‐Dec‐23 Martinez General Public Tim Bancroft 22‐Feb‐22 31‐Dec‐23 Danville General Public Alternate Vacancy 26‐Jul‐22 31‐Dec‐23 Labor Seat 1 ‐ Central Labor Council Julian Vinatieri 21‐Mar‐23 31‐Dec‐26 Vacaville Labor Seat 1 Alternate ‐ Central Labor Council Terry A Baldwin 28‐Feb‐23 31‐Dec‐26 Concord Labor Seat 2 ‐ United Steel Workers Local 5 Jim Payne 1‐Jan‐20 31‐Dec‐23 Martinez Labor Seat 2 Alternate ‐ United Steel Workers Local 5 Tracy Scott 1‐Jan‐20 31‐Dec‐23 Martinez League of Women Voters Marielle Boortz 1‐Jan‐21 31‐Dec‐24 League of Women Voters Alternate Madeline Kronenberg 1‐Jan‐21 31‐Dec‐24 Members: Fred Glueck – Chair, Soheila Bana, Tim Bancroft, Jonathan Bash, Marielle Boortz, Maureen Brennan, Drew Graham, Mark Hughes, Jim Payne, Mark Ross, George Smith, Antony Tave, Julian Vinatieri 597 Center Avenue, Suite 110, Martinez CA 94553, (925) 250-3227, mkent@cchealth.org ** PLEASE POST or DISTRIBUTE ** CONTRA COSTA COUNTY HAZARDOUS MATERIALS COMMISSION SEEKS APPLICANTS DO HAZARDOUS MATERIALS POLICY ISSUES INTEREST YOU? The Contra Costa County Hazardous Materials Commission is seeking applicants to fill a Environmental Organization Seat. You may apply if you:  live or work in Contra Costa County;  can represent an Environmental Organization;  have demonstrated interest in hazardous materials issues;  have an awareness of, and interest in, the principles of Environmental Justice as defined in County policy;  can attend monthly Commission and committee meetings. The Commission is a voluntary body appointed by the Board of Supervisors and makes policy recommendations to the Board and County staff on issues concerning hazardous materials and hazardous waste. The Commission’s 14 members and alternates serve four-year terms and include representatives of industry, labor, civic groups, environmental organizations, environmental engineers, the general public, cities and Environmental Justice communities. To obtain an application form, or for further information, contact Michael Kent, Executive Assistant to the Commission, at (925) 250-3227 or mkent@cchealth.org. Applications may also be obtained from the Clerk of the Board located at 1025 Escobar Street 1st Floor, Martinez CA 94553. You may also submitt an application by mail, e-mail or on-line: https://www.contracosta.ca.gov/3418/Appointed-Bodies-Committees-Commissions Applications must be received by May 3, 2023 and if mailed, mailed to the Clerk of the Board. Interviews for qualified applicants will take place from 10:00 am – 12:00 pm on May 12, 2023. RECOMMENDATION(S): APPOINT Jamin Pursell to the Environmental Organization seat on the Hazardous Materials Commission to complete a term that will expire on December 31, 2024. FISCAL IMPACT: No fiscal impact. BACKGROUND: The Hazardous Materials Commission was established in 1986 to advise the Board, County Staff and the mayors, council members, and staffs of the cities within the County, on issues related to the development, approval and administration of the County Hazardous Waste Management Plan. Specifically, the Board charged the Commission with drafting a Hazardous Materials Storage and Transportation Plan and Ordinance, coordinating the implementation of the Hazardous Materials Release Response Plan and inventory program, and to analyze and develop recommendations regarding hazards materials issues with consideration to broad public input, and report back to the Board on Board referrals. The Environmental Organization #1 seat was vacated due to the resignations of Steve Linsley and declared vacant by the Board of Supervisors on April 18, 2023 (Item C.31). The by-laws of the Hazardous Materials Commission provide for two representatives of environmental organizations, with all applicants to any of the two “Environmental Organization” seats to be nominated by an environmental organization, but that no particular environmental organization will have an exclusive right to nominate an individual to any one of the two aforesaid seats or their alternates, and therefore, which environmental organizations are represented on the Hazardous Materials Commission rests with the Internal Operations Committee and ultimately the Board of Supervisors. The Hazardous Materials Commission recruited for the open Environmental Organization #1 seat (flyer attached). The Commission received two qualifying applications (attached). At its May 25, 2023 meeting, the Commission unanimously voted to recommend Jamin Pursell for the Environmental Organization seat. The term for that seat will expire on December 31, 2024. A letter of support for Mr. Pursell is attached. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Michael Kent, 925-313-6587 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 17 To:Board of Supervisors From:INTERNAL OPERATIONS COMMITTEE Date:June 27, 2023 Contra Costa County Subject:RECOMMENDATION FOR APPOINTMENT TO THE HAZARDOUS MATERIALS COMMISSION BACKGROUND: (CONT'D) The Internal Operations Committee, on June 12, considered and approved Mr. Pursell's nomination and recommends his appointment. The IOC requested that additional outreach be conducted for other pending vacancies with emphasis on District III, which is underrepresented on the Hazardous Materials Commission. ATTACHMENTS Media Release_HazMat Environmental Org Seat Vacancy Hazardous Materials Commission Roster Application_Jamin Pursell_HazMat Ltr of Suppport for Jamin Pursell Application_Heidi Taylor_HazMat Application_Frank Qin_HazMat Application_James Boster_HazMat Application_Martin Bond_HazMat Contra Costa County NOTICE C.18 The Board of Supervisors will make appointments to fill existing advisory body vacancies. Interested citizens may submit written applications for vacancies to the following address: Clerk of the Board of Supervisors 1025 Escobar Street, 1st Floor Martinez, CA 9455 Board , Commission , or Committee Emergency Medical Care Committee Seat: 812 Office of the Sheriff Representative A pp ointments will be made after July 11, 2023 I, Monica Nino, Clerk of the Board of Supervisors and the County Administrator, hereby certify that, in accordance with Section 54974 ofthe Government Code, the above notice of vacancy (vacancies) will be posted on June 27, 2023. cc : Hard Copy to Clerk of the Board Lobby Hard Copy to Minutes File Soft Copy .DOCX to M:\5-Notices and Postings Soft Copy .P DF to S:\Minutes Attachments\Minutes 2020 Soft Copy .PDF to M:\1-Committee Files and Applications I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. Attested: June 27, 2-023 Monica Nino, Clerk of the Board of Supervisors And ri;;.ministrator By: )J.J\QJC) ~ Deputy Clerk RECOMMENDATION(S): DECLARE vacant Seat B12 – Contra Costa Office of the Sheriff Representative, on the Emergency Medical Care Committee (EMCC); and DIRECT the Clerk of the Board to post the vacancy, as recommended by the Health Services Director. FISCAL IMPACT: There is no fiscal impact for this action. BACKGROUND: The EMCC is a multidisciplinary committee appointed by the County Board of Supervisors, to provide advice and recommendations on EMS-related matters to the Board, Health Services Director, and its EMS Agency. Membership consists of consumer representatives, and representatives of EMS-related organizations and groups. EMCC Member Jason Vorhauer provided written notification on June 6, 2023 to the Committee staff support person stating the resignation of his seat on the EMCC effective immediately due to a recent promotion, and that a new B12 seat representative has been selected by the organization. The term of the seat expires on September 30, 2024. CONSEQUENCE OF NEGATIVE ACTION: Failure to declare this vacancy will delay making a new appointment to the seat. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Marshall Bennett, (925) 608-5454 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 18 To:Board of Supervisors From:Anna Roth, Health Services Director Date:June 27, 2023 Contra Costa County Subject:Declare Vacancy on the Emergency Medical Care Committee (EMCC) AGENDA ATTACHMENTS MINUTES ATTACHMENTS Vacancy Notice Contra Costa County NOTICE C.19 The Board of Supervisors will make appointments to fill existing advisory body vacancies. Interested citizens may submit written applications for vacancies to the following address: Clerk of the Board of Supervisors 1025 Escobar Street, pt Floor Martinez, CA 9455 Board , Commission , or Committee Alcohol and Other Drugs Advisory Board Seat: At-Large 3 A ppointments will be made after July 11, 2023 I, Monica Nino, Clerk of the Board of Supervisors and the County Administrator, hereby certify that, in accordance with Section 54974 of the Government Code, the above notice of vacancy (vacancies) will be posted on June 27, 2023. cc: Hard Copy to Clerk of the Board Lobby Hard Copy to Minutes File Soft Copy .DOCX to M:\5-Notices and Postings Soft Copy .PDF to S:\Minutes Attachments\Minutes 2020 Soft Copy .PDF to M:\1-Committee Files and Applications I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. Attested: June 27, 2023 Monica Nino, Clerk of the Board of Supervisors Andristrator By: cLQ_tiJ\ Q ¥) <Hu Q~ Deputy Clerk Contra Costa County NOTICE C.19 The Board of Supervisors will make appointments to fill existing advisory body vacancies. Interested citizens may submit written applications for vacancies to the following address: Clerk of the Board of Supervisors 1025 Escobar Street, 1st Floor Martinez, CA 9455 Board , Commission , or Committee Alcohol and Other Drugs Advisory Board Seat: At-Large 5 A ppointments will be made after July 11, 2023 I, Monica Nino, Clerk of the Board of Supervisors and the County Administrator, hereby certify that, in accordance with Section 54974 of the Government Code, the above notice of vacancy (vacancies) will be posted on June 27, 2023. cc: Hard Copy to Clerk of the Board Lobby Hard Copy to M i nutes File Soft Copy .DOCX to M :\5-Notices and Postings Soft Copy .PDF to $:\Minutes Attachments\Minutes 2020 Soft Copy .PDF to M :\1-Committee Files and Applicat ions I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. Attested : June 27 , 2023 Monica Nino, Clerk of the Board of Supervisors ::d~ ~µ,g_Q_ DePUtYGerk Contra Costa County NOTICE C.19 The Board of Supervisors will make appointments to fill existing advisory body vacancies. Interested citizens may submit written applications for vacancies to the following address: Clerk of the Board of Supervisors 1025 Escobar Street, 1st Floor Martinez, CA 9455 Board , Commission , or Committee Alcohol and Other Drugs Advisory Board Seat: At-Large 6 A ppointments will be made after July 11, 2023 I, Monica Nino, Clerk of the Board of Supervisors and the County Administrator, hereby certify that, in accordance with Section 54974 of the Government Code, the above notice of vacancy (vacancies) will be posted on June 27, 2023. cc: Hard Copy to Clerk of the Board Lobby Hard Copy to Minutes File Soft Copy .DOCX to M:\5-Notices and Postings Soft Copy .PDF to S:\Minutes Attachments\Minutes 2020 Soft Copy .PDF to M:\1-Committee Files and Applications I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. Attested: June 27, 2023 Monica Nino, Clerk of the Board of Supervisors And Cou Administrator RECOMMENDATION(S): DECLARE vacant the Alcohol and Other Drugs Advisory Board At-Large 3 seat previously held by Talia Moore, At-Large 5 Seat previously held by Michael Ward and At-Large 6 Seat previously held by Martha “Azi” Carter; and DIRECT the Clerk of the Board to post the vacancies, as recommended by the Health Services Director. FISCAL IMPACT: There is no fiscal impact for this action. BACKGROUND: The Alcohol and Other Drugs Advisory Board’s mission is to identify needs in the community with regards to substance use prevention or treatment. The findings and recommendations are provided to the Board of Supervisors, the Health Services Department, Behavioral Health Division and the Alcohol and Other Drugs Administration (AODS). The Board is comprised by five supervisorial district seats, six At- Large Member Seats and three At- Large Alternate Seats. The At-Large 3 Seat expires June 30, 2025. The At-Large 5 Seat expires June 30, 2023 and the At-Large 6 Seat expires June 30, 2024. Dr. Moore and Mr. Ward vacated their seats due to job related reasons and Azi vacated her seat due to time commitment reasons. CONSEQUENCE OF NEGATIVE ACTION: The seats will remain unfilled, and this will potentially make it more difficult to achieve a quorum and lessen the viewpoint of communities impacted by substance use issues in the community. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Fatima Matal Sol, (925) 335-3307 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 19 To:Board of Supervisors From:Anna Roth, Health Services Director Date:June 27, 2023 Contra Costa County Subject:Declare Vacancies on the Alcohol and Other Drugs Advisory Board AGENDA ATTACHMENTS MINUTES ATTACHMENTS Vacancy Notice RECOMMENDATION(S): REAPPOINT the following individual to fill the District IV Seat on the Contra Costa County Planning Commission to a term ending on June 30, 2027 as recommended by Supervisor Ken Carlson. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Manny Bowlby 655-2350 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 20 To:Board of Supervisors From:Ken Carlson Date:June 27, 2023 Contra Costa County Subject:Reappoint Kevin Van Buskirk to the District IV Seat of the Contra Costa County Planning Commission RECOMMENDATION(S): (CONT'D) Kevin Van Buskirk Pleasant Hill FISCAL IMPACT: None BACKGROUND: The County Planning Commission (CPC) consist of seven members appointed by the board on the basis that one member shall be nominated by each of the five supervisors and two members shall be nominated by the Board of Supervisors as a whole. The appointed commissioners serve for four-year terms beginning on July 1st and ending on June 30th. The Planning Commission is responsible for: • Exercise all powers and duties prescribed by law, including consideration of matters referred to it by the zoning administrator except those powers and duties specifically reserved or delegated to other divisions of the planning agency • Initiate preparation of general plans, specific plans, regulations, programs and legislation to implement the planning power of the county. • Be generally responsible for advising the legislative body of matters relating to planning. • Be the advisory agency as designated in Title 9 of this code for the purpose of passing on subdivisions. • Hear and decide all applications or requests for proposed entitlements estimated to generate one hundred or more peak hour trips unless otherwise provided by this code or board order. • Hear and make recommendations regarding proposed development agreements when it is hearing the related project applications being processed concurrently with the development agreements. CONSEQUENCE OF NEGATIVE ACTION: The appointment will become vacant CHILDREN'S IMPACT STATEMENT: n/a RECOMMENDATION(S): REAPPOINT the following individual to the District IV seat on the Contra Costa County Merit Board to a term expiring June 30, 2027, as recommended by Supervisor Ken Carlson Eizo Kobayashi Concord Ca FISCAL IMPACT: None BACKGROUND: The Contra Costa County Merit Board consists of five (5) residents of Contra Costa County who are neither County or District employees nor employees of any organization APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Manny Bowlby 655-2350 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 21 To:Board of Supervisors From:Ken Carlson Date:June 27, 2023 Contra Costa County Subject:REAPPOINT Eizo Kobayashi to the District IV seat of the Contra Costa County Merit Board as recomended by Supervisor Ken Carlson. BACKGROUND: (CONT'D) representing County or District employees. Merit Board members shall be appointed by the Board of Supervisors. They are given the following powers and duties: 1. The merit board shall hear and make final determinations on: appeals fromorders and actions of dismissal, suspension, or reduction in rank or compensation unless alternative jurisdiction is conferred by the Board of Supervisors. When it is given such jurisdiction by the Board of Supervisors, it may decide discrimination complains and other matters. 2. The board shall hear and make recommended determinations on other matters, when it is given jurisdiction of such matters by the Board of Supervisors. 3. The merit board as a whole shall monitor the operation of the county personnel management system including the merit system and report its recommendations from time to time to the Board of Supervisors. Mr. Kobayashi has been an excellent representative on the Merit Board and Supervisor Carlson would like to appoint him to an additional term. CONSEQUENCE OF NEGATIVE ACTION: Seat would become vacant. RECOMMENDATION(S): REAPPOINT Jeffrey Wright to the District 1 seat of the Contra Costa County Planning Commission to a term ending on 06/30/2027 as recommended by Supervisor Gioia. FISCAL IMPACT: None BACKGROUND: The Planning Commission was established under State law to implement the planning power of the county. The Planning Commission develops or approves land use plans, development initiatives, planning programs, and permit applications, among other duties. CONSEQUENCE OF NEGATIVE ACTION: None. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: 5109422222 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 22 To:Board of Supervisors From:John Gioia, District I Supervisor Date:June 27, 2023 Contra Costa County Subject:REAPPOINT Jeffrey Wright to the District 1 seat of the Contra Costa County Planning Commission View Budget Amendment: Budget Amendment: FY 2022-23 - Operating Budget on 05/22/2023 : BDA-23-00133 09:45 AM 05/31/2023 Page 1 of 2 Company Contra Costa County Budget Template Operating Budget : FY23 Operating Budget Budget FY23 Operating Budget Organizing Dimension Type Amendment ID BDA-23-00133 Amendment Date 05/22/2023 Description To add cost for 1 month to add one Criminalist for RAN position to Latent Unit 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 2022-23 Year (FY23 Operating Budget) 2310:NON CNTY PROF SPCLZD SVCS 2500 SHERIFF CENTRAL ADMIN (Home Org) 0270 CENTRAL IDENTIFY BUREAU 136000 CENTRAL IDENTIFY BUREAU $0.00 $24,116.00 To add cost for 1 month to add one Criminalist for RAN position to Latent Unit Critical : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2022-23 Year (FY23 Operating Budget) 1011:PERMANENT SALARIES 2500 SHERIFF CENTRAL ADMIN (Home Org) 2557 CAL- ID LATENTS 100300 GENERAL $24,116.00 $0.00 To add cost for 1 month to add one Criminalist for RAN position to Latent Unit Critical : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2022-23 Year (FY23 Operating Budget) 5011:REIMBURSEMENTS-GOV/GOV 2500 SHERIFF CENTRAL ADMIN (Home Org) 0270 CENTRAL IDENTIFY BUREAU 136000 CENTRAL IDENTIFY BUREAU $24,116.00 $0.00 To add cost for 1 month to add one Criminalist for RAN position to Latent Unit Critical : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2022-23 Year (FY23 Operating Budget) 9951:REIMBURSEMENTS - GOV/GOV 2500 SHERIFF CENTRAL ADMIN (Home Org) 2557 CAL- ID LATENTS 100300 GENERAL $0.00 $24,116.00 To add cost for 1 month to add one Criminalist for RAN position to Latent Unit 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 05/22/2023 01:39:40 PM 05/23/2023 Heike Anderson 1 Budget Amendment Event Review Budget Amendment Not Required 05/23/2023 0 View Budget Amendment: Budget Amendment: FY 2022-23 - Operating Budget on 05/22/2023 : BDA-23-00133 09:45 AM 05/31/2023 Page 2 of 2 Process Step Status Completed On Due Date Person (Up to 5)All Persons Comment Budget Amendment Event Approval by Department Approver – Budget Amendment Sent Back 05/22/2023 02:38:48 PM Alycia Rubio (Department Approver – Budget Amendment) 1 Send Back Reason from Alycia Rubio: Update cost please Thank you Budget Amendment Event Budget Amendment Event Submitted 05/22/2023 02:41:01 PM 05/23/2023 Heike Anderson 1 Budget Amendment Event Review Budget Amendment Not Required 05/23/2023 0 Budget Amendment Event Approval by Department Approver – Budget Amendment Approved 05/22/2023 02:46:00 PM Alycia Rubio (Department Approver – Budget Amendment) 1 Alycia Rubio: As requested by Paul Reyes, Board Order submitted as well. Thank you Budget Amendment Event Approval by Budget Specialist (Auditor Office) Sent Back 05/30/2023 11:00:30 AM Yesenia Campos (Budget Specialist (Auditor Office)) 1 Send Back Reason from Yesenia Campos: Return to dept for line items to be added. Budget Amendment Event Budget Amendment Event Submitted 05/30/2023 03:17:12 PM 05/23/2023 Heike Anderson 1 Budget Amendment Event Review Budget Amendment Not Required 05/23/2023 0 Budget Amendment Event Approval by Department Approver – Budget Amendment Approved 05/31/2023 09:15:44 AM Jad Keileh (Department Approver – Budget Amendment) 1 Budget Amendment Event Approval by Budget Specialist (Auditor Office) Approvers Added 05/31/2023 09:44:49 AM Yesenia Campos (Budget Specialist (Auditor Office)) 1 Yesenia Campos: AQ Item 53699/BOS MTG 6/13/23 Budget Amendment Event Approval by Budget Specialist (Auditor Office) Approved 05/31/2023 09:44:49 AM Yesenia Campos (Budget Specialist (Auditor Office)) 1 Budget Amendment Event Approval by Added Approvers Awaiting Action Paul Reyes 1 RECOMMENDATION(S): Office of the Sheriff’s Support Services Bureau – Forensic Services Division – Latent Print Unit General Fund 100300 (2557)/ Central Identify Bureau Fund 136000 (0270) - APPROVE Appropriations and Revenue Adjustment No. BDA-23-00133 authorizing the transfer of appropriations and reimbursements in the amount of $24,116 for the personnel costs of one month for (1) Criminalist III (6DTA) (represented) position from Central ID (0270) to SO CAL-ID Latent Unit (2557). FISCAL IMPACT: No County cost. 100% California Identification System (CAL-ID) Remote Access Network (RAN) funded. BACKGROUND: The Contra Costa County Office of the Sheriff-Forensic Services Division (FSD) is an ANSI National Accreditation Board (ANAB) accredited crime laboratory providing latent print services to over 20 law enforcement agencies in a County with a population exceeding one million residents. The primary function of the Latent Print Unit is to develop and recover latent prints from items of evidence, compare them to known exemplars, and conduct local and national database searches. Recently, there has been a significant increase in “cold case” requests for analysis of evidence using updated technology. In order to meet this challenge, the CAL-ID RAN Board approved a request to upgrade the current vacant and obsolete Fingerprint Examiner position to a Criminalist III position. On April 24, 2023, the Board of Supervisors adopted Position Adjustment Resolution No. 26143 to add one Criminalist III (6DTA) (represented) position APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Heike Anderson, (925) 655-0023 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: Heike Anderson, Alycia Rubio, Paul Reyes C. 23 To:Board of Supervisors From:David O. Livingston, Sheriff-Coroner Date:June 27, 2023 Contra Costa County Subject:Appropriation Adjustment to add one month cost for Criminalist to SO Latent Unit BACKGROUND: (CONT'D) to the Office of the Sheriff’s Support Services Bureau – Forensic Services Division – Latent Print Unit. This budget adjustment recognizes the new funding and increased cost for the new criminalist position. CONSEQUENCE OF NEGATIVE ACTION: If this request is not approved, the budget of the Office of the Sheriff’s Support Services Bureau – Forensic Services Division – Latent Print Unit will not align with the salary and benefit cost of the actual classifications in the division. ATTACHMENTS BDA-23-00133 View Budget Amendment: Budget Amendment: FY 2022-23 - Operating Budget on 05/25/2023 : BDA-23-00138 04:43 PM 06/20/2023 Page 1 of 5 Company Contra Costa County Budget Template Operating Budget : FY23 Operating Budget Budget FY23 Operating Budget Organizing Dimension Type Amendment ID BDA-23-00138 Amendment Date 05/25/2023 Description Appropriation/Revenue Adjustment Pinole Contract 202000 CCCFPD & 204000 Transport 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 2022-23 Year (FY23 Operating Budget) 9740:FIRE PROTECTION 7300 CCC FIRE PROTECTION (Home Org) 7300 CCC FIRE PROTECTION 202000 C C C FIRE PROTECTION $0.00 $1,670,896.00 Pinole Contract Critical : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2022-23 Year (FY23 Operating Budget) 4953:AUTOS & TRUCKS 7300 CCC FIRE PROTECTION (Home Org) 7300 CCC FIRE PROTECTION 202000 C C C FIRE PROTECTION $370,500.00 $0.00 Pinole Critical : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2022-23 Year (FY23 Operating Budget) 2474:FIRE FIGHTING SUPPLIES 7300 CCC FIRE PROTECTION (Home Org) 7300 CCC FIRE PROTECTION 202000 C C C FIRE PROTECTION $18,000.00 $0.00 Pinole Critical : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2022-23 Year (FY23 Operating Budget) 2271:VEHICLE REPAIRS 7300 CCC FIRE PROTECTION (Home Org) 7300 CCC FIRE PROTECTION 202000 C C C FIRE PROTECTION $16,500.00 $0.00 Pinole Critical : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2022-23 Year (FY23 Operating Budget) 2270:MAINTENANCE - EQUIPMENT 7300 CCC FIRE PROTECTION (Home Org) 7300 CCC FIRE PROTECTION 202000 C C C FIRE PROTECTION $4,100.00 $0.00 Pinole Critical : - Home Org on Budget Line Not Equal Initiator's Home Org View Budget Amendment: Budget Amendment: FY 2022-23 - Operating Budget on 05/25/2023 : BDA-23-00138 04:43 PM 06/20/2023 Page 2 of 5 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2022-23 Year (FY23 Operating Budget) 2160:CLOTHING & PERSONAL SUPPL 7300 CCC FIRE PROTECTION (Home Org) 7300 CCC FIRE PROTECTION 202000 C C C FIRE PROTECTION $35,000.00 $0.00 Pinole Critical : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2022-23 Year (FY23 Operating Budget) 2140:MEDICAL & LAB SUPPLIES 7300 CCC FIRE PROTECTION (Home Org) 7300 CCC FIRE PROTECTION 202000 C C C FIRE PROTECTION $3,800.00 $0.00 Pinole Critical : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2022-23 Year (FY23 Operating Budget) 2131:MINOR FURNITURE/EQUIPMENT 7300 CCC FIRE PROTECTION (Home Org) 7300 CCC FIRE PROTECTION 202000 C C C FIRE PROTECTION $6,674.00 $0.00 Pinole Critical : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2022-23 Year (FY23 Operating Budget) 1070:WORKERS COMPENSATION INS 7300 CCC FIRE PROTECTION (Home Org) 7300 CCC FIRE PROTECTION 202000 C C C FIRE PROTECTION $38,000.00 $0.00 Pinole Critical : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2022-23 Year (FY23 Operating Budget) 1060:EMPLOYEE GROUP INSURANCE 7300 CCC FIRE PROTECTION (Home Org) 7300 CCC FIRE PROTECTION 202000 C C C FIRE PROTECTION $144,597.00 $0.00 Pinole Critical : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2022-23 Year (FY23 Operating Budget) 1044:RETIREMENT EXPENSE 7300 CCC FIRE PROTECTION (Home Org) 7300 CCC FIRE PROTECTION 202000 C C C FIRE PROTECTION $580,000.00 $0.00 Pinole Critical : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2022-23 Year (FY23 Operating Budget) 1042:F.I.C.A.7300 CCC FIRE PROTECTION (Home Org) 7300 CCC FIRE PROTECTION 202000 C C C FIRE PROTECTION $12,154.00 $0.00 Pinole Critical : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2022-23 Year (FY23 Operating Budget) 1014:PERMANENT OVERTIME 7300 CCC FIRE PROTECTION (Home Org) 7300 CCC FIRE PROTECTION 202000 C C C FIRE PROTECTION $172,877.00 $0.00 Pinole Critical : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2022-23 Year (FY23 Operating Budget) 1011:PERMANENT SALARIES 7300 CCC FIRE PROTECTION (Home Org) 7300 CCC FIRE PROTECTION 202000 C C C FIRE PROTECTION $1,007,391.00 $0.00 Pinole Critical : - Home Org on Budget Line Not Equal Initiator's Home Org View Budget Amendment: Budget Amendment: FY 2022-23 - Operating Budget on 05/25/2023 : BDA-23-00138 04:43 PM 06/20/2023 Page 3 of 5 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2022-23 Year (FY23 Operating Budget) 9956:TRANSFERS - GOV/GOVERNMENT 7300 CCC FIRE PROTECTION (Home Org) 7300 CCC FIRE PROTECTION 202000 C C C FIRE PROTECTION $0.00 $2,000,000.00 Critical : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2022-23 Year (FY23 Operating Budget) 5016:TRANSFERS - GOV/GOV 7300 CCC FIRE PROTECTION (Home Org) 0013 MEAS X GEN PURPOSE ALLOC 100300 GENERAL $2,000,000.00 $0.00 Critical : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2022-23 Year (FY23 Operating Budget) 2310:NON CNTY PROF SPCLZD SVCS 7300 CCC FIRE PROTECTION (Home Org) 0013 MEAS X GEN PURPOSE ALLOC 100300 GENERAL $0.00 $2,000,000.00 Critical : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2022-23 Year (FY23 Operating Budget) 9740:FIRE PROTECTION 7300 CCC FIRE PROTECTION (Home Org) 7040 CCCFPD EMS TRANSPORT FUND 204000 CCCFPD EMS TRANSPORT FUND $0.00 $38,600.00 Pinole Contract- EMS Transport Critical : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2022-23 Year (FY23 Operating Budget) 4954:MEDICAL & LAB EQUIPMENT 7300 CCC FIRE PROTECTION (Home Org) 7040 CCCFPD EMS TRANSPORT FUND 204000 CCCFPD EMS TRANSPORT FUND $38,600.00 $0.00 Pinole-EMS Transport Critical : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2022-23 Year (FY23 Operating Budget) 2110:COMMUNICATIONS 7300 CCC FIRE PROTECTION (Home Org) 7300 CCC FIRE PROTECTION 202000 C C C FIRE PROTECTION $3,200.00 $0.00 Pinole Critical : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2022-23 Year (FY23 Operating Budget) 2272:VEHICLE FUEL/OIL 7300 CCC FIRE PROTECTION (Home Org) 7300 CCC FIRE PROTECTION 202000 C C C FIRE PROTECTION $4,000.00 $0.00 Pinole Critical : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2022-23 Year (FY23 Operating Budget) 4955:RADIO & COMMUNICATN EQUIP 7300 CCC FIRE PROTECTION (Home Org) 7300 CCC FIRE PROTECTION 202000 C C C FIRE PROTECTION $5,000.00 $0.00 Pinole Critical : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2022-23 Year (FY23 Operating Budget) 2281:MAINTENANCE OF BUILDINGS 7300 CCC FIRE PROTECTION (Home Org) 7300 CCC FIRE PROTECTION 202000 C C C FIRE PROTECTION $55,000.00 $0.00 Pinole Critical : - Home Org on Budget Line Not Equal Initiator's Home Org View Budget Amendment: Budget Amendment: FY 2022-23 - Operating Budget on 05/25/2023 : BDA-23-00138 04:43 PM 06/20/2023 Page 4 of 5 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2022-23 Year (FY23 Operating Budget) 2132:MINOR COMPUTER EQUIPMENT 7300 CCC FIRE PROTECTION (Home Org) 7300 CCC FIRE PROTECTION 202000 C C C FIRE PROTECTION $40,000.00 $0.00 Pinole Critical : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2022-23 Year (FY23 Operating Budget) 2479:OTHER SPECIAL DPMTAL EXP 7300 CCC FIRE PROTECTION (Home Org) 7300 CCC FIRE PROTECTION 202000 C C C FIRE PROTECTION $1,154,103.00 $0.00 Pinole Critical : - Home Org on Budget Line Not Equal Initiator's Home Org Board Order June 13, 2023.pdf File Name Board Order June 13, 2023.pdf Content Type application/pdf Updated By Elizabeth Patterson Upload Date 05/25/2023 11:08:57 AM 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 05/25/2023 11:08:58 AM 05/26/2023 Elizabeth Patterson 1 Budget Amendment Event Review Budget Amendment Not Required 05/26/2023 0 Budget Amendment Event Approval by Department Approver – Budget Amendment Sent Back 06/05/2023 10:20:22 AM Regina Rubier (Department Approver – Budget Amendment) 1 Send Back Reason from Regina Rubier: Please update Budget Amendment Event Budget Amendment Event Submitted 06/05/2023 10:28:18 AM 05/26/2023 Elizabeth Patterson 1 Budget Amendment Event Review Budget Amendment Not Required 05/26/2023 0 Budget Amendment Event Approval by Department Approver – Budget Amendment Sent Back 06/05/2023 10:36:57 AM Regina Rubier (Department Approver – Budget Amendment) 1 Send Back Reason from Regina Rubier: Please update Budget Amendment Event Budget Amendment Event Submitted 06/15/2023 11:30:30 AM 05/26/2023 Elizabeth Patterson 1 Budget Amendment Event Review Budget Amendment Not Required 05/26/2023 0 View Budget Amendment: Budget Amendment: FY 2022-23 - Operating Budget on 05/25/2023 : BDA-23-00138 04:43 PM 06/20/2023 Page 5 of 5 Process Step Status Completed On Due Date Person (Up to 5)All Persons Comment Budget Amendment Event Approval by Department Approver – Budget Amendment Sent Back 06/20/2023 09:29:26 AM Regina Rubier (Department Approver – Budget Amendment) 1 Send Back Reason from Regina Rubier: Please update Budget Amendment Event Budget Amendment Event Submitted 06/20/2023 09:44:22 AM 05/26/2023 Elizabeth Patterson 1 Budget Amendment Event Review Budget Amendment Not Required 05/26/2023 0 Budget Amendment Event Approval by Department Approver – Budget Amendment Approved 06/20/2023 04:07:20 PM Regina Rubier (Department Approver – Budget Amendment) 1 Budget Amendment Event Approval by Budget Specialist (Auditor Office) Awaiting Action Analiza Pinlac (Budget Specialist (Auditor Office)) 4 Angela Chow (Budget Specialist (Auditor Office)) Xia Zhang (Budget Specialist (Auditor Office)) Yesenia Campos (Budget Specialist (Auditor Office)) RECOMMENDATION(S): APPROVE Appropriation and Revenue Adjustment No. BDA-23-00138 authorizing revenue from the City of Pinole and Measure X and appropriating it in the Contra Costa County Fire Protection District for wages and benefits, services and supplies, capital equipment, and other costs associated with the contract with the City of Pinole for the provision of fire protection services by the District within the city limits of Pinole. (46% City of Pinole, 54% Measure X) FISCAL IMPACT: The ongoing fiscal impact is cost neutral. The contracted services became operational on March 1, 2023 and the contract provides for services to be paid by the City with additional Measure X funds provided by the County. The total reimbursement to the District is anticipated to be approximately $1.7 million for FY 22-23 from the City of Pinole with an additional $2 million of Measure X funds transferred from the CAO to the District. On September 20, 2022, the Board of Supervisors approved resolution 2022/332, allocating Measure X funds of $2 million annually through fiscal year 2027/28 with an annual escalator not to exceed 5%. There is no fiscal impact to the District associated with leasing both Fire Station 73 and Fire Station 74. This revenue adjustment is for revenue received from the City of Pinole in FY 2022/23 with an additional $2 million from Measure X funds. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Regina Rubier, Chief of Admin Services, 925-941-3300 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 24 To:Contra Costa County Fire Protection District Board of Directors From:Lewis T. Broschard III, Chief, Contra Costa Fire Protection District Date:June 27, 2023 Contra Costa County Subject:Appropriation and Revenue Adjustment - City of Pinole Contract BACKGROUND: On October 11, 2022, the Contra Costa County Fire Protection District's Board of Directors authorized the District to execute an agreement with the City of Pinole, for the provision of fire protection services by the District within the city limits of Pinole, and to execute lease agreements with the City for the use of Fire Station 73 and Fire Station 74 for the duration of the contract. As part of that contract, the City of Pinole pays a monthly fee to the District. This appropriation and revenue adjustment will appropriate revenue to the District's general operating (7300) and ambulance transport (7040) funds for the costs associated with the City of Pinole contract for fire protection services. CONSEQUENCE OF NEGATIVE ACTION: Without this adjustment, the District will not have sufficient funds to equip and staff the Pinole fire stations. ATTACHMENTS BDA-23-00138 View Budget Amendment: Budget Amendment: FY 2022-23 - Operating Budget on 06/07/2023 : BDA-23-00149 08:52 AM 06/21/2023 Page 1 of 2 Company Contra Costa County Budget Template Operating Budget : FY23 Operating Budget Budget FY23 Operating Budget Organizing Dimension Type Amendment ID BDA-23-00149 Amendment Date 06/07/2023 Description To allocate revenue from the CCCFPD general fund balance for the purchase of a Type 5 apparatus. 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 2022-23 Year (FY23 Operating Budget) 4953:AUTOS & TRUCKS 7300 CCC FIRE PROTECTION (Home Org) 7300 CCC FIRE PROTECTION 202000 C C C FIRE PROTECTION $696,560.00 $0.00 Golden State Fire Type 5 Critical : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2022-23 Year (FY23 Operating Budget) 9990:APPROPRIATED FUND BAL 7300 CCC FIRE PROTECTION (Home Org) 7300 CCC FIRE PROTECTION 202000 C C C FIRE PROTECTION $0.00 $696,560.00 Golden State Fire Type 5 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 06/07/2023 09:50:20 AM 06/08/2023 Elizabeth Patterson 1 Budget Amendment Event Review Budget Amendment Not Required 06/08/2023 0 Budget Amendment Event Approval by Department Approver – Budget Amendment Sent Back 06/14/2023 04:26:51 PM Regina Rubier (Department Approver – Budget Amendment) 1 Send Back Reason from Regina Rubier: Please update Budget Amendment Event Budget Amendment Event Submitted 06/15/2023 11:11:18 AM 06/08/2023 Elizabeth Patterson 1 Budget Amendment Event Review Budget Amendment Not Required 06/08/2023 0 View Budget Amendment: Budget Amendment: FY 2022-23 - Operating Budget on 06/07/2023 : BDA-23-00149 08:52 AM 06/21/2023 Page 2 of 2 Process Step Status Completed On Due Date Person (Up to 5)All Persons Comment Budget Amendment Event Approval by Department Approver – Budget Amendment Approved 06/20/2023 05:31:53 PM Regina Rubier (Department Approver – Budget Amendment) 1 Budget Amendment Event Approval by Budget Specialist (Auditor Office) Awaiting Action Analiza Pinlac (Budget Specialist (Auditor Office)) 4 Angela Chow (Budget Specialist (Auditor Office)) Xia Zhang (Budget Specialist (Auditor Office)) Yesenia Campos (Budget Specialist (Auditor Office)) RECOMMENDATION(S): Acting as the governing board of the Contra Costa County Fire Protection District (District), APPROVE Budget Amendment BDA-23-00149 authorizing revenue in the amount of $696,560 from the CCCFPD General Operating Fund Balance and appropriating it to the District (7300) for the purchase of a wildland firefighting vehicle. FISCAL IMPACT: 100% CCCFPD General Operating Fund Balance. BACKGROUND: On April 24, 2023, the Contra Costa County Fire Protection District Board of Directors authorized the purchase of two Type 5 wildland firefighting apparatus with the understanding that the purchase would require a revenue and appropriation adjustment. The first apparatus will be purchased for use in the Pinole area using Measure X funds. This budget amendment is for the second Type 5 wildland apparatus. CONSEQUENCE OF NEGATIVE ACTION: Without this budget amendment, the District will not be able to fullfill the payment terms of the purchase contract for this firefighting vehicle. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Regina Rubier, Chief of Admin Services, 925-941-3300 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: C. 25 To:Contra Costa County Flood Control District Board of Supervisors From:Lewis T. Broschard III, Chief, Contra Costa Fire Protection District Date:June 27, 2023 Contra Costa County Subject:Appropriation and Revenue Adjustment - Wildland Firefighting Vehicle ATTACHMENTS BDA-23-00149 View Budget Amendment: Budget Amendment: FY 2022-23 - Operating Budget on 06/01/2023 : BDA-23-00142 11:03 AM 06/22/2023 Page 1 of 3 Company Contra Costa County Budget Template Operating Budget : FY23 Operating Budget Budget FY23 Operating Budget Organizing Dimension Type Amendment ID BDA-23-00142 Amendment Date 06/01/2023 Description To move budget for Capital projects from SO to Public Works 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 2022-23 Year (FY23 Operating Budget) 4423:101-NEW LETC TENANT IMPRV 2500 SHERIFF CENTRAL ADMIN (Home Org) 4407 PLANT ACQ SHERIFF-CORONER 100300 GENERA L $2,200,000.00 $0.00 To move funding from SO Patrol to Plant Acquisitions/SO for Capital Projects LETC Critical : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2022-23 Year (FY23 Operating Budget) 4420:390-REPLACE FUEL TANK 2500 SHERIFF CENTRAL ADMIN (Home Org) 4411 PLANT ACQ- DTNTN FACILITS 100300 GENERA L $170,000.00 $0.00 To move funding from WCDF (2580) to Plant Acquisitions/Detn Fac for Capital Projects Critical : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2022-23 Year (FY23 Operating Budget) 1011:PERMANENT SALARIES 2500 SHERIFF CENTRAL ADMIN (Home Org) 2505 SHERIFF COUNTY PATROL 100300 GENERA L $0.00 $2,200,000.00 To move funding from SO Patrol to Plant Acquisitions/SO for Capital Projects LETC Critical : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2022-23 Year (FY23 Operating Budget) 1011:PERMANENT SALARIES 2500 SHERIFF CENTRAL ADMIN (Home Org) 2580 WEST CO DETENTION FACILIT 100300 GENERA L $0.00 $170,000.00 To move funding from WCDF (2580) to Plant Acquisitions/Detn Fac for Capital Projects Critical : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2022-23 Year (FY23 Operating Budget) 4324:010-RPLC SECURITY CAMERAS 2500 SHERIFF CENTRAL ADMIN (Home Org) 4411 PLANT ACQ- DTNTN FACILITS 100300 GENERA L $25,000.00 $0.00 To move funding from MDF (2578) to Plant Acquisitions/Detn Fac for Capital Projects Critical : - Home Org on Budget Line Not Equal Initiator's Home Org View Budget Amendment: Budget Amendment: FY 2022-23 - Operating Budget on 06/01/2023 : BDA-23-00142 11:03 AM 06/22/2023 Page 2 of 3 Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions FY 2022-23 Year (FY23 Operating Budget) 4415:010-ENCLOSE FLR 2 F MOD 2500 SHERIFF CENTRAL ADMIN (Home Org) 4411 PLANT ACQ- DTNTN FACILITS 100300 GENERA L $1,900,000.00 $0.00 To move funding from MDF (2578) to Plant Acquisitions/Detn Fac for Capital Projects Critical : - Home Org on Budget Line Not Equal Initiator's Home Org FY 2022-23 Year (FY23 Operating Budget) 1011:PERMANENT SALARIES 2500 SHERIFF CENTRAL ADMIN (Home Org) 2578 MTZ DETENTION FACILITY 100300 GENERA L $0.00 $1,925,000.00 To move funding from MDF (2578) to Plant Acquisitions/Detn Fac for Capital Projects 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 06/14/2023 07:56:43 AM 06/15/2023 Heike Anderson 1 Budget Amendment Event Review Budget Amendment Not Required 06/15/2023 0 Budget Amendment Event Approval by Department Approver – Budget Amendment Approved 06/14/2023 08:12:12 AM Alycia Rubio (Department Approver – Budget Amendment) 1 Budget Amendment Event Approval by Budget Specialist (Auditor Office) Approvers Added 06/14/2023 04:47:42 PM Yesenia Campos (Budget Specialist (Auditor Office)) 1 Budget Amendment Event Approval by Budget Specialist (Auditor Office) Approved 06/14/2023 04:47:42 PM Yesenia Campos (Budget Specialist (Auditor Office)) 1 Budget Amendment Event Approval by Budget Specialist (Auditor Office) Sent Back 06/21/2023 05:32:42 PM Enid Mendoza 1 Send Back Reason from Enid Mendoza: Per 6/21 email from CAO Budget Amendment Event Budget Amendment Event Submitted 06/22/2023 07:16:51 AM 06/15/2023 Heike Anderson 1 Budget Amendment Event Review Budget Amendment Not Required 06/15/2023 0 Budget Amendment Event Approval by Department Approver – Budget Amendment Approved 06/22/2023 07:51:12 AM Donn David (Department Approver – Budget Amendment) 1 Budget Amendment Event Approval by Budget Specialist (Auditor Office) Awaiting Action Analiza Pinlac (Budget Specialist (Auditor Office)) 4 View Budget Amendment: Budget Amendment: FY 2022-23 - Operating Budget on 06/01/2023 : BDA-23-00142 11:03 AM 06/22/2023 Page 3 of 3 Process Step Status Completed On Due Date Person (Up to 5)All Persons Comment Angela Chow (Budget Specialist (Auditor Office)) Xia Zhang (Budget Specialist (Auditor Office)) Yesenia Campos (Budget Specialist (Auditor Office)) RECOMMENDATION(S): APPROVE Appropriation Adjustment No. BDA-23-00142, appropriating $2,095,000 for various capital projects at the West County Detention Facility (2580) and Martinez Detention Facility (2578) to the Plant Acquisition-Sheriff Detention Facilities account (0111/4411) and $2,200,000 for the Law Enforcement Training Center (LETC) Tenant Improvement Project (0255) to the Plant Acquisition-Sheriff Coroner account (0111/4407) for a total of $4,295,000 to fund capital projects. FISCAL IMPACT: Approval will result in current year County General Fund allocations in operating Office of the Sheriff budget units being appropriated to the relevant facilities and capital project budget units. BACKGROUND: The Office of the Sheriff needs to appropriate funding to the Plant Acquisition-Sheriff Detention Facilities account (0111/4411) in order to complete the following vital Capital Projects. 1. Martinez Detention Facility (MDF) Total $1,925,000 The F Module 2nd floor enclosure project will secure an enclosure needed as a jumper protection to prevent inmates, including those experiencing behavioral health disorders, from being able to jump from the second floor. Replacement of an outdated set of security cameras operating on a 16 year-old analog system. The old system (hardware and software) was originally installed in 2004 and partially updated in 2014. The update in 2014 resulted in additional cameras throughout the facility; however, neither the original software system nor many of the original cameras were replaced or updated. Camera software crashes and malfunctions greatly compromised the safety and security of the facility, the employees, and the incarcerated population. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Heike Anderson, (925) 655-0023 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Stacey M. Boyd, Deputy cc: Heike Anderson, Alycia Rubio, Enid Mendoza, Donn David C. 26 To:Board of Supervisors From:David O. Livingston, Sheriff-Coroner Date:June 27, 2023 Contra Costa County Subject:Appropriation Adjustment - Office of the Sheriff Capital Projects BACKGROUND: (CONT'D) > 2. West County Detention Facility (WCDF) Total $170,000 The WDCF below ground fuel tank was damaged during winter storms. The Public Works Department has determined it is not salvageable and has recommended that it be replaced with an above ground option. 3. Law Enforcement Training Center (LETC) Total $2,200,000 On January 17, 2023, the Board approved a lease agreement, including tenant improvements, for the property at 4300 Delta Gateway Blvd in Pittsburg to relocate the Office of the Sheriffs regional Law Enforcement Training Center and Basic Police Academy. The building provides the space and flexibility to allow the Office of the Sheriff to continue to provide innovative training to the many allied law enforcement organizations in the region. The requested allocation will align the appropriate capital projects budget for the approved tenant improvements, furniture, security needs. CONSEQUENCE OF NEGATIVE ACTION: The Office of the Sheriff will not be able to complete vital capital projects. ATTACHMENTS BDA-23-00142 SO POSITION ADJUSTMENT REQUEST NO. 26158 DATE 6/13/2023 Department No./ Department Office of the Sheriff Budget Unit No. 0300 Org No. 2578 Agency No. 25 Action Requested: ADOPT Position Adjustment Resolution No. XXXXX to add three (3) Sheriff’s Specialists (64VE) (represented) at a salary plan and grade VN5 1285 ($5,699 – $7,100) positions in the Sheriff's Office – Custody Services Bureau. Proposed Effective Date: 7/1/2023 Classification Questionnaire attached: Yes No / Cost is within Department’s budget: Yes No Total One-Time Costs (non-salary) associated with request: $0.00 Estimated total cost adjustment (salary / benefits / one time): Total annual cost $913,420.00 Net County Cost $913,420.00 Total this FY $913,420.00 N.C.C. this FY $913,420.00 SOURCE OF FUNDING TO OFFSET ADJUSTMENT 100% Budgeted General Fund Department must initiate necessary adjustment and submit to CAO. Use additional sheet for further explanations or comments. Jad Keileh ______________________________________ (for) Department Head REVIEWED BY CAO AND RELEASED TO HUMAN RESOURCES DEPARTMENT Enid Mendoza 6/14/2023 ___________________________________ ________________ Deputy County Administrator Date HUMAN RESOURCES DEPARTMENT RECOMMENDATIONS DATE 6/21/2023 Add three (3) Sheriff’s Specialists (64VE) (represented) positions at a salary plan and grade VN5 1285 ($5,699 – $7,100) Amend Resolution 71/17 establishing positions and resolutions allocating classes to the Basic / Exempt salary schedule. Effective: Day following Board Action. (Date) Gladys Reid 6/21/2023 ___________________________________ ________________ (for) Director of Human Resources Date COUNTY ADMINISTRATOR RECOMMENDATION: DATE 6/22/2023 Approve Recommendation of Director of Human Resources Disapprove Recommendation of Director of Human Resources Enid Mendoza Other: ____________________________________________ ___________________________________ (for) County Administrator BOARD OF SUPERVISORS ACTION: Monica Nino, Clerk of the Board of Supervisors Adjustment is APPROVED DISAPPROVED and County Administrator DATE BY APPROVAL OF THIS ADJUSTMENT CONSTITUTES A PERSONNEL / SALARY RESOLUTION AMENDMENT POSITION ADJUSTMENT ACTION TO BE COMPLETED BY HUMAN RESOURCES DEPARTMENT FOLLOWING BOARD ACTION Adjust class(es) / position(s) as follows: P300 (M347) Rev 3/15/01 REQUEST FOR PROJECT POSITIONS Department Date No. 1. Project Positions Requested: 2. Explain Specific Duties of Position(s) 3. Name / Purpose of Project and Funding Source (do not use acronyms i.e. SB40 Project or SDSS Funds) 4. Duration of the Project: Start Date End Date Is funding for a specified period of time (i.e. 2 years) or on a year -to-year basis? Please explain. 5. Project Annual Cost a. Salary & Benefits Costs: b. Support Costs: (services, supplies, equipment, etc.) c. Less revenue or expenditure: d. Net cost to General or other fund: 6. Briefly explain the consequences of not filling the project position(s) in terms of: a. potential future costs d. political implications b. legal implications e. organizational implications c. financial implications 7. Briefly describe the alternative approaches to delivering the services which you have considered. Indicate why these alternatives were not chosen. 8. Departments requesting new project positions must submit an updated cost benefit analysis of each project position at the halfway point of the project duration. This report is to be submitted to the Human Resource s Department, which will forward the report to the Board of Supervisors. Indicate the date that your cost / benefit analysis will be submitted 9. How will the project position(s) be filled? a. Competitive examination(s) b. Existing employment list(s) Which one(s)? c. Direct appointment of: 1. Merit System employee who will be placed on leave from current job 2. Non-County employee Provide a justification if filling position(s) by C1 or C2 USE ADDITIONAL PAPER IF NECESSARY POSITION ADJUSTMENT REQUEST NO. 26158 DATE 6/13/2023 Department No./ Department Office of the Sheriff Budget Unit No. 0300 Org No. 2578 Agency No. 25 Action Requested: ADOPT Position Adjustment Resolution No. XXXXX to add three (3) Sheriff’s Specialists (64VE) (represented) at a salary plan and grade VN5 1285 ($5,699 – $7,100) positions in the Sheriff's Office – Custody Services Bureau. Proposed Effective Date: 7/1/2023 Classification Questionnaire attached: Yes No / Cost is within Department’s budget: Yes No Total One-Time Costs (non-salary) associated with request: $0.00 Estimated total cost adjustment (salary / benefits / one time): Total annual cost $913,420.00 Net County Cost $913,420.00 Total this FY $913,420.00 N.C.C. this FY $913,420.00 SOURCE OF FUNDING TO OFFSET ADJUSTMENT 100% Budgeted General Fund Department must initiate necessary adjustment and submit to CAO. Use additional sheet for further explanations or comments. Jad Keileh ______________________________________ (for) Department Head REVIEWED BY CAO AND RELEASED TO HUMAN RESOURCES DEPARTMENT Enid Mendoza 6/14/2023 ___________________________________ ________________ Deputy County Administrator Date HUMAN RESOURCES DEPARTMENT RECOMMENDATIONS DATE 6/21/2023 Add three (3) Sheriff’s Specialists (64VE) (represented) positions at a salary plan and grade VN5 1285 ($5,699 – $7,100) Amend Resolution 71/17 establishing positions and resolutions allocating classes to the Basic / Exempt salary schedule. Effective: Day following Board Action. (Date) Gladys Reid 6/21/2023 ___________________________________ ________________ (for) Director of Human Resources Date COUNTY ADMINISTRATOR RECOMMENDATION: DATE Approve Recommendation of Director of Human Resources Disapprove Recommendation of Director of Human Resources Other: ____________________________________________ ___________________________________ (for) County Administrator BOARD OF SUPERVISORS ACTION: Monica Nino, Clerk of the Board of Supervisors Adjustment is APPROVED DISAPPROVED and County Administrator DATE BY APPROVAL OF THIS ADJUSTMENT CONSTITUTES A PERSONNEL / SALARY RESOLUTION AMENDMENT POSITION ADJUSTMENT ACTION TO BE COMPLETED BY HUMAN RESOURCES DEPARTMENT FOLLOWING BOARD ACTION Adjust class(es) / position(s) as follows: P300 (M347) Rev 3/15/01 REQUEST FOR PROJECT POSITIONS Department Date No. 1. Project Positions Requested: 2. Explain Specific Duties of Position(s) 3. Name / Purpose of Project and Funding Source (do not use acronyms i.e. SB40 Project or SDSS Funds) 4. Duration of the Project: Start Date End Date Is funding for a specified period of time (i.e. 2 years) or on a year -to-year basis? Please explain. 5. Project Annual Cost a. Salary & Benefits Costs: b. Support Costs: (services, supplies, equipment, etc.) c. Less revenue or expenditure: d. Net cost to General or other fund: 6. Briefly explain the consequences of not filling the project position(s) in terms of: a. potential future costs d. political implications b. legal implications e. organizational implications c. financial implications 7. Briefly describe the alternative approaches to delivering the services which you have considered. Indicate why these alternatives were not chosen. 8. Departments requesting new project positions must submit an updated cost benefit analysis of each project position at the halfway point of the project duration. This report is to be submitted to the Human Resource s Department, which will forward the report to the Board of Supervisors. Indicate the date that your cost / benefit analysis will be submitted 9. How will the project position(s) be filled? a. Competitive examination(s) b. Existing employment list(s) Which one(s)? c. Direct appointment of: 1. Merit System employee who will be placed on leave from current job 2. Non-County employee Provide a justification if filling position(s) by C1 or C2 USE ADDITIONAL PAPER IF NECESSARY RECOMMENDATION(S): ADOPT Position Adjustment Resolution No. 26158 to add three (3) Sheriff’s Specialist (64VE) (represented) positions at a salary plan and grade VN5 1285 ($5,699 – $7,100) in the Sheriff's Office – Custody Services Bureau. FISCAL IMPACT: Approval will result in an annual salary and benefit cost increase of approximately $913,420, which includes $268,664 in pension cost, to the Office of the Sheriff’s budget. The cost will be funded by County General Fund appropriations. BACKGROUND: These non-sworn positions will ensure Americans with Disability Act (ADA) workflow compliance at the detention facilities, monitor ADA accommodations for the incarcerated population, and respond to requests and resolve ADA grievances. The positions will also provide training to new employees and ongoing annual training for all Custody Services Bureau employees. CONSEQUENCE OF NEGATIVE ACTION: The County will not be able to implement the updated ADA workflow for the incarcerated population. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Hallie Wachowiak 925-655-0003 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: Hallie Wachowiak, HRIS C. 27 To:Board of Supervisors From:David O. Livingston, Sheriff-Coroner Date:June 27, 2023 Contra Costa County Subject:Add three (3) Sheriff’s Specialist positions in the Sheriff's Office – Custody Services Bureau AGENDA ATTACHMENTS AIR 53993 P300 26158 Add Three Sheriff Spclst P300 No. 26158 SO MINUTES ATTACHMENTS Signed P300 26158 THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA and for Special Districts, Agencies and Authorities Governed by the Board Adopted this Resolution on 06/27/2023 by the following vote: AYE:5 John Gioia Candace Andersen Diane Burgis Ken Carlson Federal D. Glover NO: ABSENT: ABSTAIN: RECUSE: Resolution No. 2023/244 In The Matter Of: Agreement Number DC-2223-07 between the California Department of Aging and Contra Costa County WHEREAS: the Employment and Human Services Department’s Area Agency on Aging is mandated by the Older Americans Act to identify the needs of residents age 60 years and over, persons with disabilities, and family caregivers by setting priorities, goals, and objectives to respond to these concerns, and WHEREAS: ability to access services and resources is critical in addressing these needs and sustaining the wellbeing and independence of seniors and persons with disabilities in Contra Costa County; and WHEREAS: the California Department of Aging has dedicated funding to implement the Digital Connections program to advance telecommunications services and maximize technology utilization by older individuals and adults with disabilities to reduce isolation, ensure digital inclusion, and increase access to health, social, and enrichment resources available online; and WHEREAS: through Agreement Number DC-2223-07, County enters into a contract with the California Department of Aging to receive Older Adults Recovery and Resilience Funds - Home and Community Based Services funding and mobile technology equipment to support the implementation of the Digital Connections program in Contra Costa County. Now, Therefore, Be It Resolved: the Contra Costa County Board of Supervisors approve and authorize the Employment and Human Services Director, or designee, to accept funding in an amount not to exceed $19,758 from the California Department of Aging for Agreement Number DC-2223-07 for the period February 1, 2023 through December 31, 2023. Contact: Sebastian Gomez, 9252666665 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: RECOMMENDATION(S): ACCEPT Resolution No. 2023/244 to approve and authorize the Employment and Human Services Director, or designee, to execute Agreement Number DC-2223-07 to accept funding in an amount not to exceed $19,758 from the California Department of Aging to fund the Digital Connections program in Contra Costa County through the Older Adults Recovery and Resilience Funds – Home and Community Based Services for the period February 1, 2023 through December 31, 2023. FISCAL IMPACT: County to receive 100% State funding, all of which will be budgeted in FY 2023-24. No County match is required. BACKGROUND: The Area Agency on Aging (AAA), a division in the Employment and Human Services Department, provides services to residents 60 years and older, adults with disabilities, and family caregivers in Contra Costa County to support their ability to live independently in the community for as long as possible. Agreement No. DC-2223-07 between the County and the CDA to implement the Digital Connections program in Contra Costa County promotes digital literacy and increases access to technology and online telecommunications services for older persons and adults with disabilities. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Sebastian Gomez, 9252666665 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: C. 28 To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Date:June 27, 2023 Contra Costa County Subject:California Department of Aging Agreement No. DC-2223-07, Digital Connections Program BACKGROUND: (CONT'D) Under this Agreement, County also receives an allocation of mobile digital devices to distribute to eligible Contra Costa residents aged 60 and older and adults with disabilities aged 18-59. The Digital Connections program can reduce social isolation, increase awareness and access to services and resources, and improve the quality of life of seniors and disabled individuals in Contra Costa County. CONSEQUENCE OF NEGATIVE ACTION: Without funding, seniors and adults with disabilities in Contra Costa will continue to experience disparities in access to online technology tools, services, and resources. CHILDREN'S IMPACT STATEMENT: The services provided under this contract supports one of five of Contra Costa County’s community outcomes: (4) "Families that are Safe, Stable and Nurturing". AGENDA ATTACHMENTS Resolution 2023/244 MINUTES ATTACHMENTS Signed Resolution No. 2023/244 RECOMMENDATION(S): APPROVE and AUTHORIZE the County Librarian, or designee, to apply for and accept a grant in the amount of $20,000 from the Dean and Margaret Lesher Foundation to provide library books and materials at the Juvenile Hall Library for the period June 1, 2023 through May 31, 2025. FISCAL IMPACT: No Library Fund match. BACKGROUND: Grant funding from the Dean and Margaret Lesher Foundation will allow the Juvenile Hall Library to purchase new, current titles to augment the collection as well as materials to replace worn items. These items will be ordered on a monthly basis over the course of the project's two-year time span to ensure a continuous increase of new materials. All books and materials for the library’s collections are purchased from revenue generated entirely through grants and individual donations. Because the Library at Juvenile Hall has been so successful in developing a love of reading for education and pleasure, many of the books in the collection need to be replaced annually due to wear and tear. Additionally, the teens are constantly requesting the newest titles by authors they admire or series they have read. In order to continue encouraging this special and unique population to develop habits of reading for pleasure and self-directed learning, it is important that the library is able to provide new titles that refresh the collection and are relatable. CONSEQUENCE OF NEGATIVE ACTION: If the grant is not funded then the library at Juvenile Hall will not have needed materials for reading. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Walt Beveridge 925-608-7730 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 29 To:Board of Supervisors From:Alison McKee, County Librarian Date:June 27, 2023 Contra Costa County Subject:Grant in the amount of $20,000 from the Lesher Foundation for the Juvenile Hall Library CHILDREN'S IMPACT STATEMENT: As well as supplying Contra Costa County’s population of incarcerated teens with books and encouraging a love of reading and a lifelong habit of self-directed learning, the materials will allow the youth to engage in creative, educational activities that many of the youth have never experienced before, exposing them to new ideas and allowing them to discover previously unknown interests and hidden talents. This meets the Children’s Report Card outcome of Children Ready for and Succeeding in School. RECOMMENDATION(S): APPROVE and AUTHORIZE the Agricultural Commissioner, or designee, to execute a contract with the California Department of Food and Agriculture in an amount not to exceed $14,550, to reimburse the County for inspection of gasoline service stations and others selling petroleum products, for the period of July 1, 2023 through June 30, 2024. FISCAL IMPACT: Approval of the contract will provide revenue to the Department of Agriculture, Weights & Measures in an amount not to exceed $14,550. There is no County match of funds. This amount has been accounted for in the FY 2023/2024 budget. 100% State funding. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Megan Maddox, 8-6600 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 30 To:Board of Supervisors From:Matt Slattengren, Ag Commissioner/Weights & Measures Director Date:June 27, 2023 Contra Costa County Subject:Contract with California Department of Food and Agriculture for Petroleum Program BACKGROUND: Gasoline service stations, quick lube, auto service, and oil change shops and others selling petroleum products are required by state law to meet advertising and signage requirements. Service stations are also required to provide water and air "free of charge" to customers and to provide handicap service to customers with some exceptions. The Department will conduct inspections to determine compliance with these laws. This contract will reimburse the Department for services enforcing these laws. CONSEQUENCE OF NEGATIVE ACTION: A negative action would cause a loss of budgeted revenue and the Department would still need to enforce the state regulated laws. RECOMMENDATION(S): APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute contracts, containing mutual indemnification, with the agencies listed below to reimburse the County for forensic services as provided to the agencies for the period July 1, 2023 through June 30, 2025: City of Antioch, Bay Area Rapid Transit District, City of Brentwood, Contra Costa Community College District, Contra Costa County District Attorney's Office, Contra Costa County Fire Protection District, City of Clayton, City of Concord, Town of Danville, East Bay Regional Park District, City of El Cerrito, City of Hercules, Kensington Community Services District, City of Lafayette, City of Martinez, Town of Moraga, City of Oakley, City of Orinda, City of Pinole, City of Pittsburg, City of Pleasant Hill, City of Richmond, City of San Pablo, City of San Ramon and the City of Walnut Creek. FISCAL IMPACT: These contracts will allow for full cost recovery of providing forensic services to user agencies. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Abigail Balana, 925-655-0008 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 31 To:Board of Supervisors From:David O. Livingston, Sheriff-Coroner Date:June 27, 2023 Contra Costa County Subject:Contracts to Provide Forensic Services to Local Law Enforcement Agencies BACKGROUND: The Office of the Sheriff’s Forensic Laboratory will continue to provide forensic services for evidence retrieved at crime scenes, a crime scene expert to provide technical advice for processing complex evidence issues, and witness and expert testimony for services rendered for the contracting agencies listed above. CONSEQUENCE OF NEGATIVE ACTION: The Office of the Sheriff would be unable to provide this specialized service to other agencies. RECOMMENDATION(S): APPROVE and AUTHORIZE the Agricultural Commissioner, or designee, to execute a contract with the California Department of Food and Agriculture in an amount not to exceed $3,120 to reimburse the County for inspection of recycling establishments licensed as weighmasters for the period of July 1, 2023 through June 30, 2024. FISCAL IMPACT: The California Department of Food and APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Megan Maddox, 8-6600 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 32 To:Board of Supervisors From:Matt Slattengren, Ag Commissioner/Weights & Measures Director Date:June 27, 2023 Contra Costa County Subject:Contract with California Department of Food and Agriculture for Weighmaster Program FISCAL IMPACT: (CONT'D) Agriculture will reimburse the Department of Agriculture, Weights & Measures in an amount not to exceed $3,120. There is no County match of funds or cost share requirements. This revenue has been accounted for in the Departments FY 2023/2024 budget. BACKGROUND: This agreement will reimburse the Department for conducting inspections of recycling establishments to verify compliance with the California Department of Food and Agriculture requirements for licensed weighmasters, to document violations, and take appropriate enforcement action as needed. CONSEQUENCE OF NEGATIVE ACTION: Failure to approve this agreement will cause a loss of revenue to the Department to enforce a mandated regulation. RECOMMENDATION(S): APPROVE and AUTHORIZE the District Attorney, or designee, to apply for and accept the Organized Retail Theft Vertical Prosecution Grant from the California Board of State and Community Corrections in an amount not to exceed $2,050,000 to fund an Organized Retail Theft Vertical Prosecution Unit for the period October 1, 2023 through June 1, 2027. FISCAL IMPACT: If approved, the County will receive up to $2,050,000 over the entire grant period. No County match is required. BACKGROUND: The State Budget Act of 2022 (Assembly Bill 178, Chapter 45, Statutes of 2022) established the Organized Retail Theft Vertical Prosecution Grant Program. Funding is available to California District Attorneys for the purpose of addressing increased levels of retail theft property crimes by using a vertical prosecution model. The Contra Costa District Attorney’s Office is applying for grant funding to support an Organized Retail Theft Vertical Prosecution Unit to address increased levels of retail theft property crimes. The Unit will have one Deputy District Attorney and one Senior Inspector who will investigate and prosecute organized retail theft property crimes from the initial filing through sentencing. This Unit will work collaboratively with local law enforcement, online marketplaces and retailers, and neighboring jurisdictions to identify, hold accountable, and disrupt organized retail theft offenders. CONSEQUENCE OF NEGATIVE ACTION: The District Attorney will be unable to apply for the Organized Retail Theft Vertical Prosecution Grant to receive funding to address the increased levels of retail theft property crimes by using a vertical prosecution model. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Monica Carlisle, 925-957-2234 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 33 To:Board of Supervisors From:Diana Becton, District Attorney Date:June 27, 2023 Contra Costa County Subject:Organized Retail Theft Vertical Prosecution Grant Application RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Agreement #28-372-4 with the City of Richmond for its Police Department, a government agency, including mutual indemnification, to pay the County an amount not to exceed $144,333 for the Coordinated Outreach, Referral and Engagement (CORE) Program to provide homeless outreach services, for the period from July 1, 2022 through June 30, 2023. FISCAL IMPACT: Approval of this agreement will allow the County to receive an amount not to exceed $144,333 from the City of Richmond for its Police Department to provide homeless outreach services. No county match is required. BACKGROUND: The CORE Program locates and engages homeless clients throughout Contra Costa County. CORE teams serve as an entry point into the County’s coordinated entry system for unsheltered persons and work to locate, engage, stabilize and house chronically homeless individuals and families. On February 1, 2022, the Board of Supervisors approved Agreement #28-372-3 with City of Richmond for its Police Department to pay County an amount not to exceed $144,333 to operate the CORE Program and provide services to the City of Richmond for its Police Department for the period July 1, 2021 through June 30, 2022. Approval of Agreement #28-372-4 will allow County to receive funds to continue providing CORE services to City of Richmond through June 30, 2023. This contract includes mutual indemnification to hold harmless both parties for any claims arising out of the performance of this agreement This agreement is delayed due to the City not furnishing the agreement to County until May 8, 2023. CONSEQUENCE OF NEGATIVE ACTION: If this agreement is not approved, county will not receive funding and without such funding, the CORE program may have to operate at a reduced capacity. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Christy Saxton, 925-608-6700 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: L Walker, M Parkinen C. 34 To:Board of Supervisors From:Anna Roth, Health Services Director Date:June 27, 2023 Contra Costa County Subject:Agreement #28-372-4 with the City of Richmond for its Police Department Appendix D: Cost Share Commitment Documenta�on Atached please find the Leters of Commitment from the Applicant, Contra Costa County, and subrecipient, EVCS. Further, as noted in the Budget Narra�ve and Applica�on Narra�ve, project income derived from rent provided for in the Site Host Agreement (Appendix H) between the County and EVCS will be reinvested into the EV4All project. Contra Costa County Leter of Commitment EVCS Leter of Commitment John Gioia (say “Joy-a”) District One Chair, Board of Supervisors Contra Costa County 11780 San Pablo Avenue, Suite D El Cerrito, CA 94530 Phone: (510) 942.2220 Email: John_Gioia@bos.cccounty.us ● Website: www.cocobos.org/gioia EAST RICHMOND HEIGHTS ◊ EL CERRITO ◊ EL SOBRANTE ◊ KENSINGTON ◊ MONTALVIN MANOR NORTH RICHMOND ◊ PINOLE ◊ RICHMOND ◊ ROLLINGWOOD ◊ SAN PABLO ◊ TARA HILLS June 8, 2023 The Honorable Pete Buttigieg Secretary of the United States Department of Transportation 1200 New Jersey Avenue, SE Washington, DC 20590 RE: Notice of Funding Opportunity (NOFO) Number 693JJ323NF00004, Charging and Fueling Infrastructure (CFI) Discretionary Grant Opportunity Dear Secretary Buttigieg: The County of Contra Costa, California, is pleased to submit this proposal requesting $15 million from the Federal Highway Administration’s Charging and Fueling Infrastructure Discretionary Grant Program (CFI) for Phase I of the County’s EV4All Project. The requested funds will support 80% of a total project cost of $18,750,000, to be matched by 20% ($3,750,000) to be committed by the County’s private sector EV partner and subrecipient for the project, Electric Vehicle Charging Solutions (EVCS). The requested funds will support the installation and deployment of 60 Level 2 chargers and 52 Direct Current Fast Chargers at 15 Contra Costa County Library sites located within 14 different cities, towns and census-designated places. A total of five percent of the budget, including the reinvestment of $250,000 in anticipated charger site rental fees, will be earmarked for outreach, education and workforce development. These efforts will include outreach about EVs and available incentives and pre-apprenticeship programs targeted to low-income, disadvantaged and/or environmentally impacted communities. The proposed project is strongly aligned with the CFI Program Vision as well as the Contra Costa Electric Vehicle Readiness Blueprint adopted in 2019. The Blueprint specifically identifies libraries as a prime location for public charging since libraries already serve as a community hub for activities and information. The majority of libraries selected for this application are located in Justice 40 communities that suffer economic and environmental inequities related to the historic oil company operations in portions of the county. Contra Costa County appreciates the opportunity to apply for CFI funding to install charging in the portions of the County where zero emission vehicles can make the biggest difference in the lives of drivers and residents. Sincerely, John Gioia Chair, Board of Supervisors www.evcs.com tel: 866.300.EVCS 11800 Clark Street Arcadia, California 91006 1 June 2, 2023 The Honorable Pete Buttigieg Secretary of the United States Department of Transportation 1200 New Jersey Avenue, SE Washington, DC 20590 RE: Notice of Funding Opportunity (NOFO) Number 693JJ323NF00004, Charging and Fueling Infrastructure (CFI) Discretionary Grant Opportunity Dear Secretary Buttigieg: EV Charging Solutions (EVCS) is pleased to offer this Letter of Match Funding Commitment for the Contra Costa County, California proposal in response to the USDOT Charging and Fueling Infrastructure (CFI) Notice of Funding Opportunity (NOFO). As the owner/operator of the original West Coast Electric Highway in Oregon and Washington, as well hundreds of Level 2 and DC fast charging sites on the West Coast, EVCS continues the long tradition of EV charging stewardship begun by AeroVironment, Tesla, and others over a decade ago. Our network of chargers, along with our innovative subscription payment model, enables EV drivers to feel comfortable traveling throughout Oregon, Washington and California. Under the current Notice of Funding Opportunity (NOFO) Contra Costa County requests approximately $15M of funding to design, construct, and operate electric vehicle (EV) charging infrastructure at fifteen library sites in the County. In support of the County’s proposal, EVCS commits $3,750,000 (20% of the funds requested by Contra Costa County) in private sector Match Funding to the proposed scope of work. This Match Funding Commitment includes in-kind match of five years of project management, operation and maintenance, and network services. EVCS firm ly supports and appreciates USDDOT’s efforts to expand EV charging infrastructure throughout the US, which will encourage EV adoption and the transition to electrified transportation. Please do not hesitate to contact me with any questions. Yours truly, Ian Vishnevsky, Chief Operating Officer EVCS 11800 Clark Street Arcadia, CA 91006 Phone: 310.993.7013 Email: ianv@evcs.com John Gioia (say “Joy-a”) District One Chair, Board of Supervisors Contra Costa County 11780 San Pablo Avenue, Suite D El Cerrito, CA 94530 Phone: (510) 942.2220 Email: John_Gioia@bos.cccounty.us ● Website: www.cocobos.org/gioia EAST RICHMOND HEIGHTS ◊ EL CERRITO ◊ EL SOBRANTE ◊ KENSINGTON ◊ MONTALVIN MANOR NORTH RICHMOND ◊ PINOLE ◊ RICHMOND ◊ ROLLINGWOOD ◊ SAN PABLO ◊ TARA HILLS June 8, 2023 The Honorable Pete Buttigieg Secretary of the United States Department of Transportation 1200 New Jersey Avenue, SE Washington, DC 20590 RE: Notice of Funding Opportunity (NOFO) Number 693JJ323NF00004, Charging and Fueling Infrastructure (CFI) Discretionary Grant Opportunity Dear Secretary Buttigieg: The County of Contra Costa, California, is pleased to submit this proposal requesting $15 million from the Federal Highway Administration’s Charging and Fueling Infrastructure Discretionary Grant Program (CFI) for Phase I of the County’s EV4All Project. The requested funds will support 80% of a total project cost of $18,750,000, to be matched by 20% ($3,750,000) to be committed by the County’s private sector EV partner and subrecipient for the project, Electric Vehicle Charging Solutions (EVCS). The requested funds will support the installation and deployment of 60 Level 2 chargers and 52 Direct Current Fast Chargers at 15 Contra Costa County Library sites located within 14 different cities, towns and census-designated places. A total of five percent of the budget, including the reinvestment of $250,000 in anticipated charger site rental fees, will be earmarked for outreach, education and workforce development. These efforts will include outreach about EVs and available incentives and pre-apprenticeship programs targeted to low-income, disadvantaged and/or environmentally impacted communities. The proposed project is strongly aligned with the CFI Program Vision as well as the Contra Costa Electric Vehicle Readiness Blueprint adopted in 2019. The Blueprint specifically identifies libraries as a prime location for public charging since libraries already serve as a community hub for activities and information. The majority of libraries selected for this application are located in Justice 40 communities that suffer economic and environmental inequities related to the historic oil company operations in portions of the county. Contra Costa County appreciates the opportunity to apply for CFI funding to install charging in the portions of the County where zero emission vehicles can make the biggest difference in the lives of drivers and residents. Sincerely, John Gioia Chair, Board of Supervisors APPLICATION for the Contra Costa County EV4All Project to the Community Charging and Fueling Program Grants Program Under the Fiscal Year 2022 and 2023 U.S. Department of Transportation Federal Highway Administration’s Charging and Fueling Infrastructure Discretionary Grant Opportunity Notice of Funding Opportunity Number 693JJ323NF00004 June 8, 2023 Presented by in partnership with i TABLE OF CONTENTS .................................................................................................................. Introduction, Project Eligibility and CFI Program Alignment ................................................ 1 Project Type, Eligibility and Alignment with CFI Community Program Vision ............... 1 Section i: Project Narrative .......................................................................................................... 4 Section i-I: Project Location, Risk Mitigation and Accessibility .......................................... 4 Highways, AFC Corridors, Public Transit Challenges and Congestion.......................... 4 Proposed Charger Locations ............................................................................................... 5 Safety and Accessibility ........................................................................................................ 7 Section i-II: Expanding Infrastructure and Filling Infrastructure Access Gaps ............... 8 Multi-pronged, High-Impact Program Model to Achieve the CFI Program Vision ...... 9 EV Charging Infrastructure Gaps in Contra Costa County .......................................... 10 Section i-III: Use of Funds ..................................................................................................... 13 Section i-IV: Additional Project Narrative Information ..................................................... 15 Section ii: Budget Information: Sources, Uses and Scalability............................................... 16 Requested CFI Grant Funds .................................................................................................. 16 Sources and Uses of All Project Funds ................................................................................. 17 Project Scalability ................................................................................................................... 17 Section iii: Project Merit Criteria ............................................................................................. 17 Criterion #1: Safety................................................................................................................. 17 Criterion #2: Climate Change, Resilience, and Sustainability ........................................... 20 Climate Change Evidence .................................................................................................. 20 Reducing Greenhouse Gas Emissions ............................................................................... 20 Climate Resilience, Public Health and Environmental Justice ...................................... 21 Criterion #3: Equity, Community Engagement, and Justice40 .......................................... 22 Broad-based, Climate-focused Community Stakeholder Engagement.......................... 22 Equity Analysis.................................................................................................................... 24 EVSE Workforce Needs ..................................................................................................... 29 Workforce Development Activities ................................................................................... 30 Building on Community-Library Relationships .............................................................. 31 Building on Place-Based Economic and Workforce Development Strategies ............... 34 Criterion #5: CFI Program Vision ........................................................................................ 36 Alignment with U.S. DOT Statutory Priorities .................................................................... 36 Additional Community Program Considerations ................................................................ 37 ii Section iv: Project Readiness and Environmental Risk .......................................................... 38 Scope of Work / Statement of Work / Work Plan................................................................ 38 Project Team Experience and Qualifications ....................................................................... 42 Environmental Impacts .......................................................................................................... 44 “Dig Once” Future-Proofing .................................................................................................. 45 EV4ALL APPENDICES ............................................................................................................ 46 Appendix A – Equity Analysis Data ...................................................................................... 46 Appendix B – Charger Site and Amenities Information ..................................................... 46 Appendix C – Charger Specifications ................................................................................... 46 Appendix D – Letters of Commitment .................................................................................. 46 Appendix E – Stakeholder Letters of Support ..................................................................... 46 Appendix F – Project Team Resumes ................................................................................... 46 Appendix G – Applicant Commitments & Attestations (Compliance) .............................. 46 Appendix H – Master Site Host Agreement ......................................................................... 46 1 Introduction, Project Eligibility and CFI Program Alignment The County of Contra Costa, California, is excited to submit this proposal requesting $14,999,200 from the Federal Highway Administration’s Charging and Fueling Infrastructure Discretionary Grant Program (CFI Program). The requested funds will support 80% of a total project cost of $18,749,000, matched by 20% ($3,750,000) committed by the County’s EV partner and subrecipient for the project, Electric Vehicle Charging Solutions (EVCS). The requested funds will support Phase One of the County’s EV4All Project (“the project”), including installation and deployment of 60 Level 2 chargers and 52 Direct Current Fast Chargers at 15 equitably distributed Contra Costa County Library sites located within 14 different cities, towns and census-designated places. Five percent (5%) of the requested award will support vital outreach and education activities to expand EV awareness and adoption in the county, including awareness of EV purchasing incentives and EV workforce development pathways, especially among low-income, disadvantaged and/or environmentally over-harmed communities. In Phase Two of the County’s EV4All Project – not included in this proposal due to budget constraints – the County will install EV chargers including DC Fast Chargers at the County’s other public library sites. In this proposal, the quantified costs, outputs, sites, chargers, impacts and populations served by “the project,” “the EV4All Project” and “the County’s EV4All Project” refer only to the 15-site Phase One of the County’s EV4All Project. Project Type, Eligibility and Alignment with CFI Community Program Vision Contra Costa County’s CFI Community Program proposal is fully aligned with the CFI Program’s objectives and eligibility requirements. The County, a unit of local government, is an eligible applicant; is the sole applicant; and is not a party to any other applications to this program. Alignment with the CFI Community Program Vision. The project’s purpose is to expand publicly-accessible EV charging infrastructure (24/7) and fill gaps in public access to EV charging in targeted communities that are currently EV-underserved. (“charging infrastructure,” “chargers” and “EVSE” (Electrical Vehicle Servicing Equipment) are used inter-changeably in this proposal.) The project will install and deploy new Level 2 and DC fast chargers in places that currently have few Level 2 chargers and near-zero DC fast chargers. The charger specifications are provided in Appendix C. All chargers will be located at well-known, centrally-located, well-lit, safe, reliable and accessible County library sites proximate to multiple nearby amenities and destinations. Nearly 3/4 of the sites (73%) are within 1-2 miles of an Alternative Fuel Corridor (AFC) and over half (53%) are within 1 mile of an AFC (the other 4 sites are 2.7-8.1 miles from AFCs). While this is a Community Program proposal, not a Corridor Program proposal, the majority of proposed EVSE sites (8/15) are within 1-mile of the county’s three main AFCs – State Route 4, US I-680 and US I-80 – and fill notable EVSE gaps in 24/7 public access along all three. The significant gaps in publicly-accessible EVSE along these corridors are well- documented in this proposal. These highly-traveled corridors, linking workers to major employment centers in San Francisco, Alameda County and Silicon Valley, are critical arteries for a county population in which 4 in 10 workers travel out of the county for work. The site attributes listed above (well-lit, safe, reliable) make these sites attractive to commuters seeking convenient, AFC-proximate charging for the same reasons they are attractive to the broader community. Long 2 travel times due to congestion provide an extra-powerful incentive for low- and moderate-income workers to adopt EVs and use new AFC-proximate chargers to save money on fueling costs. Of the 15 census tracts with proposed new EVSE, seven are low-income, three are disadvantaged, six are Justice40-qualified, and many suffer from high rates of multiple health risks and hazards attributable to their proximity to large GHG emitters. The residents of these census tracts are mostly concentrated in the northern and western areas of the county, located along the three AFCs listed above and between those AFCs and the county’s industrialized waterfronts. These 15 tracts currently have a total of four existing publicly-accessible DC fast chargers, while the low-income and/or disadvantaged census tracts have a total of one. The project will help advance, and be advanced by, larger strategic efforts in the County to reduce greenhouse gas emissions, mitigate climate impacts, improve climate resilience and advance environmental justice. The County – in long-term collaboration with many partners and stakeholders – is especially focused on ensuring that the most vulnerable workers in the county’s energy transition are assisted and supported rather than dislocated. With respect to ALL of these aligned strategic efforts, the significance of the county’s large oil refining sector cannot be over-emphasized. It is over 23 times more proportionately important to the county’s economic base than it is to the nation’s; it accounts for about 3 in 10 jobs in the waterfront industrial areas most impacted by pollution and climate change; and it is steadily shedding some of the county’s highest-paying jobs. It is, and must be, at the center of the county’s transition to a clean-energy economy, while expanding EV adoption to reduce transportation-related emissions is an equally imperative and mutually -supporting strategic path. Within the oil refining industry itself, the economic transition to good-paying jobs in a clean- energy economy is already underway in Contra Costa County. In 2020, two refineries (the Phillips 66 refinery in Rodeo and the Marathon refinery in Martinez ) announced that they were switching from crude oil production to making biofuels. The County’s supervisors also joined scores of local officials statewide to sign the “Diesel Free by ‘33” pledge, which commits to a goal of reducing diesel emissions to zero in California by 2033.1 Expert observers regard these actions and others as signals of a pending wave of oil refinery decommissioning in the State.2 Given the likely wave of crude refinery decommissioning now underway, Contra Costa County is ideally positioned to develop a blueprint for responsible energy transition from which other communities in the state and nation can learn and benefit. Fortunately, county stakeholders have pertinent prior experience; in 2016, environmental and labor groups reached a comprehensive agreement for a just transition for workers and the community affected by the closure of the Diablo Canyon Nuclear Plant (in the county’s southern portion).3 In September 2020, the County’s supervisors signed a resolution declaring a climate emergency in the County, identifying the need to “anticipate and plan for an economy that is less dependent on fossil fuels” and “plan for a ‘Just Transition’ away from a fossil -fuel dependent economy.”4 1 https://www.nrdc.org/bio/ann-alexander/biofuel-conversions-chance-model-just-transition 2 https://www.nrdc.org/bio/ann-alexander/biofuel-conversions-chance-model-just-transition 3 https://www.pge.com/includes/docs/pdfs/safety/dcpp/JointProposal.pdf ; https://www.nrdc.org/bio/peter- miller/diablo-canyon-accord-approved-california-legislature 4 https://www.contracosta.ca.gov/DocumentCenter/View/68157/Declaration -of-Climate-Emergency 3 The County is also strongly-positioned to serve as a model for integrating expanded EV adoption into broader energy transition strategies and actions. With an EV Readiness Blueprint completed in 2019 – leading to high-impact projects like the EV4All Project – the County is well-prepared to further its EV expansion activities as one part of a multi-pronged approach to the daunting energy transition it faces. At one of the most challenging times in the county’s history, the requested ~$15M award would provide a huge boost to the County’s strategic energy transition efforts at a time of both great need and great promise. The prominent role of the County Library System and 15 of its branch locations will have a major role in generating project benefits. These publicly-owned and publicly-managed facilities epitomize the meaning of community-based: they are active centers of community learning and support, situated in the heart of each community, with proximity to many services provided by the libraries themselves as well as multiple nearby retail, recreational and service amenities that EV charging customers can conveniently access during charging. The benefits of locating EVSE at libraries were highlighted in the Contra Costa Electric Vehicle Readiness Blueprint completed by the Contra Costa Transportation Authority in 2019.5 The libraries – with staff and volunteers highly-committed to advancing the county’s equitable energy transition – are ideal locations for EVSE to spotlight and facilitate EV adoption through the libraries’ many community-based events and relationships. A newly-acquired EV bookmobile will provide a powerful EV outreach platform. The library-based EVSE will expedite electrification of the fleet of medium-duty trucks used to circulate books across branches, yielding large GHG reductions and fuel cost savings given the long travel distances required. The project’s outreach and education component – incorporating workforce development outreach as well as direct training – will play a vital role in building pipelines of much-needed EV and EVSE workers while also creating new opportunities for workers dislocated by the county’s energy transition. The library branches themselves will provide the foundation for community outreach, with trusted community-based organizations partnering in the project to expand engagement further into the project’s targeted low-income and disadvantaged communities. Workforce development outreach will dovetail with County efforts already underway to directly spur EV workforce training within County government. The County is in close contact with the Contra Costa County Community College District Chancellor and key Directors around pursuing a partnership to build a workforce pipeline and curriculum-driven on-the-job training internship program within the County Public Works Department. Public Works is developing a strategic plan to become a central maintenance hub for publicly-owned EVs county-wide, which will provide a robust platform for applied, hands-on EV technician training. With respect to income- and wealth-building, the project’s workforce development benefits will build on the financial impacts of EVs themselves. With state EV purchasing incentives put in play by program outreach to help low- and moderate-income people learn about and access them, EVs will become affordably-acquired assets, in turn allowing owners to realize significant savings on fueling and maintenance costs vs. gas-powered cars. The EVs will then provide more affordable access to work locations, thereby providing owners more net earned income and greater capacity to spend on quality-of-life improvements, invest in education and/or save to build wealth. 5 https://ccta.net/projects/contra-costa-electric-vehicle-ev-readiness-blueprint/ 4 Section i: Project Narrative Section i-I: Project Location, Risk Mitigation and Accessibility The project location is Contra Costa County, one of nine counties in the San Francisco Bay Region and three counties in the East Bay sub-region. The County’s 1.66 million population in 2020 was 33% higher than San Francisco County, making Contra Costa the region’s third-most populous county (behind Santa Clara and Alameda). Contra Costa is one of California’s original 27 counties, incorporated in 1850. The county's extensive northern and western waterfronts are a central focus of this proposal and of the County’s clean energy transition. These areas are home to heavy industry, including the 2nd-largest oil refining center on the west coast. The residents of low-income communities in these areas are on the front lines of climate change, absorbing inequitable impacts of extreme GHG and particulate pollution. These disadvantaged and over-harmed communities are a primary focus of the plan for new EVSE presented in this proposal. Highways, AFC Corridors, Public Transit Challenges and Congestion Travel conditions in the county are greatly influenced by its proximity to major population and employment centers. Commuting patterns are especially affected by travel to and from employment centers to the west and south (San Francisco, Oakland, Silicon Valley); residential areas to the north (Solano and Napa Counties); and areas to the east in California’s central valley. The County's roadways of most significance to this proposal – shown in Figure 1 – are California State Route 4 (SR4) and U.S. Interstates 80 and 680 (I-80 and I-680). SR4 is the major east-west corridor through the county’s northern portion, connecting to the region’s two main north-south corridors in the western portion: I-80 and I-680. Most of the county’s job centers are located along or near I-680, the county’s main north-south corridor, which also serves as a primary commuting route for county residents who work in Silicon Valley to the southwest. All three of these roadways are part of the Alternative Fuel Corridor network: I-80 and I-680 are corridor-ready and SR4 is corridor-pending. Both provide connectivity to other corridor-ready roadways in and near the county, including I-580 and I-880.6 Although this is a Community Program Proposal, not a Corridor Program Proposal, a majority of the proposed new EVSE locations (8 of 15) are located within a mile of an AFC. A 2017 study found Contra Costa County to have three of the Bay Area’s ten most congested corridors: #2, I-80 westbound in the morning from Hercules to the Bay Bridge; #5, SR4 eastbound in the afternoon between Martinez and Concord; and #10, I-680 northbound in the afternoon from Danville to Walnut Creek.7 The I-80 corridor, connecting commuters to employment centers in San Francisco, Oakland, and Silicon Valley, has long been one of the region’s most congested. 6 https://www.fhwa.dot.gov/environment/alternative_fuel_corridors/maps/ 7 https://mtc.ca.gov/sites/default/files/top_10_congestion_locations-2017.pdf 5 Figure 1: Contra Costa County Highway Map Due to congestion issues, commuters living in Contra Costa County spend significantly more time getting to work than residents of any other Bay Area county, with nearly one in five commuters traveling over one hour each way for work.8 An estimated 4 in 10 of the county’s workers commute to another Bay Area county for work.9 Given these conditions, expanded EV adoption in the county is more critical than it would otherwise be for reducing the carbon impact of vehicles and lowering the fuel costs of travel by car, especially for low- and moderate-income commuters. Patterns of Industry, Health Disparities and Environmental Injustice. The socioeconomic patterns across the county’s sub-regions are strongly correlated with employment and industry patterns. The three county sub-regions with the highest rates of low-income residents and people of color – East, West and North Central – are anchored by their largest cities along the county’s western and northern waterfront, where the county’s heaviest GHG emitters including oil refineries are located. These communities are located along the major corridors described above and between those corridors and the waterfront. Proposed Charger Locations The County’s equity analysis, detailed under Project Merit Criterion #3, examined demographic data in comparison to data on existing charger locations in the county. That analysis clearly demonstrates the inequitable distribution of EVSE in Contra Costa County. The County used this analysis as the basis for prioritizing public library branches in low-income and disadvantaged communities for inclusion in this proposal. 8 https://www.vitalsigns.mtc.ca.gov/commute- time#:~:text=Contra%20Costa%20County%20residents%20lead%20the%20pack%20with,also%20home%20to%20 sizeable%20shares%20of%20extreme%20commuters. 9 https://www.vitalsigns.mtc.ca.gov/commute-patterns 6 As shown in Table 1, among the 15 census tracts with proposed new EVSE, seven are low-income, three are disadvantaged and six are Justice40-qualified. These tracts have a total of four existing public DC fast chargers, while the residents of the low-income and/or disadvantaged census tracts have a total of one DC fast charger. Table 2 shows the proposed new EVSE at each of the locations – in total, 60 Level 2 chargers and 52 DC fast chargers. This investment would double the number of Level 2 chargers in these tracts and increase the number of DC fast chargers by over 12 times. Table 1: Existing EVSE in Census Tracts Targeted for New EVSE – EV4All Project Table 2: Proposed New EVSE at Contra Costa County Library Sites – EV4All Project It should be noted that the County and EVCS are still performing due diligence with respect to some of these sites. For example, the team is assessing the findings of several different flood plain analyses to determine the most appropriate course of action at the Clayton library branch. The Crockett library branch presents unique challenges because the County-owned facility is located on private land; the team is exploring a number of potential scenarios to address property owner concerns, including installing EVSE on County-owned property adjacent to the library. ## per 1k ## per 1k capita CCC-Antioch Library Antioch East Y Y Y 1 3 4 0.61 1 0.15 CCC-Brentwood Library Brentwood East Y Y 0 0 0 0.00 CCC-Clayton Library Clayton North Central Y 0 0 0 0.00 CCC-Concord Library Concord North Central Y 2 2 0.36 0 0.00 CCC-Crockett Library Crockett West Y 0 0 0 0.00 CCC-Dougherty Station Library San Ramon Central 18 18 2.26 0 0.00 CCC-El Sobrante Library El Sobrante West Y Y 0 0 0 0.00 CCC-Hercules Library Hercules West Y 0 0 0 0.00 CCC-Martinez Library Martinez North Central Y Y Y 5 5 4.74 0 0.00 CCC-Moraga Library Moraga Central Y 0 0 0 0.00 CCC-Pinole Library Pinole West Y 0 0 0 0.00 CCC-Pittsburg Library Pittsburg East Y Y Y 4 4 0.75 0 0.00 CCC-Pleasant Hill Library Pleasant Hill North Central Y 3 6 9 1.43 3 0.48 CCC-Prewett Library Antioch East Y 0 0 0 0.00 CCC-San Pablo Library San Pablo West Y Y Y Y 21 21 2.89 0 0.00 Total 7 3 6 9 4 59 63 0.68 4 0.04 Total Public DCFC Justice40 Tract Rural (under 50k pop)DCFC L2 County Sub- Region Site Name City Low- income Tract Dis- advantaged Tract Total Public Chargers Existing Chargers in Census Tract Site Name Site address DAC LIC Justice40 Rural # DCFC kW # of L2 kW CCC-Antioch Library 501 W. 18th Street, Antioch CA 94509 Y Y Y 4 150 4 7 CCC-Brentwood Library 104 Oak Street, Brentwood CA 94513 Y Y 4 150 4 7 CCC-Clayton Library 6125 Clayton Road, Clayton CA 94517 Y 4 150 4 7 CCC-Concord Library 2900 Salvio Street, Concord CA 94519 Y 4 150 4 7 CCC-Crockett Library 991 Loring Ave, Crockett CA 94525 Y 2 150 4 7 CCC-Dougherty Station Library 17017 Bollinger Cyn Road, San Ramon CA 94582 4 150 4 7 CCC-El Sobrante Library 4191 Appian Way, El Sobrante CA 94803 Y Y 2 150 4 7 CCC-Hercules Library 109 Civic Drive, Hercules CA 94547 Y 4 150 4 7 CCC-Martinez Library 740 Court Street, Martinez CA 94553 Y Y Y 4 150 4 7 CCC-Moraga Library 1500 St. Mary's Road, Moraga CA 94556 Y 2 150 4 7 CCC-Pinole Library 2935 Pinole Valley Road, Pinole CA 94564 Y 2 150 4 7 CCC-Pittsburg Library 80 Power Avenue, Pittsburg CA 94565 Y Y Y 4 150 4 7 CCC-Pleasant Hill Library 2 Monticello Avenue, Pleasant Hill CA 94523 Y 4 150 4 7 CCC-Prewett Library 4703 Lone Tree Way, Antioch CA 94531 Y 4 150 4 7 CCC-San Pablo Library 13751 San Pablo Avenue, San Pablo CA 94806 Y Y Y Y 4 150 4 7 3 7 6 9 52 60 20%47%40%60% Total Count % of Total Sites (15) 7 Safety and Accessibility The County’s project design for new EVSE at the selected sites incorporates several important safety considerations, including assessing safety risks that could potentially be introduced during site construction and risks for EVSE users. Stations will be designed to mitigate human error during charging and to integrate traffic safety devices and emergency safety shutdowns in a manner that fully complies with local AHJs. Reflecting adherence to the U.S. DOT’s National Roadway Safety Strategy’s Safe System Approach (SSA)10, Table 3 summarizes ways in which the construction and operation of EVSE will directly or indirectly contribute to SSA Objectives: Table 3: EV4All Project Contributions to DOT’s Safe System Approach (SSA) “Safer Speeds” Objective: While not directly contributing to a reduction in fatal crashes at the charging sites (since charging occurs while parked), the operation of electric vehicles has be en anecdotally noted to reduce highway speed. EV range is extended significantly when the vehicle is not operated at excessive speed. EV operators receive instant feedback in the form of added range when safer driving speeds are used. In addition, the Safer Speeds objective incorporates outreach and education about speeding; EV4All project outreach will provide information on the benefits of lower, safe speeds to maximize EV range, which should in turn increase safety. “Safer Roads” Objective: While EVSE does not entail proven safety countermeasures such as medians, bicycle lanes or rumble strips, the use of pavement markings and signage to ensure the stations are easily visible with good ingress and egress contributes to overall safer roadways. “Safer Vehicles” Objective: The on-board advanced safety technology in EVs is state-of-the- art, including advanced collision warnings, lane change safety indicators, 360-degree cameras, etc. As the national charging station network continues to expand, consumers will become more comfortable with the idea that they can make the EV commitment (plenty of locations to charge) and the advanced technology fleet will grow, resulting in a safer fleet. Also, as the number of EVSE locations grows, the potential for EVs to become stranded with no battery charge on the roadside decreases. Ensuring all new stations are registered with alternative fuel databases and mapping systems will also contribute to reducing the number of times EVs are stranded on the roadside and therefore vulnerable to accidents potentially leading to roadway death. To maximize site safety and mitigate onsite station risks, the proposed project will fully comply with all applicable Americans with Disabilities Act (ADA) of 1990 requirements. This is accomplished by full compliance with the California Building Standards Code (CBC) (Title 24), which ensures “buildings, structures, and related facilities are accessible to, and functional for, every member of the public, so as to provide equal opportunity to access public accommodations.” California’s accessibility regulations predate Federal ADA by 8 years. The state’s current CBC was developed “to provide a single code that would meet all of the most stringent requirements of the original California Building Standards Code, as well as the 1991 Federal Fair Housing Amendments Act and the Americans with Disabilities Act Accessibility Guidelines11. 10 https://www.transportation.gov/NRSS 11 https://www.dgs.ca.gov/DSA/Resources/Page-Content/Resources-List-Folder/Access-Compliance-Reference- Materials?search=disabled%20access%20to%20EV%20charging 8 California Building Standards Code Title 24, Part 2, Chapter 11B details the accessibility regulations for EVSE that apply to the proposed project. The State’s Department of General Services provides clear guidance on accessibility requirements for EVSE.12 Accordingly, the project team will design the first space as van-accessible and will follow guidelines for the minimum number of accessible spaces as the number of total charging spaces at a site increases . The project team has extensive experience complying with California ADA requirements for EVSE. The site host understands that one additional space will be required to meet ADA compliance. Other key design requirements for the project include those provided in Table 4. Table 4: ADA Compliance Specifications – EV4All Project Site configuration will meet accessible charging requirements including: level ground w/ a slope of less than 1:48; vertical clearance of at least 98”, located along accessible route to the facility Charging cables will be kept off the ground and the cable receptacle will not be more than 48 inches above the surface of the surrounding ground area. Per Federal ADA guidelines, the amount of pulling lifting strength required will be less than five- pound force (charger handle will not require undue strength to pull, lift, or operate). Other operable parts will require less than five-pound force (with exception for EV connectors) Van-accessible EV spaces will be 12’ x 18’ with a 5-foot access aisle (on passenger side) to allow parking flexibility relative to the charge port location on the vehicle. Standard-accessible spaces will be 9’ x 18’ w/ 5-foot access aisle on the passenger or driver side. Charging cables will not block the accessible route (may require cord storage). Clear floor space will be provided at the EV chargers. The project will meet applicable reach range requirements for operable parts. Point-of-sale devices will comply with CBC 11B-812.10.3 The project will provide surface markings, as required. Signage will conform to the California Manual of Uniform Traffic Control Devices (MUTCD)13. Section i-II: Expanding Infrastructure and Filling Infrastructure Access Gaps The proposed project will 1) expand community-based EV charging infrastructure; and 2) fill gaps in access to publicly-accessible EV chargers in Contra Costa County. Based on the equity analysis underlying the process of site selection for this proposal, the project will expand EV infrastructure and fill infrastructure access gaps in a purposefully equitable manner. Further, the expanded EV access will specifically benefit communities that are most vulnerable to, and impacted by, the environmental harm that expanded EV adoption is meant to counteract and mitigate. In carrying out the EV4All Project described in this proposal, Contra Costa County will comply 12 https://scag.ca.gov/sites/main/files/file- attachments/tt031020_californiaevcsaccessibilityregulations.pdf?1605821849 13 https://dot.ca.gov/programs/safety-programs/camutcd 9 fully with all applicable sections of the National Electric Vehicle Infrastructure Standards and Requirements (23 CFP Part 680). Appendix G provides additional compliance attestations. Multi-pronged, High-Impact Program Model to Achieve the CFI Program Vision New Charging Infrastructure in EV-underserved Disadvantaged Communities. The central project element is the installation of new EVSE including DC fast chargers in communities that currently have major EVSE gaps. As demonstrated by the equity analysis under Project Merit Criteria #3, the County’s EV4All project will establish EVSE in communities that have very little EVSE and nearly zero DC fast chargers. The proposed 60 Level 2 chargers and 52 DC fast chargers – placed at well-known, well-lit, trusted, reliable, safe and accessible public library locations – will help fill EVSE gaps and encourage greater EV adoption in these communities. The Expanding and Diversifying EV Marketplace. EV growth and EVSE growth are mutually- supportive in achieving equitable EV market growth. While the County’s EV4All project ensures much-needed EVSE in underserved and disadvantaged communities, the project will also have expanded impact in relation to broader market growth. Consumers in the targeted communities will increasingly see the new EVSE in their own neighborhoods as only one part of steadily- expanding charger networks, thereby further encouraging EV adoption in EV-underserved places. Nationally, major automakers are rolling out more EV offerings including types most favored by Americans such as SUV’s and pick-up trucks. With announced carmaker plans, there could be as many as 134 EV models available by 2024.14 One result of this growth is an emerging used EV market. Because used EVs are substantially less expensive than new EVs, this trend will help bring EV adoption within reach for more Contra Costa residents.15 Further supporting equitable EV expansion, the range of EVs is steadily increasing. The median EV range of 234 miles in 2021 was 104% higher than in 2018.16 Increasing EV range combined with more affordable EV purchasing options and expanded EVSE will have the combined effect of strengthening the value proposition of EV adoption among low-and-moderate consumers. Robust State EV Consumer Incentives. Unfortunately, the factors above are not enough to fill EV access gaps and ensure equitable EV access because the cost of EVs remains out of reach for most low- and moderate-income individuals. California’s suite of EV purchasing incentives will therefore play a critical role in expanding equitable EV access in Contra Costa County. In California, an LMI buyer of a new BEV could stack multiple incentives to reduce its price by as much as $14,000 in 2022. Increases in these incentives approved in November 2022 could be a game-changer in advancing the state’s commitment to equitable EV access.17 Outreach and Education About EV Facts, Benefits and Incentives . The EV4All Project includes a multi-pronged outreach and education program (described under Project Merit Criteria #3 and #4) to increase awareness of EV benefits, help residents of targeted communities navigate and access EV purchase incentives, deliver practical workforce training information, and provide 14 https://www.visualcapitalist.com/the-number-of-ev-models-will-double-by-2024/ 15 https://energycenter.org/thought-leadership/blog/california-increases-incentives-low-moderate-income-ev- shoppers 16 https://www.energy.gov/eere/vehicles/articles/fotw-1220-january-10-2022-model-year-2021-electric-vehicle- longest-range 17 https://energycenter.org/thought-leadership/blog/california-increases-incentives-low-moderate-income-ev- shoppers 10 tangible training entry points into the EV-related workforce. Importantly, the County will carry out all of these aligned activities in collaboration with trusted messengers in each community, including personnel at each library branch and at community-based organizations with strong ties to racially diverse, low-income, disadvantaged, underserved and over-impacted communities. Ensuring Accurate EV information Reaches LMI community members that can most benefit from it. An average EV owner can expect to save $9,000 in fuel costs and $4,600 in maintenance costs over a 200,000-mile EV lifespan.18 However, misunderstandings about these savings are widespread enough to represent a major knowledge barrier standing between EV adoption and the low-and-moderate-income (LMI) people who could most financially benefit from it. A recent survey by Stanford University found that less than half of consumers believe that EVs cost less to fuel than gas-powered cars, and only 13% believe they cost less to maintain.19 The outreach and education component of the EV4All Project will help ensure that fully-accurate information about EV affordability benefits reaches LMI community members of the targeted communities. Multiple County-led, Climate-Focused Activities and Investments to Complement the EV4All Project in Advancing a Just Energy Transition. As described in the remainder of this proposal, the County’s strategic, stakeholder-based approach to addressing climate change and mitigation is a key element of success for the EV4All Project. It ensures that project investment from Federal and other sources will have expanded, leveraged impact on both equitable EV market expansion and evidence-driven strategies for greenhouse gas reduction. EV Charging Infrastructure Gaps in Contra Costa County Figure 2 shows the locations of all existing EV chargers in and near the county (blue dots) along with the proposed new charging locations (red dots).20 A northeastern cluster of chargers hugs the east-west State Route 4 corridor (SR4), parallel to the northern waterfront, in the county’s East sub-region (see Antioch and Brentwood on the map). The low concentration of chargers here, compared to generally more affluent and less environmentally impacted areas in the southern part of the county (San Ramon), represents a gap in the county’s existing EV charging infrastructure. A southwestern cluster of chargers hugs the western coast between Oakland and Richmond, but the notable lack of existing chargers along the I-80 corridor heading north from Richmond toward Sonoma, Solano and Napa Counties illustrates a major gap in the distribution of existing chargers in the county and Bay Area given the heavy use of this critical corridor and the string of cities located along it (south to north from Richmond: San Pablo, El Sobrante, Pinole, Hercules and Crockett, all of which have a library branch at which new EVSE is proposed). A north central cluster of chargers hugs the north-south I-680 corridor and its intersection with SR4 (from south to north: Walnut Creek, Clayton, Concord and Martinez). Some of these cities have an apparent concentration of chargers, but the vast majority are Level 2 charges, and some 18 https://advocacy.consumerreports.org/wp-content/uploads/2020/10/EV-TCO-Overall-Fact-Sheet-FINAL-3.pdf 19 https://energycenter.org/thought-leadership/blog/ev-owners-didnt-expect-save-so-much-operations-and- maintenance 20 https://afdc.energy.gov/stations/ 11 cities have very few chargers (including the County seat, Martinez). This map shows that there are charger gaps in this part of the county as well. A southern cluster of chargers – around San Ramon and to its south – appears to be very highly concentrated, again hugging a major corridor, I-680. Further analysis of this area identified gaps, particularly DC fast charging gaps, in this area and south of Walnut Creek, in Moraga. Figure 2: Existing EV Chargers with Proposed EV Chargers – EV4All Project The County identified library locations to include in the EV4All Project by combining this sub- regional assessment of EV charging gaps with the equity analysis of existing charger sites discussed under Project Merit Criterion #3. This resulted in the 15 proposed EVSE locations (red dots) shown in Figure 3 (on DOT’s Disadvantaged Communities Map21). As previously shown in Table 1, the 15 census tracts in which the new chargers are proposed include seven classified as low-income, three as disadvantaged and six as Justice40-qualified. In these 15 census tracts, there are only 63 total public chargers and only 4 DC fast chargers. Among the 15 census tracts, eight have zero public chargers, including two low-income tracts. The gaps 21 https://cecgis-caenergy.opendata.arcgis.com/datasets/CAEnergy::disadvantaged -communities-designated-by- justice40/explore 12 in DC fast charging access are extreme, with 13 of the 15 tracts having zero DC fast chargers, including six low-income and two disadvantaged tracts. Figure 3: Proposed EV Chargers and DOT Disadvantaged Census Tracts – EV4All Project Expanding EV Infrastructure. As detailed above, the project will install and deploy new EV charging infrastructure at 15 public library locations in 14 different communities in Contra Costa County. None of these sites currently have EV chargers. The new chargers – installed at well- known, well-lit, safe and reliable centers of community activity – will increase the availability of EV charging infrastructure by expanding its scale and visibility in these communities. The new DC fast charging stations will be particularly vital in providing quick and convenient charging options in communities that currently have zero or close-to-zero existing DC fast chargers. Filling Gaps in Access. By definition, expanding charging infrastructure and especially DC fast charging access in communities that currently lack EVSE will have a gap-filling benefit: it provides more supply of something that is necessary in order to encourage wider EV adoption and propel the transition to a clean transportation economy. Moreover, these new chargers will fill equity gaps in EV charging access by serving the county’s most disadvantaged and vulnerable communities with infrastructure they currently lack, thereby countering the disproportionately higher concentration of EV charging infrastructure in higher-income places. Expanding Infrastructure Near Amenities, Services and Destinations. All 15 proposed EVSE locations are proximate to many nearby amenities, services and destinations, allowing consumers 13 to conveniently access these nearby locations during charging. Table 5 (on the next page) provides a sampling of amenities and destinations nearby the 15 library sites included in the EV4All Project. These nearby amenities are documented with maps indicating amenities provided in Appendix B. Section i-III: Use of Funds The EV4All project includes design and construction of EVSE at 15 County library branches – including a total of 60 Level 2 and 52 DC fast chargers plus outlets for e -scooters and e-bikes to support multi-modal micro-mobility. Table 6 (further below) provides a breakdown of the uses of funds, followed by explanations of these uses and how they align with the expenses shown in the SF-424C form. The SF-424C Budget Narrative provides a detailed explanation of each SF-424C budget category. As documented in Appendix D, the County’s subrecipient, EVCS, is committed to provide 100% of the match share for this project. Table 6: Uses and Sources of Funds, by Major Category Planning & Development and Other Administration (424C Item #1): Contra Costa County grant administration and project management. Right-of-Way (424C Item #2): Site access is secured as documented in Appendix D. (Fully executed 10-year Site Host Agreement). Design & Installation (424C Items #4 to 9): Please refer to the SF-424C Budget Narrative for a detailed explanation of the project budget categories allocated to Design & Installation. These include architectural and engineering design, inspections, site work, and construction. Equipment (424C Item #10): a total of 52 150kW DC fast chargers, 60 Level 2 EVSE and 15 electrical switchgear will be procured. Funding Source Planning & Dev. and other Admin Right-of - Way Design & Installation Equipment O&M Outreach, Education, Workplace Development (OEW) Total (%) CFI Funds (Federal Request)$300,000 $0 $5,350,000 $8,849,000 $0 $500,000 $14,999,000 80% Other Federal Funds $0 $0 $0 $0 $0 $0 $0 0% Non-Federal Funds $0 $0 $0 $0 $3,750,000 ***$3,750,000 20% Total $300,000 $0 $5,350,000 $8,949,000 $3,750,000 $500,000 $18,749,000 100% ***Reflects $250,000 rent income anticipated during the 5-year operational period will be allocated to outreach, education and workforce development. It is not included here since the income will offset this spending. 14 Table 5: Amenities Near Libraries with Proposed New EVSE – EV4All Project 15 Operations and Maintenance (O&M) (part of 424C Item #11): EVCS is responsible for ensuring the operation and maintenance of all project equipment, including charger pedestals, information display kiosks, signage, etc. All costs associated with the maintenance and repair of the chargers during the term of the site host agreement are also covered. Match funding estimates are based on 5 years of operation at each site. This is a conservative estimate of the resources committed to the ongoing O&M costs during the full term of the site host agreement. Outreach, Education and Workforce Development (balance of 424C Item #11): This category will focus on working with trusted community-based organizations to provide training to outreach workers so they can conduct targeted outreach in disadvantaged communities; and provide hands- on, individualized assistance to help consumers apply for EV purchasing incentives. Workforce development will include implementing EV related curriculum in middle and high school STEM programs and career path programs; offering pre-apprentice training that encourages young adults to enter the electrical trades; and working with community colleges. Section i-IV: Additional Project Narrative Information The proposed project covers all four Community Program categories: 1) multi-modal hubs and share-use fleets and services; 2) urban/suburban area charging and fueling solutions; 3) rural area charging and fueling solutions; and 4) fleet vehicles that serve and operate in communities. The Applicant will use NEVI-compliant 150kW DC fast chargers, Level 2 EVSE where applicable, and 120V outlets for micro-mobility. This diverse selection of EV chargers is critical in meeting the needs of long-distance EV drivers, rental car drivers, and rideshare drivers requiring a thirty-minute fast charge. The 150kW DC fast chargers can also be used by light - and medium- duty delivery drivers and potentially municipal and County utility EVs. The Level 2 EVSE are less expensive than DC fast chargers ($.39 per kWh for L2 vs. $.49 per kWh for DCFC), and are ideal for local EV drivers visiting their neighborhood library who can afford a longer dwell-time charge, for regional carshare programs, and for a variety of other battery powered vehicles (e.g. electric motorcycles.) Finally, the 120V outlets provide charging for electric scooters, wheelchairs, bicycles, and a suite of other types of micro-mobility EVs. The project incorporates innovative payment methods as follows: The project’s proposed private subrecipient, EVCS, provides a suite of monthly subscription plans to enable cost-effective charging; the cost per kWh goes down as kWh usage goes up, which is ideal for rideshare and other high-mileage drivers, especially low- and moderate-income drivers and the high percentage of Contra Costa workers (42%) who drive to another county for work. A calculator on the EVCS website allows drivers to calculate their savings under various payment plans. EVCS payment methods also include: pay-as-you-go; payment via the EVCS and PlugShare apps; via a 1-800 phone number; and via use of government cards, rewards cards and mobile wallets. Table 7 provides a summary of innovation and advanced features in EVCS’s chargers. Table 7: Selected Attributes and Specifications of EVSE in the EV4All Project Utility Demand Charges. EVCS works with electric utilities to assist them in developing rate structures that minimize demand charges. Many electric utilities have also developed rates specific to EV charging. In addition, EVCS’s back office has the capability to monitor peak loads. EVCS also participates in utility demand reduction programs. 16 Battery Storage. EVCS is planning to use chargers with battery storage from Freewire as an economically effective way to mitigate demand charges and to enable grid services. Freewire 150kW chargers use only 27 kW, greatly reducing utility costs. EV Driver Queuing and Reservations. The EVCS back office will have the capability to minimize EV driver queuing via reservations by the end of 2023. EVCS also works with PlugShare to monitor EV driver issues or complaints. Finally, EVCS closely monitors charging station utilization to prevent queuing problems. “Dig Once” Future-Proofing. EVCS will include future proofing in all installations by adding extra conduits and upsizing switchgear to implement a “dig once” policy. Future-proofing allows EVCS to plan for additional charger port capacity, as utilization climbs. Renewables, Carbon-Neutral and Carbon-Negative EVSE. EVCS does not propose to add renewable battery storage at this time. However, EVCS purchases Renewable Energy Credits to ensure that all electricity usage is carbon neutral – and has also formed a partnership with an anaerobic digester company to bring the first carbon-negative EVSE projects online later in 2023. Innovative Business Model. EVCS pays sites hosts a rental fee or revenue share amount based on kWh throughput. While this is a cost, it is also an opportunity to keep site hosts engaged and incentivize them to increase charger utilization. EVCS also uses advertising, OEM sponsorships, and renewable energy credits to supplement revenue, as discussed below. Reducing Equipment Costs. EVCS has a strategic agreement with two Made in America EV manufacturers to procure DC fast chargers and Level 2 EVSE at an economical price. Reducing Installation Costs. EVCS’s existing relationships with installation contractors in California, Washington and Oregon allow for the negotiation of favorable installation costs. Reducing O&M Costs. Through its deep experience operating DC fast charging and Level 2 EVSE stations, EVCS has tested many charger models and manufacturers. The key to reducing O&M costs is high equipment reliability and minimizing vandalism to sites. ABB and Tritium DC fast chargers have proven reliability compared to other manufacturers, while site design, lighting and traffic flow help minimize vandalism and maximize driver safety. Applicant and Site Host Collaboration. EVCS, as the owner/operator of the EVSE, enters into a long-term (10 years) site host agreement with the site property owner. The site host agreement is a synergistic agreement that provides benefits for both parties. For example, EVCS pays for all O&M and electric utility costs and rent to the site host based on charger utilization. The site host also benefits from the draw the EV chargers provide. EV drivers benefit from local venues while charging. EVCS benefits from the site host’s area property upkeep and customer base. Section ii: Budget Information: Sources, Uses and Scalability Requested CFI Grant Funds The total project cost is $18,749,000 (80%), with private sector project partners providing $3,750,000 in match funding (20%). The project costs are estimated based on the project team’s experience with similar projects completed throughout California, Oregon and Washington, where 17 nearly 200 sites and close to 1,000 DC fast chargers and Level 2 EVSE have been commissioned since 2018. No operating subsidies are in place, nor will they be sought, for this project. Sources and Uses of All Project Funds The EV4All project will provide a total of 52 DC fast chargers and 60 Level 2 EVSE. Table 8 presents the SF-424C Cost Classifications and funding source. For a detailed basis of cost estimate for each classification, see the SF-424C Budget Narrative. Table 8: SF-424C Project Budget and Funding Sources SF-424C COST CLASSIFICATION Federal Request Non- Federal Cost Share Total Allowable Costs 1 Administrative and legal expenses $300,000 $0 $300,000 2 Land, structures, rights-of-way, appraisals, etc. $0 $0 $0 3 Relocation expenses and payments $0 $0 $0 4 Architectural and engineering fees $400,000 $0 $400,000 5 Other architectural and engineering fees $150,000 $0 $150,000 6 Project inspection fees $0 $0 $0 7 Site work $750,000 $0 $750,000 8 Demolition and removal $0 $0 $0 9 Construction $4,050,000 $0 $4,050,000 10 Equipment $8,849,000 $0 $8,849,000 11 Miscellaneous $500,000 $4,000,000 $4,500,000 12 SUBTOTAL $14,999,000 $0 $18,999,000 13 Contingencies $0 $0 $0 14 SUBTOTAL $14,999,000 $0 $18,999,000 15 Project (program) income $0 $250,000 $250,000 16 TOTAL PROJECT COSTS (subtract #15 from #14) $14,999,000 $0 $18,749,000 FEDERAL FUNDING 17 Federal assistance requested, calculated as follows: (Consult Federal agency for Federal percentage share.) Federal share IS 80% $14,999,200 Note: Non-federal cost share reflects $3,750,000 from partner EVCS and $250,000 projected income. Project Scalability While the project’s community benefits are maximized by funding EV charging infrastructure at the full suite of 15 proposed County library branches. EV4All could be scaled back at a rate roughly proportional to ~$1M per library, with a minimum of eight libraries. However, such scale- down would also degrade benefits to the community at-large. Section iii: Project Merit Criteria Criterion #1: Safety The “Safety and Accessibility” discussion at the end of Section i-I demonstrates that the County and its EV subrecipient, EVCS, are highly-focused on ensuring the safety of the proposed EVSE 18 stations and their users. In addition, because the proposed public library sites must consistently meet high safety and accessibility standards in the facilities and services they provide to the general public, these sites already provide a strong foundation for on-site safety. Specifically, the “Safety and Accessibility” section identifies significant risks that could result after project completion and potentially introduced by the project; explains how the project appropriately mitigates these risks; explains how the project will not negatively impact the overall safety of the traveling public; and explains how the project supports the goal of achieving zero roadway death, in alignment with the Safe Systems Approach within the National Roadway Safety Strategy. The prior section also discusses how site design will promote safety at the proposed EVSE locations. Finally, the prior section addresses site accessibility elements, specifically in reference to Federal ADA regulations. This discussion demonstrates that the safety benefits of the sites are accessible to individuals with disabilities, thereby providing safety benefits for all users and not negatively impacting safety for any users. Cybersecurity and Safety. The County’s EV partner and subrecipient, Electric Vehicle Charging Solutions (EVCS), prioritizes cybersecurity to ensure the protection of data and maintain the integrity of their systems. When it comes to handling cyber threats, EVCS follows robust security practices for their Amazon Web Services (AWS) infrastructure and industry leading payment processing systems. EVCS leverages AWS for their data storage, processing, and other infrastructure needs. AWS provides a secure cloud platform with numerous built-in security features. EVCS’ system approach is to provide reliable EV charging services to the traveling public in a way that does not place them at risk of personal data “hacking” and also ensures the EVCS network protects the traveling public from network failures or data breaches. EVCS follows best practices to enhance the security of their AWS environment, summarized in Table 9. Table 9: Best Practices to Enhance AWS Data Security Followed by EVCS Network Security: EVCS configures Virtual Private Clouds (VPCs) to create isolated network environments and uses network access control lists (ACLs) and security groups to control inbound and outbound traffic. Data Encryption: EVCS encrypts data at rest using AWS Key Management Service (KMS) and can also encrypt data in transit using SSL/TLS protocols. Access Management: EVCS implements strict access controls by assigning appropriate IAM (Identity and Access Management) roles to users, limiting their privileges to only what is necessary for their tasks. Backup and Disaster Recovery: EVCS employs regular backup procedures and disaster recovery plans to ensure business continuity and data resilience. EVCS utilizes Stripe, Payter, and Worldpay (widely trusted payment gateways) to handle credit card data securely and safely. These are all compliant with the Payment Card Industry Data Security Standard (PCI DSS). EVCS follows the processor's recommended security practices, summarized in Table 10. 19 Table 10: Payment Processor-recommend Security Practices Followed by EVCS Tokenization: Instead of storing actual credit card data, EVCS stores payment information in the form of tokens generated by the processor. This ensures that sensitive card information is not stored within EVCS systems. Secure Transmission: EVCS employs SSL/TLS encryption to establish a secure connection between their servers and the processor's servers, ensuring that payment data are. transmitted securely. Regular Audits: Stripe, Payter, and Worldpay undergo regular third-party audits to validate their security practices and compliance with industry standards. Fraud Prevention: Stripe, Payter, and Worldpay employ advanced fraud detection algorithms and machine learning techniques to identify and prevent fraudulent transactions. PCI Compliance: EVCS adheres to PCI DSS requirements when processing, transmitting, and storing credit card data, ensuring the highest level of security for customer payment information. In addition to the measures taken to secure the AWS infrastructure and handle credit card data, EVCS also focuses on keeping user data safe and secure. Table 11 summarizes additional steps taken by EVCS to protect user data. Table 11: Additional Data-Protection Measures to Ensure Safety Access Control: EVCS implements strict access controls and user authentication mechanisms to regulate access to user data. By assigning appropriate access privileges and implementing multi-factor authentication (MFA), EVCS ensures that only authorized personnel can access and manipulate user data. Data Minimization: EVCS follows the principle of data minimization, meaning that only necessary user data are collected and retained. By limiting the collection and storage of user data to essential information, the risk associated with potential data breaches or misuse is reduced. Regular Security Audits: EVCS conducts regular security audits to assess the effectiveness of their security measures and identify any vulnerabilities or potential threats. These audits help identify areas that require improvements and ensure that the security controls are up to date with the latest industry standards. Employee Training and Awareness: EVCS emphasizes employee training and awareness programs on cybersecurity best practices. By educating employees about data security, phishing attacks, social engineering, and other potential risks, EVCS promotes a culture of security- conscious individuals who can contribute to safeguarding user data. Data Backup and Recovery: EVCS maintains regular data backups and implements robust disaster recovery plans. This ensures that in the event of any data loss or system failure, user data can be quickly restored, minimizing the impact on users and maintaining the integrity of their information. 20 Criterion #2: Climate Change, Resilience, and Sustainability The EV4All project considers climate change, evidenced-based climate resilience and environmental justice in the planning stage and in project delivery, in part, due to its grounding in the County’s Climate Action Plan (CAP) and associated strategic implementation actions. These actions, in combination, represent the County’s strategy for reducing greenhouse gas (GHG) emissions. Given evidence about the large GHG contribution of on-road transportation, expanding EV adoption is explicitly a climate-focused strategy. Climate Change Evidence The County’s CAP starts with an evidence-based statement: “scientific consensus holds that human activity is increasing atmospheric GHG concentrations…The overabundance of GHGs in the atmosphere has led to an unexpected warming of the earth and has already started impacting the earth’s climate system.” The CAP identifies the on-road transportation sector as the largest GHG source in the county’s unincorporated areas, contributing 47% of the county total (2015 estimates). (Because the County only has jurisdiction over its unincorporated areas, these GHG estimates do not include emissions from many of the largest GHG emitters in the county.)22 The County’s EV expansion goals and the EV4All project are direct results of the CAP’s evidence- based analysis. Importantly, the CAP drives multiple, mutually-supporting strategies to: 1) decrease energy use; 2) improve energy efficiency; 3) develop renewable energy; 4) reduce vehicle miles traveled; 5) increase multi-modal travel options; 6) expand green infrastructure; 7) reduce waste; and 8) improve the efficiency of government operations. This approach is a key ingredient of success for the EV4All Project because it drives all of these coordinated strategies, thereby increasing the County’s overall capacity to address its daunting climate challenges. Reducing Greenhouse Gas Emissions The EV4All project will significantly reduce greenhouse gas emissions in the transportation sector. To estimate the project’s impact on greenhouse gas (GHG) and criteria air pollutant emissions, the County utilized the AFLEET Charging and Fueling Infrastructure Emissions Tool from Argonne National Laboratory, which facilitates an estimate of the well-to-wheel emissions for implementation of EVSE and other zero-emission infrastructure23. This analysis appropriately accounts for the emissions to generate the underlying grid power; states such as California with cleaner grid power provide additional emission reduction benefits beyond tailpipe reductions. Building on two decades of policies and programs that encourage energy efficiency, renewable energy and technology to lessen fossil fuel use, California’s Senate Bill 100 (SB100, 2018) set a 2045 goal of powering all retail electricity sold in the state, and state agency electricity needs, with renewable and zero-carbon resources. SB 100 also updated the State’s Renewables Portfolio Standard to meet two interim targets: 50% of the state’s electricity from renewables by 2026; and 60% by 2030.24 Meeting the first interim goal would ensure that, by the time EV4All is implemented, emission reduction benefits will exceed those presented in this proposal. The GHG 22 https://www.contracosta.ca.gov/DocumentCenter/View/2905/Municipal-Climate-Action-Plan-1208-Attachment- A?bidId= 23 https://afleet.es.anl.gov/infrastructure-emissions/ 24 https://focus.senate.ca.gov/sb100/faqs 21 estimates shown below are based on inputting California’s 2020 electric mix as a user-defined generation mix to AFLEET. This mix is 0.20% residual oil, 42.42% natural gas, 2.74% coal, 9.30% nuclear power, 2.45% biomass and 42.85% other (wind, solar, hydro, geothermal).25 The GHG reduction estimates are based on the mix of EVSE proposed at the 15 library sites identified for the EV4All Project: in total, 60 Level 2 chargers and 52 Direct Current fast chargers. To present a conservative estimate, the project team assigned initial station utilization in the AFLEET model as “low.” As the project’s outreach and education program begins having impact, the project partners fully expect to achieve “high” utilization, tripling the estimated benefits. The projected benefits presented in Table 12 will continue to grow as California’s statewide electric generation mix transitions fully to 100% clean energy sources and as the County and its project team work to increase site utilization. Table 12: GHG and Air Pollutant Emission Reductions for EV4All Project – Low Utilization Case Scenario Climate Resilience, Public Health and Environmental Justice The project addresses disproportionate negative impacts of climate change and pollution on disadvantaged communities as follows: The County’s Climate Action Plan uses evidence to focus on climate change impacts that are most relevant to Contra Costa County, particularly as they relate to public health. As discussed previously, the county’s economy and environment are greatly influenced by its many refineries, power plants and industrial uses. With four out of five oil refineries in the Bay Area, the county is the second-biggest oil refining center on the west coast and is home to some of California’s largest GHG emitters.26 As noted in the Bay Area 2010 Clean Air Plan, air quality and GHG emissions are closely related. Many of the activities that produce GHGs also produce criteria air pollutants (PM2.5). Ozone is an additional air quality challenge for the 9-county Bay Area region, which is designated as nonattainment area for both ozone and PM2.5 (meaning the region does not meet state and federal standards). In addition, rising temperatures increase ground-level ozone and airborne health-damaging particles.27 25 California Air Resources Board, “2022 Low Carbon Fuel Standar d Annual Updates to Lookup Table Pathways”, Table 1-1. 26 https://www.contracosta.ca.gov/DocumentCenter/View/39791/Contra-Costa-County-Climate-Action-Plan?bidId= 27 https://www.contracosta.ca.gov/DocumentCenter/View/39791/Contra-Costa-County-Climate-Action-Plan?bidId= AFV Fueling Infrastructure GHGs (short tons) CO (lb)NOx (lb) PM10 (lb) PM2.5 (lb) VOC (lb) SOx (lb) Fuel Dispensed (Unit) Fuel Level 2 EVSE 183.9 1,405.4 32.2 3.5 2.6 138.1 0.6 180,000 kWh DCFC EVSE 690.6 5,278.2 120.8 13.2 9.7 518.7 2.3 676,000 kWh Fueling Infrastructure Total 874.5 6,683.6 152.9 16.7 12.3 656.9 2.9 856,000 22 While climate change impacts the health of all county residents, it impacts some groups more than others – such as low-income residents, the elderly, children and those already suffering from poor health. Due to longstanding inequities in health risks and resource distribution, these vulnerable groups also have the fewest resources to adapt to a changing climate.28 Consistent with these demographic patterns in health impacts, the county contains 32 census tracts that the State of California considers disadvantaged using its CalEnviroScreen criteria29 (these census tracts are virtually identical to those identified as disadvantaged in the DOT’s Disadvantaged Census Tracts map). Many of these census tracts are clustered near the county’s largest oil refineries, power plants and related industrial uses along the county’s northern and western waterfronts. Because these communities bear the greatest burden of GHG emission s combined with climate change in the county, they are a chief focus of the county’s Climate Action Plan. The CAP includes indicators that examine the public health benefits of GHG mitigation strategies and spells out healthy community strategies to support climate resilience. As shown under Project Merit Criterion #3, issues of climate change, environmental harm, disadvantage and equity converge to make these areas the chief focus of environmental justice strategies in the county. The project incorporates evidence-based climate resilience measures or features into project design in two ways. First, as discussed above, the County is focusing heavily on climate resilience by addressing the health impacts of climate change on communities most impacted by emissions. The EV4All project targets the proposed new EVSE, in part, to these communities, based on the project’s underlying equity analysis. Second, consistent with the Federal Flood Risk Mitigation Standard as updated by E.O. 13690, the project team consulted FEMA flood plain mapping resources as part of due diligence in preparing this proposal. This analysis revealed potential flooding concerns at one of the identified sites (the Clayton Library). However, because the site was selected based on the County’s equity analysis, the project team will continue to work in further consultation with County engineers and three flood plain analyses that have been completed for the County to identify risk mitigation strategies, should they be required. The project avoids adverse environmental impacts to air or water quality, wetlands, and endangered species due to the environmental review processes discussed in Section iv. Criterion #3: Equity, Community Engagement, and Justice40 Broad-based, Climate-focused Community Stakeholder Engagement While grounded in evidence, the County’s climate-focused activities are also grounded in broad and sustained stakeholder engagement. This intensive and sustained level of engagement reflects the centrality of climate action, energy transition and environmental justice issues in the county. Broad stakeholder engagement is essential in order to address these complicated and challenging issues in concert with the county residents who are most impacted by them. For example, the County’s Climate Action Plan process got formally underway in 2011, building on prior engagement in climate resilience-focused efforts such as the Contra Costa County Climate Protection Report in 2005. The 2011-2015 process relied on a comprehensive public 28 https://www.contracosta.ca.gov/DocumentCenter/View/39791/Contra-Costa-County-Climate-Action-Plan?bidId= 29 https://oehha.ca.gov/calenviroscreen/report/calenviroscreen-40 23 participation strategy to engage residents, b usiness owners and other stakeholders in identifying and refining goals, programs, activities, and projects to reduce emissions. The process included two rounds of County-sponsored community workshops in Rodeo, Oakley, Richmond and Concord – all of which are cities heavily -impacted by GHGs from large nearby emitters .30 Following adoption of the CAP in 2015, the Cou nty established further engagement initiatives to carry out specific CAP strategies, including completing an EV Readiness Blueprint in 2019. As summarized in Table 13, Contra Costa County (CCC) is presently implementing, updating or developing seven inter-connected planning and engagement initiatives that will drive multiple investments in EV expansion, GHG reduction, energy transition, climate resilience and environmental justice. As a result, the EV4All project is very well-positioned to achieve greater impact than it could achieve as a stand-alone project because all of these aligned efforts will expand project impact. Table 13: CCC Inclusive, Stakeholder-Based, Climate-Focused Planning & Engagement EV Readiness Blueprint. Developed in 2018, this plan led to $3.4M from the CA Energy Commission for implementing community-based strategies focusing on community outreach, EVSE funding/incentives, workforce training, regional advocacy/engagement, County fleet electrification, and establishment of a Countywide Transportation Electrification (TE) Coordination Working Group. The TE group initially developed the EV4All Project. Distributed Energy Resource (DER) Plan. Developed in 2018, this plan seeks to optimize the County’s energy mix to achieve the cleanest and most demand-responsive mix possible. The California Energy Commission defines DER as grid-connected distributed renewable energy systems, energy efficiency, energy storage, electric vehicles and demand response. The County’s three primary DER categories are PV systems, energy efficiency and electric vehicle charging. Climate Action Plan Update. The 2015 CAP, currently being updated, developed GHG emissions estimates and reduction targets along with coordinated actions to reduce GHGs via strategies to: 1) decrease energy use; 2) improve energy efficiency; 3) develop renewable energy; 4) reduce vehicle miles traveled; 5) increase multi-modal travel options; 6) expand green infrastructure; 7) reduce waste; and 8) improve the efficiency of government operations. County General Plan Update (Envision Contra Costa 2040). Reflecting the centrality of climate action to the County’s overall strategic direction, the CAP and the County’s General Plan are currently being updated on parallel and connected tracks. The General Plan will provide the long-term resiliency framework, goals and policies; the CAP will provide strategic implementation programs to reduce emissions (in line w/ the State’s 2030 and 2050 targets). Just Transition Economic and Workforce Development Plan. This strategic planning process, getting underway in 2023 with financial support from the U.S. Department of Housing and Urban Development (HUD), will result in a roadmap for workforce training and land use changes to attract and accommodate businesses in the industry clusters identified in the Northern Waterfront Economic Development Initiative (NWEDI) and aligned efforts. Northern Waterfront Economic Development Planning Initiative (NWEDI) – Strategic Action Plan. Providing a foundation for the Just Transition plan, this place-based strategic plan 30 https://www.contracosta.ca.gov/DocumentCenter/View/39791/Contra-Costa-County-Climate-Action-Plan?bidId= 24 was completed in 2019 to establish strategies for the county’s 55- mile-long northern waterfront, including 7 communities with 8 of the 15 EV charging locations proposed in the EV4All Project: The strategies focus on economic transition from an economy based on heavy industry to one based on advanced manufacturing, innovation and new technologies. Northern Waterfront Economic Development Planning Initiative – Community and Human Capital Development Strategy. Completed in 2018 and providing a foundation for the NWEDI Strategic Plan, this planning effort helped identify target growth industries for the northern waterfront (such as advanced transportation and clean technology), The plan focuses on three strategic areas: small business incubation and support; workforce training and education; and strategic regional partnerships addressing employment barrier removal. The County’s stakeholder-based planning and engagement initiatives will continue being inclusive of low-income, racially diverse, disadvantaged and environmentally-impacted populations, as they have been to date. The EV4All Project’s outreach and education component will share this inclusive approach, with a strong emphasis on expanding EV adoption and building pipelines of trainees and workers into good-paying EV-related jobs and careers. This component of EV4All is discussed under Project Merit Criterion #4 because of its strategic emphasis on the workforce development and wealth-building benefits of EV expansion. The outreach program will engage trusted community-based organizations to ensure participation of low-income and disadvantaged community members – and it will build ties to the County’s Just Transition and northern waterfront planning and engagement efforts described above. Equity Analysis Contra Costa County conducted an equity analysis to ensure that the EV4All project creates proportional impacts and removes transportation-related disparities to all populations in the project area. First, the County identified the locations of all existing EV chargers and their disproportionate geographic distribution in relation to data on race and income by community. The County subsequently performed additional analysis to inform the prioritization of library sites to include in this proposal. Appendix A provides the census tract-level data used for this analysis. Like the Bay Area as a whole, the county’s population is racially and ethnically diverse. White residents comprise 57% of the population, but over 1/4 of white residents are also Hispanic, making non-Hispanic whites less than half of the population (41%), followed by Hispanic (26.8%), Asian-American (19.3%), African-American (9.5%) and 2+ races (5.8%).31 The distribution of population by race and income varies widely across the county. Existing Inequities and Disparities in EV Charging Access. Table 14 describes the existing distribution of EVSE in the county by comparing the number and types of chargers in the 32 counties designated Disadvantaged Communities (DACs) by the State of California’s CalEnviroScreen 4.032 to the number and types of chargers in non-disadvantaged communities (non-DACs). The rate of publicly-accessible chargers in non-DACs is 64% higher than in DACs: 31 https://www.census.gov/quickfacts/contracostacountycalifornia 32 these are virtually identical to the DACs identified in DOT’s Disadvantaged Communitie s Map). 25 0.64 chargers per 1,000 residents in non-DACs vs. .39 per 1,000 residents in DACs. The rate of DC fast chargers is extremely low in both DACs and non-DACs: 0.05 chargers per 1,000 residents. Table 14: Existing EVSE by Disadvantaged and non-Disadvantaged Census Tracts Table 15 shows that, among the county’s 32 disadvantaged tracts (DACs), 22 (69%) have zero publicly-accessible EVSE charging locations and 30 (94%) have zero publicly-accessible DC fast chargers. Table 15: Disadvantaged Census Tracts by Presence of EVSE Table 16 shows the racial and poverty composition of DACs vs. non-DACs. The DACs have a markedly higher percentage of people of color compared to non-DACs: 55% vs. 23% Hispanic and 15% vs. 7% African-American, while the white population rate in DACs is less than 1/3 that in non-DACs: 15% vs. 48%. The poverty rate is more than twice as high in DACs vs. non-DACs: 41% vs. 17%. Table 16: Disadvantaged and non-Disadvantaged Census Tracts by Race Tracts in Category DCFC L2 DCFC*L2*Total Total Public Total Non- Public Public Chargers per 1k population Public DCFC Chargers per 1k population DAC's 32 9 66 35 0 110 75 35 0.39 0.05 Non-DAC's 175 50 561 160 10 781 611 170 0.64 0.05 207 59 627 195 10 891 686 205 0.60 0.05 Existing Chargers (public = publicly-accessible) DAC Status *Tesla = non-public Category DACs in Category % of DACs in Category with at least one public charger with at least one public DCFC chargerWith at least one publicly-accessible charging location 10 31%65 19 With at least one publicy-accessible DCFC charging location 2 6%19 19 With zero publicly-accesible charging locations 22 69%0 0 With zero publicly-accessible DCFC charging locations 30 94%46 0 Hispanic White African- American Native American Asian American Pacific Islander Multiple Races DAC 41%55%15%15%0.40%10%0%4% non-DAC 17%23%48%7%0.15%17%0%5% Population by Race (%) Poverty Rate (%)DAC Status 26 Table 17 summarizes the underlying disproportionalities between DAC and non-DAC tracts as well as the disproportionate distribution of EVSE among these communities. While DAC tracts contain 17% of the county’s total population, they contain 33% and 25%, respectively, of its poor and non-white populations. However, the percentage of all publicly-accessible chargers and DC fast chargers is below the DAC share of total population: 11% and 15%, respectively. Table 17: Disproportionalities of EVSE Access by Race and Income Figure 4 illustrates the inequitable impact of the oil refineries, power plants and other large-scale GHG emitters in the county’s northern and western waterfront communities. The red and orange areas in the map on the right are census tracts that have a score of 91%-100% (red) and 81%-90% (orange) in the CalEnviroScreen overall score, indicating extremely high levels of combined socioeconomic, environmental and health distress. These red and orange areas have substantial overlap with the disadvantaged areas shown in purple in the map on the left (DOT’s Disadvantaged Communities Map). Figure 4: Disadvantaged Census Tracts and Locations of Proposed New EVSE Figure 4 reinforces the equity-focused nature of the charger site selection process presented in this proposal, showing strong alignment between the proposed locations (red dots) and geographic patterns of disadvantage, climate change impacts, health impacts and environmental injustice. The project will increase affordable transportation options in several ways discussed in Section i-II of this proposal. To summarize: increased EV charging access at well-known, safe, well-lit and accessible public library sites – in combination with several other factors – will increase EV adoption among low- and moderate-income (LMI) consumers. The other key factors – outreach % of Pop % of Poor Pop % of non- white pop % of public chargers % of DCFC chargers % of L2 chargers DAC 17%33%25%11%15%11% non-DAC 83%67%75%89%85%89% Total 100%100%100%100%100%100% 27 and education about EV benefits and EV incentives, a wider range of EV purchasing alternatives including used EVs, overall EV market growth, and supportive state policy – will have the combined effect of increasing access to EVs as an affordable transportation option for many LMI consumers. Further affordability will result from lower lifetime fuel and maintenance costs. The project will remove transportation-related disparities to all populations in the project area, increase equitable access to project benefits, and create proportional impacts to all populations in the project area by targeting the proposed new EVSE in low-income and disadvantaged census tracts that currently have very few Level 2 chargers and zero or close -to- zero DC fast chargers. These disparities and disproportionalities are described above in detail. As a direct result of the County’s equity analysis, the project will address equity and environmental justice, particularly for communities that have experienced decades of underinvestment and are most impacted by climate change, pollution, and environmental hazards. Over half (8 out of 15) EVSE locations prioritized for this proposal are located in northern waterfront communities most impacted by poor air quality and proximity to some of the county’s largest GHG emitters. As shown in Table 2 in Section i-I – again, as a direct result of the County’s equity analysis – the EV4All project targets at least 40 percent of benefits towards low-income communities, disadvantaged communities, communities underserved by affordable transportation, or overburdened communities. Among the 15 census tracts targeted for new EVSE, 6 meet Justice40 guidelines (40%), seven are low-income (47%), 3 are disadvantaged (20%), and virtually all are EV charging deserts. The project will include meaningful public involvement and engagement, inclusive of disadvantaged populations, throughout the project life-cycle, in a manner consistent with the County’s deep community engagement track record discussed above. The community outreach and education component of the project, including workforce development, is discussed under Project Merit Criterion #4. The project improves safety in numerous ways as described in Section i-I and under Project Merit Criterion #1. The project will help connect Americans to good-paying jobs in several ways. Convenient charger access near main corridors of travel to work will help people access job opportunities more efficiently and help incentivize them to purchase EVs – in turn allowing them to save on operation and maintenance costs, increase net earnings, increase wealth and obtain assets (including EVs). The activities discussed under Project Merit Criterion #4 will further impact the creation of good- paying jobs and community member access to EV industry-related workforce training. The project fights climate change in several ways discussed above. The County’s EV Readiness Blueprint and the EV4All Project are implementation actions stemming directly from the County’s Climate Action Plan. As shown in the calculations provided under Project Merit Criteria #2, the project is expected to reduce GHGs substantially based on a conservative, low-utilization estimate. Further, the County’s purposeful focus on energy transition is a climate change-fighting approach evidenced by the County’s permitting of two oil refineries to process biofuels, its declaration of a climate emergency and its launch of a Just Transition Economic Development Plan. By centering the climate crisis in Contra Costa County in all of these ways, and other ways outlined in this 28 proposal, the EV4All Project is directly in line with the declaration in Executive Order 14008, Tackling the Climate Crisis at Home and Abroad, that “we must listen to science and meet the moment” for action against the worldwide climate crisis.33 The project improves access to resources and quality of life by locating the proposed new EVSE at community-based libraries that are centrally-located in each of the targeted communities and proximate to numerous amenities, services and destinations; these amenities and destinations are documented in Table 4 in Section i-II and in Appendix B. These amenities allow users of the EVSE to more conveniently access these amenities while also conveniently charging their EV. Second, the EVSE allows for more convenient access to resources and quality of life because it will help encourage people to adopt EVs, thereby giving them access to EV benefits including lower operating and maintenance costs and more net income to support their quality of life. The project enables all people within the multimodal transportation networks to reach their desired destination safely, affordably, and with a comparable level of efficiency and ease by increasing the accessibility of EVSE and thereby encouraging EVs as a transportation option of choice, particularly among low- and moderate-income people for whom the affordability of EV purchase (with incentives) will be extremely important in making transportation more affordable and increasing their wealth. These affordability benefits will help people otherwise excluded from EV adoption access a transportation option with a level of efficiency and ease comparable to that available to higher-income people. The project incorporates and supports integrated land use, economic development and transportation planning to improve the movement of people and goods and local fiscal health as a result of the inter-connected planning and engagement efforts described above. In particular, the place-based planning efforts in the northern and western waterfront areas, and the County’s General Plan, directly address and facilitate the integration of land use, economic development and transportation planning. Regarding fiscal health, the County’s emphasis on energy transition planning in these areas will help it mitigate the erosion of employment and tax base that has befallen other parts of the nation undergoing energy transition (in Central Appalachia, with coal economy decline, for example).34 These place-based planning and engagement efforts will also help facilitate greater public and private investments and strategies in land-use productivity. Such investment will be required in order to effectively transition away from over-reliance on refineries and power plants. As EVs and EVSE expand in the county, these trends will further push the county’s transition to new land uses associated with this emerging sector of economic activity. In addition, because clarity attracts investment while uncertainty discourages it, bringing investment in greater land productivity to the scale required for transformative impact will only be possible with the kind of transparent, community-based and inclusive planning and development efforts which the County is leading. The range of EVSE payment options offered by the Project’s EVSE subrecipient, EVCS, will help ensure that low- and zero-emission transportation options are accessible to diverse 33 https://www.whitehouse.gov/briefing-room/presidential-actions/2021/01/27/executive-order-on-tackling-the- climate-crisis-at-home-and-abroad/ 34 https://www.theguardian.com/us-news/2020/may/29/coal-miners-coronavirus-job-losses; https://energynews.us/2020/08/11/reckoning-in-coal-country-how-lax-fiscal-policy-has-left-states-flat-footed-as- mining-declines/ 29 populations, including the unbanked and underbanked. Cost savings associated with paying less per kWh as kWh utilization goes up will be particularly beneficial to low-and-moderate income workers burdened by long commute times – and broadly among the 42% of workers in the county who commute to another county for work. EVCS does not require a credit score in setting up customer accounts, thereby avoiding the often-discriminatory effects of using credit scores to screen applicants who may be unbanked, underbanked and without a means to build credit. The many community-based organizations engaged in the project’s outreach and education program will help people in diverse population sub-groups access incentives for EV purchasing and thereby gain access to an affordable transportation option otherwise out of their reach. The EV4All Project addresses the unique challenges of the county’s more rural places by installing chargers in places where customer density may not be sufficient to attract investment by private EVSE companies. The majority of cities and towns with proposed EVSE (9 of 14) qualify as rural under the CFI NOFO, with populations under 50,000. Due to lower customer density in such areas, typically leading to lower charger density, it is important for the chargers installed in such places to have multiple capabilities and potential uses. As discussed in Section i-IV, the EVSE to be installed under the EV4All Project addresses these multi-use needs. The project does not directly impact any designated Tribal lands. However, Contra Costa County was originally home to native people who have descendants still living in the county and other counties. The County acknowledges the presence of Native Americans in the County as it acknowledges their current and former lands, regardless of which county now contains those lands. By collaborating with community-based organizations in community outreach as discussed under Project Merit Criterion #4, the County will ensure that organizations with strong ties to the county’s Native American communities are included in program outreach. Criterion #4: Workforce Development, Job Quality, and Wealth Creation The EV4All Project will have direct impacts on workforce development, job quality and wealth creation as well as leveraged collective impact with partners in these critical program impact areas. EVSE Workforce Needs The ambitious California and Federal goals for EVSE will create new job opportunities for electricians, CAD designers, engineers, salespeople and other positions. California’s statewide light-duty EV goals and associated EVSE infrastructure are expected to generate demand for an estimated 38,200-62,400 job-years from 2021 to 2031 in California.35 Meeting state and national goals for EVSE installation will require rapidly training many more certified electricians who meet training requirements including the Electric Vehicle Infrastructure Training Program (EVITP) certification. The current total of more than 700,000 electricians in the U.S. is expected to grow about 7% over the next decade. The shift to renewable energy and the required electrical system upgrades will drive that growth. In addition, an aging workforce highlights the need for training simply to replace workers that are steadily leaving the workforce; an estimated 30% of union electricians are between 50 and 70 years old and close to retirement. 36 35 https://caletc.com/assets/files/Workforce- ProjectionstoSupportBatteryElectricVehicleChargingInfrastructureInstallation-Final202106082.pdf 36 https://www.wsj.com/articles/america-is-trying-to-electrify-there-arent-enough-electricians-4260d05b 30 California is taking several actions to help increase the number of qualified electricians (there were 29,619 in CA as of January 2022, with only 2,300 EVITP-certified). EVITP training and testing are now available online and the State is contracting with California Community College s to increase access to testing. Recognizing the role apprenticeship plays in creating good-paying jobs, the state has an ambitious goal of 500,000 apprentices by 2029. The high demand for appropriately-certified EVSE workers who are short in supply contributes to high wages and good-paying jobs in the EVSE industry. For illustration, prevailing wages for several different electrician occupations in Contra Costa County range from $72 to $101 per hour.37 These jobs are typically unionized; non-union wages typically fall below these levels. Workforce Development Activities The project will promote local inclusive economic development and entrepreneurship in several ways intended to meet the strong and unmet demand for skilled and certified EVSE workers. The County’s EV partner and subrecipient for the EV4All project – Electric Vehicle Charging Solutions (EVCS) – follows EVITP requirements to ensure well-trained electricians are working on EVSE installations. EVITP certification meets the Federal requirement for a well-trained workforce. The EVITP Curriculum was developed (via collaboration among industry, education and training partners) in response to California Assembly Bill 841, which requires EVSE to be installed by a contractor with an appropriate license classification and that at least 25% of all electricians working on a crew must be EVITP-certified.38 EVCS has a demonstrated track record of EVITP compliance and will meet all applicable requirements. In addition, EVCS’ workforce development program seeks to recruit high school students into pre-apprenticeship programs that lead them toward EVITP certification. Finally, through its existing workforce development partnership with Green Paradigm Consulting, EVCS will also work with Contra Costa County to use local material and labor sources from DBE, MBE and WBE firms wherever feasible. In addition, in order to help build pathways from EV4All’s targeted communities to good- paying jobs in EV and related industries, the project’s outreach and education component will include a robust workforce training component. Recognizing the critical role of inclusive and community-based approaches, this program will include direct and sustained engagement of community-based organizations that are trusted messengers and valued service-providers, particularly for low-income and disadvantaged community members. Progress in Low-income Community Outreach to Date. The outreach and education portion of EV4All builds upon strong progress made to date by Contra Costa County specifically focusing on EV outreach in low-income communities. In February 2021, the California Energy Commission awarded the Contra Costa Transportation Authority (CCTA) $3.46M to implement community-based strategies identified in the County’s Electric Vehicle Readiness Blueprint (CCTA and partners provided $842,684 in local match funding). The funding supports CCTA’s Charge Up Contra Costa program to advance electric personal mobility and provide educational programs in low-income communities. The 37 https://www.dir.ca.gov/OPRL/2023-1/PWD/index.htm 38 https://leginfo.legislature.ca.gov/faces/billTextClient.xhtml?bill_id=201920200AB841 31 program’s strategies include: rebates for EVSE; electric vehicle carsharing; e-bike rebates; courses for electric vehicle maintenance and repair; installation and maintenance of EVSE; and workforce development. The program aims to reduce GHG’s by over 54,000 tons and thereby reduce environmental health impacts on respiratory conditions (such as emphysema, asthma, COPD and bronchitis). The Charge Up Contra Costa program will run only through March 2024, at which time the County hopes EV4All’s outreach and education program will be in place, made possible by the CFI Program funding requested in this proposal. Building on the progress made by Charge Up Contra Costa, the first step in EV4All’s outreach and education program will be to identify trusted community-based organizations (CBOs) and create subcontracts for outreach support in multiple languages and locations (anticipated: five outreach partners each supported with $30,000 in project funds). With the County, these organizations will build consensus around the outreach, education and workforce development needs of the targeted communities. At least five outreach workers (one per CBO) will be trained to participate in community events to increase familiarity with EVs, EV charging and EV incentive programs. Access to EVs from local dealers will be arranged for selected events. Building upon initial outreach, the project team will work with five local public school districts and the community colleges within the county to utilize an existing curriculum (including introductory videos) on EV careers. This project element will dovetail with work already underway by the County to directly spur EV workforce development training and worker pipelines within County government. The County is in close contact with the Contra Costa County Community College District Chancellor and key Directors and is pursuing a partnership to build a workforce pipeline and curriculum-driven on-the-job training internship program within the County Public Works Department. Public works is developing a strategic plan to become a central maintenance hub for publicly-owned EVs county-wide, which would provide a powerful hands-on training platform. Additionally, the team will collaborate with local entities such as Workforce Development Boards, unions and workforce-focused CBOs to develop a pre-apprentice program for potential electrical workers. The program will target high school seniors and community college students, with a goal of training 20 prospective electrical workers per year (40 over the two-year EV4All project period; 100 total over 5 years). The program aims for at least 20% of trainees to enter electrician apprenticeship programs and thereby enter pathways into good-paying jobs in the EV industry. Finally, the project team will partner with a local community college to offer a 50- hour EV technician curriculum and utilize industry partnerships to place graduates of the program into non-electrician jobs as EV charging technicians or network troubleshooters. Through all of these means, the project will promote investments in high-quality workforce development programs with supportive services to help train, place, and retain people in good-paying jobs. Building on Community-Library Relationships The outreach and education program will build upon one of EV4All’s defining aspects: its focus on well-established and well-known public libraries with long-standing ties to a wide range of community-based partners. The County Library is deeply committed to advancing the region’s equitable and just energy transition. Each branch has a designated Green Government Champion 32 responsible for identifying and advocating for sustainability investments at each library location. The Library Director is also committed to electrifying the fleet of medium-duty trucks used for book redistribution across the county; DC fast chargers are required for this to be feasible. The new DC fast chargers at library sites will therefore provide a necessary first step in facilitating electrification of the library’s fleet, in turn reducing emissions and realizing significant fuel costs savings for the libraries. The County Library’s existing relationships with a wide range of CBOs focused on serving low- income and disadvantaged communities will provide a strong foundation for building and launching EV4All’s outreach and education program. As discussed above, the first step in the outreach process will be convening CBOs to further-define outreach needs and goals; and identifying CBOs to play contractual outreach roles under the project. Table 18 provides information about some (but not all) of the County Library’s CBO partners that will be engaged about the project; the five designated outreach CBOs (which could include groups not shown in Table 18) will be identified early in the process based on CBO interest and based on a goal of ensuring strong fits between each CBO and each geographic area that needs to be served. Table 18: Selected Community-Based Partners of Contra Costa Public Library Bay Point All-N-One, Inc is a non-profit that helps people who can’t meet their most basic needs when they need help the most, providing food, clothing and low or no-cost services such as financial education, religious, medical, mental health, and youth counseling. The Contra Costa Family Justice Center is a one-stop center for victims of domestic violence, sexual assault, child abuse, elder abuse and human trafficking, meeting the needs of children, youth and families impacted by interpersonal violence. First 5 Contra Costa helps young children start school healthy and ready to learn – providing programs and advocacy focused on children during their first five years to ensure that children grow up healthy, ready for school, and supported in safe, nurturing families and communities. The Food Bank of Contra Costa and Solano provides emergency and supplemental food for community members who are unable to make ends meet, serving 1 in 5 residents in Contra Costa and Solano Counties each month. The Housing Authority of Contra Costa County provides rental subsidies and manages and develops affordable housing for low-income families, seniors, and persons with disabilities in Contra Costa County. The Housing Authority provides high-quality affordable housing solutions and promotes self-sufficiency for low-income people of Contra Costa County. La Clinica Centers have been providing health care services to the communities of the East Bay since 1971, driven by a conviction that every person deserves access to high -quality, culturally appropriate health care, regardless of their ability to pay. Monument Crisis Center is a community-based non-profit family resource center for Central and East Contra Costa County, offering nutritious food, quality resources and referrals to low- income individuals and families in order to help them become stable and secure. Monument Impact is a community-based nonprofit dedicated to building workforce skills, resources and power within immigrant, refugee and low-income communities, focusing on the Monument Corridor, one of the most densely populated communities in the Bay Area. 33 Reentry Success Center provides free, connected and effective services to justice-impacted men, women and their families, helping them plan critical next steps after contact with police and the courts. Rubicon Programs seeks to transform East Bay communities by equipping low-income people to break the cycle of poverty through programs including training and career services to help low-people build income and financial services to help people build financial assets. Village Community Resource Center improves quality of life for children and families in East Contra Costa County; it promotes equity through education, wellness, leadership and organizing; and provides an after-school academy, health services and training. The roles of library staff and volunteers will include but not be limited to coordinating library events, disseminating online information and conducting outreach about EV benefits and EV purchasing incentives for low- and moderate-income individuals and households. EV Bookmobile for Outreach. The Library’s Early Literacy Outreach Coordinator serves low- income, disadvantaged and underserved communities. These services are now delivered in a recently-acquired EV bookmobile, which will provide EV4All with a very compelling EV outreach platform. The new EVSE at the libraries will provide the charging capacity required for the bookmobile to increase its hours of operation and thereby conduct more outreach. The Library’s adult literacy program will also provide a platform for disseminating EV information. Example Sustainability-Focused Library Events and Activities. The County Library and each of its branches will continue delivering outreach and education programming similar to its recent and planned events of this type. For example, the County Library held an EV 101 workshop with over 200 attendees in 2022, as well as a “Ride and Drive Clean” campaign. Library events during Sustainability Week in October 2022 included: It's Never Too Late to Become a Climate Activist; Delicious Healthy Foods that Save Our Planet; Environmental Restoration in the Walnut Creek Watershed; Plastics, Recycling and You; Virtual Green Home Tour; How to Electrify Your Home; and Climate Change-makers: Youth Activists Working for a Better World. Upcoming library events include Home Upgrade Workshops (in English and Spanish) provided by the Bay Area Regional Energy Network (BayREN). Climate Career Chats are held quarterly; the next one (June 2023) will feature two panelists from the renewable energy sector (StopWaste and MCE Clean Energy). The upcoming event, “How to Finance Your Clean Energy Upgrade,” will feature County staff to explain the County’s new Sustainability Resources webpage and go into depth about incentive programs for county residents and businesses related to zero-emission transportation, energy efficiency, all-electric buildings, solar panels, battery storage and water efficiency. Within its “Library of Things,” the County Library also offers energy efficiency toolkits that patrons can check out, including electrical use meters and thermometers to assess home energy efficiency (as of 6/6/2023, 11 of 31 kits were checked out). Number and Types of Outreach and Education Events. EV4All will develop, deliver and/or support outreach and education events in three broad categories. First, the County Library and its branches will continue offering the types of events described above, with many partners. These will not necessarily be sponsored by, or directly associated with, EV4All; nonetheless, they will complement and support shared sustainability values and goals. 34 Second, building on this foundation, EV4All will hold at least two events at each of the 15 library locations – for a total of at least 30 events. One event will be held at each branch to serve as a project kick-off – informing each local community about the EVSE to be installed, explaining the project schedule, providing information about EV benefits and incentives, highlighting the project’s workforce development resources, answering questions, and soliciting input about specific education and training desired by community members. A second convening will be held at each branch, after the EVSE is installed, to serve as a grand opening – explaining the EVSE, demonstrating its use, and again providing EV benefit, incentive and workforce training information to attendees. The project team expects to have local car dealerships featur ing EV vehicles at these grand opening events; and will invite multiple local media outlets. Third, the five organizations engaged in contractual outreach roles, each of which will have at least one worker trained for EV outreach by the project team, will develop their own outreach plans including community-based meetings that will be attended in order to provide EV benefits, incentives and workforce development information. At a bare minimum of two events per outreach organization per month (10 total per month), the project team projects at least 240 outreach and education events over the 24-month project period. Building on Place-Based Economic and Workforce Development Strategies As emphasized throughout this proposal, EV expansion is not a stand-alone goal in Contra Costa County; it is one of several strategically critical paths the County must follow to achieve County- adopted goals for GHG reduction and energy management. As a result, EV4All’s outreach, education and workforce program will not be a stand-alone program. It will build upon years of deep and broad stakeholder engagement focusing on the county’s energy transition, with a focus on EV and EVSE as promising sectors in which to create new good-paying jobs to replace the good-paying jobs being lost in the county’s fossil fuel-based businesses. While the decline of fossil fuels is good for the environment, it is not necessarily good for all workers, especially those dislocated from companies adjusting to the energy transition. The industrial areas along the northern and western waterfronts are the primary focus of the County’s place-based planning to facilitate the energy transition away from over-reliance on fossil fuels. A 2018 plan for the northern waterfront provides three compelling data points about the oil refining sector that illustrate the daunting nature of this energy transition. First, it was the largest manufacturing sector, by far, in the northern waterfront area, accounting for about 3 of every 10 jobs (29%; 1,880 out of 6,437 jobs). Second, it had an astonishingly-high location quotient (23.53), meaning the industry is over 23 times more prominent in the county than in the nation as a whole. Third, it was projected to lose over one third of its workforce between 2018 and 2028. The economic transition to good-paying jobs in a clean energy economy is already underway in Contra Costa, even within the oil refining industry itself. In 2020, two refineries—the Phillips 66 refinery in Rodeo and the Marathon refinery in Martinez —announced that they were ceasing crude oil production and switching over to making biofuels. Sixty organizations objected to the County’s permitting of these plans, in part, due to the smaller workforce required for biofuels and the need to support and re-train the dislocated workers. At the same time, the letter from these organizations recognized that the County is on the right track, having enacted (in September 2020) a resolution declaring a climate emergency in the County and identifying, among other things, the need for the County to “anticipate and plan for an economy that is less 35 dependent on fossil fuels,” and “plan for a ‘Just Transition’ away from a fossil -fuel dependent economy.”39 The County’s supervisors also joined scores of local officials statewide to sign the “Diesel Free by ‘33” pledge, which commits to a goal of reducing diesel emissions to zero by 2033 .40 Due to this and other policy actions, California is at the very beginning of a likely wave of crude refinery decommissioning. Contra Costa County, where that wave is beginning, is ideally positioned to develop a blueprint for responsible transition from which other communities can benefit and learn. Fortunately, county stakeholders have pertinent prior experience in developing plans and agreements to ensure that both environmental and labor concerns are addressed as the County’s energy mix changes. In 2016, environmental and labor groups reached a comprehensive agreement, approved by the state legislature, for a just transition for workers and the community affected by the closure of the Diablo Canyon Nuclear Plant , located in the southern portion of the county.41 The project achieves wealth creation, consistent with the Department of Transportation’s Equity Action Plan, through several means. The project achieves wealth creation in an inclusive manner through its connections to the many community-based economic development efforts described in this proposal. Key challenges identified in the DOT Equity Action Plan – such as uneven resource distribution and limited networks among minority-led and disadvantaged businesses – are addressed by the purposefully inclusive nature of these efforts. Because impacted communities where place-based planning is mostly focused have a higher rate of non-white people, these efforts also maximize the inclusion of people of color in the process. Future planning and engagement efforts will engage, as they have to date, agencies with a heavy focus on assisting minority-led, women-led and disadvantaged small businesses and entrepreneurs access local, state and Federal contracting opportunities, such as the Contractors Resource Center, the Renaissance Entrepreneurship Center, and the Contra Costa Small Business Development Center (which includes a Federal Procurement Technical Assistance Center). The income and wealth impacts of EVs themselves deserve attention in any robust EV- related strategy for economic and workforce development. Fuel and maintenance cost savings compound the positive financial impact of bundled EV purchasing incentives for low- and moderate-income (LMI) individuals and households. In turn, operating and maintenance cost savings help LMI EV owners keep more of what they earn (increasing net income), thereby increasing their ability to meet basic needs, spend money to improve their quality of life, invest in education and training, or save (increasing assets). Were EV adoption to become more widespread in LMI communities, the multiplied spending and/or saving impacts in such communities would be magnified considerably. In addition, increased affordability of travel puts a wider array of job opportunities in play for LMI workers. Finally, EVs are assets, and EV purchasing incentives will bring asset ownership within reach for many LMI individuals. LMI people who need a vehicle to 39 https://www.contracosta.ca.gov/DocumentCenter/View/68157/Declaration-of-Climate-Emergency 40 https://dieselfree33.baaqmd.gov/signatories 41 https://www.pge.com/includes/docs/pdfs/safety/dcp p/JointProposal.pdf; https://www.nrdc.org/bio/peter- miller/diablo-canyon-accord-approved-california-legislature 36 get to a job will also have ways to buy an EV with incentives rather than getting trapped by payday or title loans, which are often the only options in unbanked or underbanked communities. Criterion #5: CFI Program Vision The data and analysis provided in Sections i-I, i-II and iii of this proposal clearly demonstrate that the EV4All Project equitably expands the deployment of public EV charging infrastructure in publicly accessible locations for use by the community. The introduction to Section i-II spells out a detailed, multi-prong strategy for achieving the CFI Program Vision. The remainder of the proposal explains in detail how that strategy will be carried out in strong alignment with all five Project Merit Criteria. Letters of support for the EV4All Project are provided in Appendix E. The letters of support represent a strong mix of community-based entities including local municipalities along with transportation agencies at the county, regional and state levels. The local entities are 511 Contra Costa, the City of Hercules, the City of Pinole, the City of Pittsburg, the City of San Pablo and the Town of Danville. The transportation agencies – all of which have been involved in Contra Costa County’s EV-focused planning and engagement activities to date – are the Contra Costa Transportation Authority, the East Bay Clean Cities Coalition, the San Francisco Bay Area Rapid Transit District (BART) and the California Department of Transportation (Caltrans). Alignment with U.S. DOT Statutory Priorities The EV4All Project is aligned with U.S. DOT statutory priorities as follows: Expanding EV charging infrastructure in rural areas. As discussed in Sections i-I and i-II, the majority of communities (9 out of 15) in which new EVSE is proposed qualify as rural under the CFI Program, with city or town populations under 50,000. Further, the proposed EVSE itself has attributes that address common needs in areas with lower population densities (and typically lower charger density). The proposed chargers can serve multiple vehicle types, a common need in rural areas where single facilities need to serve multiple purposes, as discussed in section i-IV. Expanding access to EV charging infrastructure within low- and moderate-income neighborhoods. As discussed in Sections i-I and i-II, seven out of the 15 census tracts in which new EVSE is proposed are classified as low-income by the State of California, and three are classified as disadvantaged. Moreover, as detailed under Project Merit Criterion #3, the County’s equity analysis of the distribution of EVSE in the county clearly demonstrates inequitable EVSE distribution. To address this disproportionate pattern, the County prioritized the low-income and disadvantaged census tracts with County Library branches for inclusion in the set of 15 library locations included in the EV4All Project. Expanding EV charging infrastructure within communities with a low ratio of private parking spaces to households or a high ratio of multiunit dwellings to single family homes. Serving people and families in multi-family dwellings is among the core purposes of the EV4All Project because such individuals typically face the greatest barriers to charging at home. Moreover, because inability to charge at home with long dwell-times places a premium on the ability to access fast charging away from home, it as critical to provide DC Fast Charging in communities with people living in multi-family units. Single-family dwelling units predominate in virtually all of 37 Contra Costa County; accordingly, very few census tracts have over 50% multi-family units (Table 19). Among the tracts with proposed new EVSE, two have multi-unit housing rates over 50%. Table 19: Multi-Family Housing Units and Existing EVSE Gaps Despite the ratios at the census tract level, the project provides much-needed EV charging infrastructure, particularly DC fast chargers, to areas with a large number of multi-family units and virtually no existing DC fast chargers. As Table 19 shows, the 15 tracts in which new EVSE is proposed have a total of only four DC fast chargers, while 13 of 15 tracts have zero DC fast chargers. With over 7,000 multi-family units in these tracts, this equates to a huge shortfall of convenient fast chargers for residents of multi-family units in these communities. The proposed EVSE is intended to help fill this gap; the 52 proposed new fast chargers would increase the number of existing fast chargers in these communities by over 12-fold. Additional Community Program Considerations The project may contribute to geographic diversity among eligible entities, depending on the range of applications submitted. The project itself contains a variety of attributes including urban and rural communities, while Contra Costa County represents a somewhat unique case of concerted EV expansion strategies combined with other energy transition strategies in a county where fossil-fuel-based industry has an extremely prominent role. For this reason, the EV4All project has a compelling proposition for Federal investment. As detailed extensively in this proposal, the project meets current or anticipated market demands for charging or fueling infrastructure, including faster charging speeds with high - powered capabilities necessary to minimize the time to charge or refuel current and anticipated vehicles. The proposed 52 new DC fast chargers are intended specifically to meet the currently unmet market demand for convenient fast charging in convenient locations – in communities that have close-to-zero such infrastructure presently. Library Branch DCFast Count Lvl2 Count Population low income dis- advan- taged Total Housing Units # in 1-unit structures # in multi- unit structures 1 unit % multi- unit % Antioch 1 3 7,408 Y Y 2,480 1,451 1,029 59%41% Brentwood 7,248 Y Y 1,533 1,253 273 82%18% Clayton 1,055 Y 2,492 710 1,562 28%63% Concord 2 5,330 Y 2,964 2,823 141 95%5% Crockett 3,803 3,275 3,048 227 93%7% El Sobrante 4,299 1,985 1,985 - 100%0% Hercules 4,386 1,594 1,142 452 72%28% Martinez 5 7,557 Y 2,897 2,186 711 75%25% Moraga 7,653 2,339 2,128 196 91%8% Pinole 4,472 486 134 352 28%72% Pittsburg 4 3,546 Y 1,915 1,846 69 96%4% Pleasant Hill 3 6 6,257 2,280 2,019 248 89%11% Prewett 2,243 Y 2,264 1,689 575 75%25% San Pablo 21 7,178 Y 1,258 1,258 - 100%0% San Ramon 18 4,595 2,701 1,441 1,260 53%47% 38 Section iv: Project Readiness and Environmental Ris k Scope of Work / Statement of Work / Work Plan The proposed Work Plan is based on the project team’s extensive experience designing and installing EVSE across the western U.S. The Work Plan is designed to ensure timely completion of all required project elements, including comprehensive data collection and project reporting. The work plan will be executed under five major task areas, each with specific sub-tasks, as summarized below. A project schedule is also provided below, following the task descriptions, showing the timing of tasks leading to on-time project completion. Task 1. Administration and Project Management. As grantee, Contra Costa County will serve as the EV4All Project Manager and will be responsible for all grantee administration duties. A Kick-off meeting will be held as soon as possible to discuss the work plan, task performance details, schedule, and the approach for issue/problem resolution. Task 1.1 Kick-off Meeting. The project team will meet with FHWA and CalTrans to discuss the work plan, task performance details, schedule, and approach to issue/problem resolution. Task 1.2 Monthly Project Update Meetings. Monthly team meetings will be held via teleconference to discuss progress. The meetings will follow a defined agenda that will cover project status update, difficulties encountered, upcoming deliverables, pending disbursement requests, and expected progress during the next month. Task 1.3 Quarterly Progress Reporting. Quarterly Progress Reports will be submitted that include data collection conducted under Task 5 (as delineated by 23 CFR 680.112). Task 1.4 Annual Reporting. Annual Reports will be submitted that include the following information (as delineated by 23 CFR 680.112): Maintenance and repair cost per charging station for the previous year; charger utilization; outreach, education, and workforce development. Task 1.5 Final Report. At the completion of the project, the County will submit a final report to FHWA that documents key project outcomes and an overview of the data collection effort. Task 1.6 Project Closeout. Final invoicing, reporting and other closeout activities will be conducted under Task 1.6. Task 2: Outreach, Education and Workforce Development. Under Task 2, the County will work with EVCS and its subcontractor Green Paradigm Consulting to develop and implement a number of different programs. Key objectives of the OEW effort include: Build awareness of the specific EVSE stations; Build awareness of EV benefits to the local com munity; Share incentive information to increase access to EVs in low-income and disadvantaged communities; Incorporate EV curriculum in local schools and create a pre-apprenticeship training program to interest young people and non-certified electrical workers in becoming state certified electricians. Task 2.1: Identify Outreach Support. Identify trusted community organizations and create subcontracts for outreach support in multiple languages and locations. (anticipated: 5 outreach partnerships at $30,000 each). Task 2.2: Needs Assessment. Build local consensus around the outreach and workforce development needs of the communities, creating one or more multi-organization networks in the county area to implement proposed programs. 39 Task 2.3: Training. Train at least 5 outreach workers (one per community partner) to participate in community events to increase familiarity with EVs, EV charging and incentive programs. Arrange access to EVs for these events through dealerships or volunteer EV drivers. Task 2.4: EV Blueprint Engagement. Support and enhance community engagement already underway in support of implementing the County’s EV Readiness Blueprint. Obtain input on desirable future charging locations using a mapping or design charette process. Task 2.5: Curriculum Development. Work with at least 5 local public school districts and community colleges within the County to utilize the existing curriculum (including introductory videos) on EV careers. Task 2.6: Implement pre-apprenticeship program. Collaborate with local public and private workforce development groups such as Workforce Development Boards, unions and organizations develop a pre-apprenticeship program for potential electrical workers. The program will target high school seniors and community college students with the goal of training 100 potential electrical workers over the five-year period and achieving enrollment of at least 20% of those entering electrician apprenticeship programs. Task 2.7: Implement Technician Training Curriculum. Partner with a local community college to offer the 50-hour EV technician curriculum developed under a previous grant. Utilize industry partnerships to place graduates of the program into non-electrician jobs as EV charging technicians or network troubleshooters. Task 3: Transportation Planning and National Environmental Policy Act (NEPA) Determinations. Task 3 will ensure the project is the statewide transportation improvement program (STIP), and since the County is within an air quality non-attainment area, it will also be included in the conforming metropolitan transportation plan. Task 3.1: Finalize Individual Site Host Agreements. The fully executed site host agreement between Contra Costa County and EVCS is provided in Appendix H. Under this task, individual site host agreements with each city that owns a participating library property will be negotiated upon notice of award. Task 3.2: Transportation Planning. Upon Notice of Award, the County will notify CalTrans and the Contra Costa Transportation Authority (CCTA) to ensure the project is included in the State Transportation Improvement Plan (STIP) and the Countywide Transportation Plan (CTP), respectively, to ensure consistency with all applicable transportation planning documents. Task 3.3: NEPA Review and Final Determination. Upon Notice of Award, the County will initiate the process for meeting all CEQA and NEPA requirements for the 15 sites. Task 4 Design, Construct and Commission 15 Charging Stations. Fifteen new DCFC sites will be designed, constructed, and commissioned to support the local community via the Library Network. Each site will undergo the same set of subtasks. Each site will also be equipped with Level 2 EVSE and a 110V plug for electric bicycles and scooters. Task 4.1: Engineering Design, Utilities Design, and AHJ Permitting. Under Task 4.1, The EVCS engineering contractor will conduct a site walk and develop an engineering design for each site. The engineering team will coordinate with the local utility and request they develop an interconnection design. EVCS will submit the site design to Authorities Having Jurisdiction (AHJ) to obtain a permit to construct. The project team will work with the AHJ to finalize 40 permit approvals. Note: If the utility determines that the site needs additional electrical capacity, EVCS will submit a Rule 29 application for an upgrade. This process includes additional steps for utility design, inspections and interconnections. Task 4.2: Equipment Procurement. Charger, switchgear, panels and other equipment will be managed under Task 4.3; some components, e.g. switchgear and panels, have long lead times. Task 4.3: Site Construction. Upon approval of all permitting and final CEQA/NEPA determinations, the sites will be constructed in a phased approach. EVCS will work with the local electric utility to coordinate grid interconnection and implement the electric utility work plan. EVCS electrical contractors will coordinate with the AHJ to conduct civil work construction and the utility to conduct trenching and other construction for grid interconnection. Task 4.4: Charging Site Commissioning. Final commissioning for each of the 15 sites will be managed under Task 4.4 and documented in the final report. Commissioning includes connecting the charging site to the EVCS network, documenting all equipment with serial numbers and photographs and training site hosts on operation. Task 5. Operations & Maintenance, Marketing and Data Collection. Data collection will be conducted in accordance with the requirements of CFR 680.112. This will entail collection of the following data. Task 5.1: Operations and Maintenance. EVCS is responsible for the safe operation and maintenance of all charging sites, as well as customer accounts with all electric utilities that provide power to its stations. EVCS is also responsible for ensuring the maintenance of all ancillary equipment such as charger pedestals, information display kiosks or signage associated with the charging station. Task 5.2: Data collection and reporting. EVCS’ portal will provide all the data points required by the NOFO including: Charging station identifier that associates with collected data any third- party data sharing; Charging port identifier; Charging session start time, end time, and any error codes associated with an unsuccessful charging session by port; Energy (kWh) dispensed to EVs per charging session by port; Peak session power (kW) by port; Payment method associated with each charging session; Charging station port uptime, as calculated per FHWA guidance for each of the previous 3 months Duration (minutes) of each outage; Annual Reports shall also include: Maintenance and repair cost per charging station for the previous year; outreach and education . See screen shots below of sample data generated by the EVCS portal. In addition, as the CFI program requires, the County shall ensure that the following data fields are made available, free of charge, to third-party software developers: Unique charging station name or identifier; Address (street address, city, State, and zip code) of each charging station; Geographic coordinates in decimal degrees of exact charging station location; Charging station operator name; Charging network provider name; Charging station status (operational, under construction, planned, or decommissioned); Charging station access information (charging station access type (public or limited to commercial vehicles; Charging station access days/times (hours of operation for the charging station)); Charging port information (Number of charging ports; Unique port identifier; Connector types available by port; Charging level by port (DCFC, AC Level 2, etc.); Power delivery rating in kilowatts by port; Accessibility by vehicle with trailer (pull-through stall) by port (yes/no); Real-time status 41 by port in terms defined by Open Charge Point Interface 2.2.1; Pricing and payment information (Pricing structure; Real-time price to charge at each charging port, in terms defined by Open Charge Point Interface 2.2.1; Payment methods accepted at charging station). Figure 5 provides the overall construction schedule for the commissioning of the 15 proposed sites. Figure 6 breaks down the construction schedule to the site level. Note that the term of the federal grant agreement will extend 5 years beyond this timeline in order to implement the operational commitment. Figure 5: Overall Project Schedule for the EV4All Project Figure 6: Individual Site Project Schedule Project Title:Contra Costa County EV4All (15 sites) Months from NTP:1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Task Description 1.0 Administration & Project Management 2.0 Outreach, Education & Workforce Development 3.1 Finalize individual site host agreements (each library) 3.2 Project Listing within State and Regional Plans 3.3 NEPA Review -- Program and Site 4.1 Engineering Design, Utilities Design, and AHJ Permitting 4.2 Equipment Procurement 4.3 & 4.4 Site #1 4.3 & 4.4 Site #2 4.3 & 4.4 Site #3 4.3 & 4.4 Site #4 4.3 & 4.4 Site #5 4.3 & 4.4 Site #6 4.3 & 4.4 Site #7 4.3 & 4.4 Site #8 4.3 & 4.4 Site #9 4.3 & 4.4 Site #10 4.3 & 4.4 Site #11 4.3 & 4.4 Site #12 4.3 & 4.4 Site #13 4.3 & 4.4 Site #14 4.3 & 4.4 Site #15 5. Operations & Maintanance, Marketing and Data Collection (continues through end of project term (2026) 1.6 Project Closeout (reporting, final invoicing, etc.) Project Title: Weeks from NTP:1 2 3 4 5 6 7 8 Task Description Site-Level Project Management Dig Alert Install Conduit, Trenching and Backfill Set Switchgear Install New Chargers Install Posts and Signage Restore Property Remove all Equipment & Materials Final Inspection Commission Site Contra Costa County EV4All (Site Construction Schedule for each of 15 sites) 42 Project Team Experience and Qualifications The Contra Costa County Team Brendan Havenar-Daughton, Energy Manager in the County’s Department of Public Works, will lead the project as a core implementation activity under the County’s Distributed Energy Resource Plan and Climate Action Plan, which both emphasize investments in EVSE, County fleet electrification and expanding EV adoption in the county in order to reduce emissions of greenhouse gases and harmful airborne particulates while also achieving strategic energy management program goals. Brendan is an energy management professional with over a decade of experience designing, implementing and managing Distributed Energy Resource projects and programs. His work experience ranges from the small consulting firm to the large Investor-Owned Utility, and from the complex public school district to the bureaucratic local government. Brendan is especially skilled at effectively navigating through the public sector to produce tangible results. With a diplomatic and focused approach to problem-solving, Brendan has built foundational structures that support high quality work products and innovation, and is proud knowing that the work he has championed at one organization will continue once he moves on to the next challenge. Brendan finds that his best work is teamwork and believes that excellent planning and communication lead to high performance outcomes. Brendan will be supported by Brian Balbas, Public Works Director, who will provide guidance and high-level oversight of the project design and implementation; and Joe Yee, Public Works Deputy Director of Transportation, who will serve as the project executive sponsor, providing detailed oversight and review of all design plans and direct consulting services as needed. Alison McKee, County Librarian (Director of Library Administration), will serve as the project’s key County stakeholder, ensuring that the project design and implementation aligns with Library Services’ programming and operations. Alison will support critical communication with key City stakeholders when needed. As County Librarian since 2020, Alison is responsible for the operation of the Contra Costa County Library, including 26 branches and online/virtual services, serving a population of more than 1 million people with a $40 million budget. Previously, as Deputy County Librarian from 2015 to 2020, Alison oversaw the functions of 12 of 26 libraries, including in depth participation in planning new and expanded facilities as needed, providing leadership in the assessment of library and community needs and interests, and building and maintaining relationships with cities, schools and community-based organizations to effectively plan resources. The Subrecipient Team: Electric Vehicle Charging Solutions (EVCS) The County partnered with Electric Vehicle Charging Solutions (EVCS) to develop this proposal; and EVCS will install the proposed chargers if a grant is awarded. EVCS is a privately held, rapidly growing business that focuses on offering Level 2 and DC fast charging to its government, fleet and business customers. EVCS provides a complete turn-key solution for installing, operating and maintaining over 700 Level 2 and DC fast chargers throughout California, Oregon and Washington. EVCS is part of a vertically integrated group of 43 companies under common ownership: Sister company Green Commuter operates one of the first all-electric vehicle vanpool and car sharing programs in the U.S. and subsidiary Clean Fuel Connection, Inc. is a licensed electrical contractor (C-10 license 770564) that has been installing charging stations for the past 24 years. One of the most innovative aspects of EVCS’ business model is the purchase of carbon credits to offset the use of grid electricity for installed chargers so that all electricity is from zero-emission sources and all charging is carbon neutral. Within the next year, EVCS expects its partnerships with anaerobic digester developers at dairy farms in California to enable EVCS to provide electricity from renewable sources, making their EV chargers not only carbon-neutral but carbon- negative. Gustavo Occhiuzzo, Chief Executive Officer. Mr. Occhiuzzo developed his extensive management skills and strategic planning knowledge primarily in the service industry. As an entrepreneur with 29 years of experience as the head of multiple companies, he is the Founder and CEO of EVCS and Green Commuter, the latter being the first fully all-electric, zero-emission commuter service in the U.S. As CEO, Gustavo created the vision for the vertical integration of the three companies specializing in zero emission carpools and vanpools, infrastructure project development and financing and charging installation. Alex Naasz, Head of Construction. Alex Naasz recently joined the EVCS team bringing a wealth of experience in charging equipment and installation. Mr. Naasz previously worked at Volta, a pioneer in the EV charging space, where he was North American Director of Engineering and Construction. Prior to Volta, Alex worked at several telecommunications and wireless technology companies. Alex has LEED AP Certification and is a licensed C-10 electrical contractor. Alexander has worked in the EVSE space for the last 5 years as Director of Engineering and Construction Operations for Volta Charging, where he oversaw all North American Operations. Alex, a co-inventor on a design patent, puts his heart and soul into every company he is a part of and we believe that his skills as a leader will transcend EVCS as he oversees the design and installation of EV chargers across the entire EVCS network. Charlie Botsford. Mr. Botsford is a chemical engineer (MSChE) with extensive program management, proposal management, and technical expertise in air quality, alternative energy technologies, and electric vehicle charging infrastructure. Mr. Botsford is a licensed professional engineer (California) and a Certified Permit Professional with SCAQMD. Enid Joffe. Enid Joffe has nearly 30 years of experience in the transportation electrification field, initially as an employee of Southern California Edison and Edison International, and subsequently as the co-founder of Clean Fuel Connection, an EV charging infrastructure installation company. During her twenty years as President of Clean Fuel Connection, Ms. Joffe was responsible for the design and installation of thousands of charging stations and built Clean Fuel Connection into a recognized leader in the emerging charging industry. In December 2019, Ms. Joffe sold Clean Fuel Connection to EVCS. She remains involved with the company as the Director of Business Development and C-10 license holder. Resumes for the County and EVCS team members are provided in Appendix F. 44 Environmental Impacts Environmental Project Benefits (Air Quality) Project Emission Reductions. As required by FHWA, the County assessed the estimated emission reductions from commissioning of the proposed EV4All charging infrastructure using the Alternative Fuel Life-Cycle Environmental and Economic Transportation (AFLEET) CFI Emissions tool developed by Argonne National Laboratory. This estimate was based on the commissioning of 52 DCFC chargers and 60 Level 2 EVSE and assumes AFLEET’s “Low Utilization” case for annual fuel consumption (kWh/yr) of each charger type; this assumption is considered to be conservative since the project team will work together on outreach and education programs to increase the EV4All charger utilization. The life cycle emissions of an electric vehicle depend on the source of the electricity used to charge it. A User-Defined Electric Generation Mix that reflects California’s current mix of electricity feedstocks was input to AFLEET to improve the accuracy of the results. California has been working toward a clean energy future for more than two decades and state policy includes the following renewable source targets: • 50 percent of California’s electricity is from renewable sources by 2026 • 60 percent of California’s electricity is from renewable sources by 2030 • 100 percent of California’s electricity is from renewable sources by 2045 According to AFLEET, the lifecycle benefits of the EV4All project, at today’s mix of renewable feedstocks (~45%) is significant. Nearly 875 tons per year of GHGs will be reduced, in addition to the annual reductions of criteria air pollutants summarized in the Project Merit Criterion #2 section. Additional Benefits. In addition to reduced air pollution, EVs have a number of environmental benefits compared to conventional vehicle technology. These include the following: • EVs contain no fossil fuel-based lubricity products requiring disposal as hazardous waste. • EVs utilize regenerative braking systems that can reduce or, with the use of “one-pedal driving” technology, completely eliminate standard braking, resulting in significant reduction of particulate matter from use of the brakes. • Vehicle maintenance costs are reduced as there are no ongoing oil changes, transmission maintenance and repair and other maintenance costs associated with conventional vehicles. • The adverse environmental impacts of extracting fossil fuel (i.e., oil spills and pipeline leans) will be reduced as global reliance on fossil fuel is replaced by reliance on renewable energy sources for EVs. Federal and State Environmental Reviews. As discussed in the Scope of Work and Project Readiness section, the County will comply with applicable Federal laws, rules, and regulations including the National Environmental Policy Act (NEPA). While the project scope (to build EVSE) is not generally expected to result in significant environmental impacts, and may even qualify for one or more categorical exclusions, the County understands that NEPA compliance is required and has scheduled significant time to undergo NEPA review and determination. This review will consider project impacts to natural, community, and cultural resources. 45 Background. EV charging infrastructure will be subject to the Federal National Environmental Policy Act (NEPA) and California Environmental Quality Act (CEQA) requirements for California projects. For both NEPA and CEQA, EV charging infrastructure is generally deemed “Categorically Exempt.” However, Federal Highway Administration (FHWA) has previously instituted a process for USDOT-funded projects that requires a NEPA-like analysis. For this analysis, all environmental issues are considered and managed via checklist on a site-by-site basis after first considering the overall project (e.g., suite of charging sites) on a programmatic basis. In California, it is possible that several CFI grants will be awarded, in which case, all CFI grants would need to be examined as a “Program.” This is standard NEPA/CEQA philosophy in that a single site, or even a single project should not be considered in a vacuum. Programmatic Timeline. Upon award, FHWA and the State DOT (Caltrans) shall be contacted immediately to determine the: (1) programmatic and (2) site-specific analysis methodology that will be required for CFI projects. In previous FHWA-involved projects, the State DOT has worked with State regional NEPA offices for coordination purposes relative to programmatic issues. This has required approximately two months. However, nothing prevents the State DOT and FHWA determining the process prior to award so that time is not lost after contract award. This process can also involve Tribal collaboration, if applicable. Site-Specific Timeline. It is anticipated that the State DOT shall require awardees to complete the FHWA analysis, including approval by FHWA, prior to start of construction work. The site- specific analysis can require one to three months to prepare, with FHWA review and approval requiring another one-two months. After FHWA approval, a 30-day notice period may apply. The Analysis. While EV charging infrastructure is commonly determined to be Categorically Exempt, FHWA has previously required analysis of archaeological and cultural resource issues, especially in sensitive areas. In the State of Washington, for example, Executive Order 21-02 (EO 21-02) requires an invitation to Tribal concerns for oversight, even for previously developed sites (e.g., parking lots). A similar process also pertains to FHWA projects in Oregon, and most likely California. This is a partial listing of the FHWA issues checklist: Right-of-way, Land Use, Socioeconomics, Environmental Justice, CWA Section 404/Wetlands/Waters, ESA/T&E Species, NHPA Section 106 (Cultural Resources), Visual Resources, Section 4(f), consideration of park and recreational lands, wildlife, waterfowl refuges, and historic sites, Section 6(f)(3), amended Land & Water Fund Act, Air Quality, Noise, Hazardous Materials, Tribal Considerations, Public Outreach, Environmental Commitments “Dig Once” Future-Proofing As previously discussed in Table 6 in Section i-IV, the County’s EV partner and subrecipient, EVCS, will include future proofing in all installations by adding extra conduits and upsizing switchgear to implement a “dig once” policy. Future-proofing allows EVCS and Contra Costa County to plan for additional charger port capacity as utilization climbs. 46 EV4ALL APPENDICES The following supplemental appendices were uploaded as Attachments via the grants.gov portal. Appendix A – Equity Analysis Data Appendix B – Charger Site and Amenities Information Appendix C – Charger Specifications Appendix D – Letters of Commitment Appendix E – Stakeholder Letters of Support Appendix F – Project Team Resumes Appendix G – Applicant Commitments & Attestations (Compliance) Appendix H – Master Site Host Agreement Appendix H: Site Host Agreement Atached please find the fully executed site host agreement between Contra Costa County and EVCS for the Contra Costa County EV4All CFI Applica�on. Individual site host agreements with each city that owns a par�cipa�ng library property will be nego�ated upon no�ce of award. DocuSign Envelope ID: 1BF73506-8663-4D34-AEA3-8F8D687B339E 3/7/2023 DocuSign Envelope ID: 1BF73506-8663-4D34-AEA3-8F8D687B339E DocuSign Envelope ID: 1BF73506-8663-4D34-AEA3-8F8D687B339E DocuSign Envelope ID: 1BF73506-8663-4D34-AEA3-8F8D687B339E DocuSign Envelope ID: 1BF73506-8663-4D34-AEA3-8F8D687B339E DocuSign Envelope ID: 1BF73506-8663-4D34-AEA3-8F8D687B339E DocuSign Envelope ID: 1BF73506-8663-4D34-AEA3-8F8D687B339E DocuSign Envelope ID: 1BF73506-8663-4D34-AEA3-8F8D687B339E DocuSign Envelope ID: 1BF73506-8663-4D34-AEA3-8F8D687B339E DocuSign Envelope ID: 1BF73506-8663-4D34-AEA3-8F8D687B339E DocuSign Envelope ID: 1BF73506-8663-4D34-AEA3-8F8D687B339E DocuSign Envelope ID: 1BF73506-8663-4D34-AEA3-8F8D687B339E DocuSign Envelope ID: 1BF73506-8663-4D34-AEA3-8F8D687B339E DocuSign Envelope ID: 1BF73506-8663-4D34-AEA3-8F8D687B339E 3/7/2023 Ian Vishnevsky COO/CFO DocuSign Envelope ID: 1BF73506-8663-4D34-AEA3-8F8D687B339E DocuSign Envelope ID: 1BF73506-8663-4D34-AEA3-8F8D687B339E DocuSign Envelope ID: 1BF73506-8663-4D34-AEA3-8F8D687B339E DocuSign Envelope ID: 1BF73506-8663-4D34-AEA3-8F8D687B339E DocuSign Envelope ID: 1BF73506-8663-4D34-AEA3-8F8D687B339E Contra Costa Electric Vehicle Readiness Blueprint July 2019 Prepared for: Contra Costa Transportation Authority 2999 Oak Road, Suite 100 Walnut Creek, CA 94597 Prepared by: i Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Table of Contents Table of Contents ..................................................................................................................... i 1 Preface from Contra Costa Transportation Authority Leadership ....................................... 1 2 Executive Summary ........................................................................................................... 2 3 Introduction and Methods ................................................................................................. 5 3.1 Acronyms ...................................................................................................................................... 5 3.2 Glossary of Terms .......................................................................................................................... 7 3.3 Background and Context ............................................................................................................... 9 3.4 Motivation: Why Now? ............................................................................................................... 12 3.5 Blueprint Principles ..................................................................................................................... 18 3.6 Blueprint Methods ...................................................................................................................... 20 3.7 Barriers to Increased and More Equitable EV Deployment ........................................................ 22 4 Status of Countywide EV Infrastructure Readiness .......................................................... 24 4.1 Scale of Electrification Required and Current Infrastructure ..................................................... 24 4.2 Electricity Demand ...................................................................................................................... 31 4.3 Shared Mobility Hub Analysis ..................................................................................................... 40 4.4 Mapping Analysis ........................................................................................................................ 53 5 Implementation Strategies .............................................................................................. 70 5.1 Background ................................................................................................................................. 70 5.2 Short-Term (1-2 years) ................................................................................................................ 73 5.3 Medium-Term (3-5 years) ........................................................................................................... 92 5.4 Long-Term (5+ years) .................................................................................................................. 97 6 Conclusion ...................................................................................................................... 105 Stakeholder Workshop Participants ............................................................. A-1 Best Practices Tool Box ................................................................................. B-1 PG&E Distribution System Capacity at Key Shared Mobility Hubs ................ C-1 1 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority 1 Preface from Contra Costa Transportation Authority Leadership Message from Contra Costa Transportation Authority Executive Director Randell H. Iwasaki As the county’s transportation planning and congestion management agency, the Contra Costa Transportation Authority (CCTA) is dedicated to improving the sustainability of our transportation system and achieving a greener, healthier Contra Costa. We help people get to where they need to go safely and with as little carbon impact as possible. Approximately 47% of all greenhouse gas emissions within Contra Costa County are from on- road vehicles. CCTA and the County of Contra Costa are developing a range of strategies and actions to improve air quality in the county. CCTA is committed to reducing emissions through funding transit, paratransit, rideshare, bike lanes, trails, sidewalks, and school bus programs – and why we are proud to have a leadership role in this Electric Vehicle Readiness Blueprint. The Contra Costa Electric Vehicle Readiness Blueprint provides CCTA, County departments, and jurisdictions within the county data, best practices, and strategies to bring about a broad transition to electric vehicles across the county. Preparing our county for greater electric vehicle use translates to numerous air quality and economic benefits. By advancing electric vehicle adoption, we can make progress on greenhouse gas emission reduction goals, expand access to mobility options, help our residents save money on vehicle operations and maintenance costs, maintain and enhance workforce opportunities, and improve our community’s health. Furthermore, by integrating equity considerations throughout the Blueprint, we can help ensure all our community members take advantage of these benefits. This Blueprint was funded through a grant from the California Energy Commission and was led by CCTA, with strong support from the Contra Costa Department of Conservation and Development and 511 Contra Costa. It was assembled with extensive input from stakeholders throughout the county, including cities and towns, transit agencies, education and training providers, electric utilities, electric vehicle infrastructure providers, and local employers. The Blueprint culminates in tailored strategies for CCTA and Contra Costa County departments to consider pursuing, ranging from new policy solutions to cutting-edge pilots that build upon the county’s strong history of innovation in advanced vehicle technologies. The implementation of this Blueprint will establish Contra Costa as a strong leader in transportation electrification and equip us to meet and exceed local and state greenhouse gas reduction goals. As you review this plan, I encourage you to reflect on how you can support our vital mission. Together, we can transform how Contra Costa residents get around, and further enhance the sustainability of the transportation system we all rely upon. 2 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority 2 Executive Summary In June 2018, the Contra Costa Transportation Authority (CCTA) received a grant award as part of the California Energy Commission’s (CEC) Electric Vehicles (EV) Ready Communities Challenge Phase I— Blueprint Development. The grant aims to accelerate deployment of electrified transportation at the local and regional levels, adopting a holistic and futuristic view of regional transportation planning. These Phase I funds are for developing blueprints that identify the actions and milestones needed to achieve an EV-ready community. Phase II is anticipated to provide funding to support execution of the blueprints developed under Phase I. CCTA initiated a robust stakeholder engagement process to gather input and buy-in for development of the Contra Costa EV Readiness Blueprint. To develop the Blueprint, CCTA reviewed relevant best practices, assessed current and future need for charging infrastructure through mapping exercises, evaluated the potential for shared mobility hubs, developed training frameworks to prepare the electrician and mechanic workforce for a future with more EVs, and analyzed electricity demand associated with increased charging needs for EVs. The Contra Costa EV Readiness Blueprint is based on a series of principles that serve as recurring themes throughout the document: • Empower jurisdictions to support build-out of a countywide EV charging network. • Harmonize policies across jurisdictional boundaries. • Maximize effective usage of funding opportunities for EV adoption and electric vehicle service equipment (EVSE) deployment. • Stimulate mass market replacement of conventional vehicles with EVs. • Capture synergies with major concurrent shifts in the transportation landscape, such as connected, autonomous, and shared vehicles. • Electrify everything. Encouraging EV adoption should work hand in hand with the electrification efforts of other transportation modes. • Ensure all county residents have equitable access to EV benefits. • Contribute to a regional electrified network. As a complement to the principles, CCTA and stakeholders throughout the county share this vision: Everyone that lives, works, or plays in Contra Costa County has reliable, convenient, and affordable access to electric mobility options, regardless of their means, life stage, location, and background. Throughout the county, the process of installing electric vehicle charging infrastructure is simple, predictable, and consistent. Electrified transportation is a significant contributor to reduced emissions, enhanced well-being, and equitable mobility in the county and the region. The Blueprint creates a path towards this vision through a series of short-, medium-, and long-term strategies with example actions. The strategies directly address the top barriers preventing further advancement on EV readiness within Contra Costa County and are representative of the influence CCTA 3 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority and County departments have to advance EV adoption and EVSE deployment, listed below. Table 1 summarizes the strategies. Provide technical assistance to constituents and cities Conduct outreach Conduct research Implement pilots Install EVSE Regulate and incent Fund EVSE or EV Set targets and maintain adaptable implementation plan Regional advocacy and engagement 4 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Table 1. Summary of Strategies Strategy Short Continuously Assess Needs Install Infrastructure in Priority Areas Implement Low-Income Customer Outreach and Education Program Amplify Regional Outreach to Consumers, Site Hosts, and Other Entities Adopt and Promote EV Reach Codes Adopt and Promote Streamlined Permitting Contribute to a Regional Charging Network and Engage in Statewide Policy Integrate EV Readiness with Growth Management Track Progress Electrify County Fleets and Encourage Fleets Within Jurisdictions to Electrify Medium Implement Scalable Shared, Electric, Connected, and Autonomous Vehicle Pilots Expand Pilot Programs to Provide Electric Mobility Services to Underserved Populations Integrate EV Carpool and Shuttle Services into County 511 Programs Long Incorporate EV Resilience Planning into County Preparedness Strategies Pilot Wireless Inductive Charging on Streets Implement and Enhance Shared Mobility Hubs with Electric Options Explore Options to Disincentivize Usage of ICE Vehicles and Incent Their Replacement 5 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority 3 Introduction and Methods 3.1 Acronyms Table 2 lists acronyms used throughout this Blueprint. Table 2. Acronyms Used in This Blueprint Acronym Definition AFLEET Alternative Fuel Life-Cycle Environmental and Economic Transportation Tool AV Autonomous vehicle ARFVTP Alternative and Renewable Fuel and Vehicle Technology Program BAAQMD Bay Area Air Quality Management District BART Bay Area Rapid Transit BEV Battery electric vehicle CalCAP California Capital Access Program CALeVIP California Electric Vehicle Infrastructure Project CALGreen Code California Green Building Standards Code CAP Climate Action Plan CARB California Air Resources Board CCA Community Choice Aggregation CCTA Contra Costa Transportation Authority CEC California Energy Commission CNWS Concord Naval Weapons Station CPCFA California Pollution Control Financing Authority CV Connected vehicle CVRP Clean Vehicles Rebate Project DAC Disadvantaged Community DCF Discounted cash flow DCFC Direct current fast charge DOE U.S. Department of Energy DVC Diablo Valley College EIA U.S. Energy Information Administration EV Electric vehicle EVI-Pro Electric Vehicle Infrastructure Projection Tool EVSE Electric vehicle supply equipment EVSP Electric vehicle charging service provider FCEV Fuel cell electric vehicle FHWA Federal Highway Administration GIS Geographic Information Systems GHG Greenhouse gas GMP Growth Management Program GWh Gigawatt hours HEV Hybrid electric vehicle HOA Homeowners association HOV High-occupancy vehicle ICE Internal combustion engine ICCT International Council on Clean Transportation 6 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Acronym Definition ICT Innovative Clean Transit kW Kilowatt kWh Kilowatt hour MCE Formerly known as Marin Clean Energy, but now known as MCE MSP Mobility service provider MTC Metropolitan Transportation Commission MUDs Multiunit dwellings MW Megawatt MWh Megawatt hour NHTSA National Highway Traffic Safety Administration NREL National Renewable Energy Lab NYSERDA New York State Energy Research and Development Authority OEM Original equipment manufacturer PEV Plug-in electric vehicle PCE Peninsula Clean Energy PM Particulate matter PHEV Plug-in hybrid electric vehicle PG&E Pacific Gas and Electric Company PUSD Pittsburg Unified School District PV Photovoltaic PVRAM Solar photovoltaic and renewable auction mechanism RFP Request for proposal SAV Shared autonomous vehicles SUV Sport utility vehicle TOU Time-of-use TNC Transportation network company TRANSPAC Transportation Partnership and Cooperation ULL Urban limit line USDOT U.S. Department of Transportation VW EMT Volkswagen Environmental Mitigation Trust V2G Vehicle-to-grid XSP Excess Supply Program ZEV Zero emission vehicle 7 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority 3.2 Glossary of Terms Table 3 lists several key terms related to EV readiness and sustainable transportation, in addition to their definitions and relevant contextual information. Table 3. Glossary of Terms Term Definition Autonomous Vehicle (AV) A vehicle equipped with “technology that has the capability to drive [the] vehicle without the active physical control or monitoring by a human operator.”1 Circulator A bus that operates on a fixed route and predictable schedule, looping between major areas of interest. Connected Vehicle (CV) A vehicle that “leverages new technologies that give vehicles the capability to communicate wirelessly with one another and with devices on surrounding infrastructure for purposes of improving transportation safety, mobility, and impact on the environment.”2 Decarbonization The process of switching away from sources that rely on carbon as the root source of energy, and toward switching to renewable energy sources. Electrification The switching of processes typically powered by a fossil fuel (gasoline, diesel, or any other derivative of oil) source to electricity. Emissions Factor An emissions factor is a representative value that attempts to relate the quantity of a pollutant released to the atmosphere with an activity associated with the release of that pollutant. These factors are usually expressed as the weight of the pollutant, divided by a unit weight, volume, distance, or duration of the activity emitting the pollutant (e.g., kilograms of particulate emitted per megagram of coal burned).3 First-Mile/ Last-Mile This term refers to the beginning or ending section of a trip that primarily uses public transit. For example, if a person drives their car to a light rail station, takes the train, and then walks from the train station to their final destination, then first mile/last mile refers to the car trip to the light rail station and their walk from the station to their final destination. Reducing emissions from these trips can pose challenges for transportation planners. If first mile/last mile trips are arduous, a person may elect not to take public transit (e.g., if they are already in their car driving to the light rail station they may decide to just drive all the way to their final destination). Greenhouse Gas (GHG) Gases that trap heat in the atmosphere, such as carbon dioxide, methane, and nitrous oxide. Internal Combustion Engine (ICE) Any engine that combusts a fuel source (often gasoline or diesel) to generate energy and power a vehicle. Islandable microgrid A microgrid is a localized electrical grid that, in the event of a power outage, can disconnect from the traditional grid—a condition sometimes referred to as “islanding.” The availability of backup generation and distributed energy resources such as solar can enhance the 1 https://www.dmv.ca.gov/portal/dmv/detail/vr/autonomous/definitions 2 http://www.dot.ca.gov/research/operations/one_california/index.htm 3 https://www.epa.gov/air-emissions-factors-and-quantification/basic-information-air-emissions-factors-and- quantification 8 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Term Definition resilience of the community served by the microgrid by reducing the likelihood that power will be interrupted. Make-Ready In the “make-ready” model, a public utility invests in electrical infrastructure on their local distribution system rather than behind the customer’s meter, including upgrading electrical system components, digging trenches, and laying wires, thus making the site ready for installing electric vehicle service equipment (EVSE). Micromobility Micromobility refers to small, manually or electrically powered vehicles used to travel short distances. Examples include bicycles, e-bicycles, scooters, e-scooters, one-wheels, and skateboards.4 Microtransit An often privately-operated form of transit, with select, smaller routes or available solely on an as-needed or on-demand basis. Particulate Matter (PM) A complex mixture of tiny particles that vary greatly in shape, size, and chemical composition, and can be made up of many different materials (such as metals, soot, soil, and dust). Exposure to outdoor PM levels exceeding current air quality standards is associated with increased risk of hospitalization for lung and heart-related respiratory illness, including emergency room visits for asthma.5 Shared Mobility The shared use of any form of transportation—bicycle, scooter, motorcycle, ICE vehicle or EV— in a way that reduces the need for personal ownership of these vehicles and devices. Transportation Network Company (TNC)/ Mobility Service Provider (MSP)/ Ride Hailing company A company using technology to connect drivers and vehicles with people needing transportation to a destination. Underinvested Communities Communities in which population members face hardships, including but not limited to lower incomes, limited English proficiency, lack of access to credit, or historic discrimination. The term Disadvantaged Community (DAC) will be used to refer specifically to communities within the 25% highest scoring census tracts, using results from the California Communities Environmental Health Screening Tool (CalEnviroScreen), as defined by the California Environmental Protection Agency. CalEnviroScreen is a mapping tool that helps identify California communities most affected by many pollution sources, and where people often are especially vulnerable to pollution’s effects. Well to Wheels Emissions The full upstream emissions associated with the whole lifecycle of the fuel source, from drilling to refining to transportation to combustion in the vehicle. 4 https://transportation.ucsd.edu/mobility/micro.html 5 https://ww3.arb.ca.gov/research/aaqs/caaqs/pm/pm.htm 9 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority 3.3 Background and Context EV readiness refers to a community-wide, coordinated planning effort to build a supportive environment to advance EV adoption, as reflected in policy, infrastructure development, municipal investments in EVs, encouraging consumers through incentives and outreach, and participation in stakeholder coalitions.6 The fact that Contra Costa’s EV readiness effort is countywide and deliberately coordinated is of vital importance. To reap the greatest benefits from this transition, deliberate planning is required. Through the Contra Costa EV Readiness Blueprint, the county can shape EV adoption and EV charging infrastructure deployment in ways that will maximize opportunities for the local workforce, promote equitable access to clean transportation options, synchronize with ongoing initiatives, and effectively transform the market. EV readiness planning can offer the county and its residents numerous benefits. It contributes to achievement of the County’s Climate Action Plan (CAP), as well as statewide targets and executive orders related to emissions reduction and transportation electrification. Without action, climate change is expected to lead to more extreme heat, degraded air quality, decreased fresh water supplies, increased storm severity, and rising sea levels within the county.7 As the transportation sector accounts for 47% of the greenhouse gas (GHG) emissions contributing to climate change in Contra Costa County, transitioning away from conventional vehicles that burn fossil fuels will be an absolutely critical component for achieving CAP goals and mitigating climate change’s worst effects.8 EVs do not produce particulate matter emissions at the tailpipe, eliminating one source of pollutants especially harmful to human health and leading to respiratory issues such as asthma. Several key terms are used throughout the Blueprint, which are important to define upfront. Table 4 defines different vehicle types and provides important information about each of these. 6 https://afdc.energy.gov/pev-readiness.html and http://opr.ca.gov/docs/ZEV_Guidebook.pdf and https://www.sciencedirect.com/science/article/pii/S1040619015300075 7 http://www.ccCounty.us/4554/Climate-Action-Plan 8 Contra Costa County is home to several large industrial facilities. These facilities are regulated by the CARB and the Bay Area Air Quality Management District. The County has limited ability to impact their emissions profile. Upon taking out the large industrial sources and focusing on those sectors where the County has more control, transportation is by far the largest emissions source. 10 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Table 4. Descriptive Information About Vehicle Types Internal Combustion Engine (ICE) Vehicle Hybrid Electric Vehicle (HEV) Plug-in Hybrid Electric Vehicle (PHEV) Battery Electric Vehicle (BEV) Description 9 Any vehicle powered solely by an ICE, fueled with gasoline or diesel. Hybrid electric vehicles commercially available today, combining an internal combustion engine with a battery and electric motor. Plug-in hybrids, similar to traditional hybrids, but equipped with a larger, more advanced battery that allows the vehicle to be plugged in and recharged in addition to refueling with gasoline. Battery electric vehicles run entirely on electricity stored in batteries and with an electric motor rather than a gasoline engine. Electric Range 10 None N/A (cannot operate solely on electricity) 10–80 miles 80–350 miles Examples Ford Expedition Honda Insight, Toyota Prius, Toyota Camry Hybrid Toyota Prius Prime, Hyundai Ioniq Plug-in Hybrid Tesla Model 3, Chevrolet Bolt, Nissan Leaf Charging approach None Charged with regenerative braking, no plug-in ability Charged with regenerative braking and plug-in charger Charged with regenerative braking and plug-in charger The Blueprint uses the term “EV” throughout to refer to plug-in electric vehicles—in other words, PHEVs and BEVs together.11 Additionally, several types of EV chargers exist—otherwise known as electric vehicle supply equipment (EVSE). Table 5 presents more information on the three charger types. Several factors influence total ownership costs associated with EVs, including charging costs: available incentives, typical miles traveled, electricity rates, charging fees, and type of chargers. Light-duty EVs potentially offer significant total cost of ownership savings compared to ICEs, a particularly beneficial factor for low-income residents dependent on a personal vehicle. For more personalized ownership cost information for different EV types, Pacific Gas and Electric Company (PG&E) provides an EV Savings Calculator at https://ev.pge.com/vehicles. 9 https://www.driveclean.ca.gov/Search_and_Explore/Technologies_and_Fuel_Types.php 10 Ranges cited are typical for vehicle models available in the U.S. between 2011 and 2019. Specific vehicle ranges may vary. Source: https://phev.ucdavis.edu/about/faq-phev/ 11 This plan does not address readiness for fuel cell electric vehicles (FCEV) due to the fact that FCEVs are at an earlier stage of adoption than plug-in electric vehicles, and while there are parallels between the technologies in the barriers to widespread deployment, the suite of policy options available to encourage FCEV are quite different. Furthermore, the U.S. Energy Information Administration Annual Energy Outlook 2019 reference scenario projects that FCEV will be less than 0.3% of light duty vehicle sales in the Pacific region by 2050. 11 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Table 5. Descriptive Information About EV Charger Types Level 1 Level 2 Level 3 (Commonly Called Direct Current Fast Charge [DCFC]) Primary Use Case Home charging, but can be used for workplace and public charging (though rarely) Home charging; sometimes for public and workplace charging Public, on-the-go charging; sometimes for multifamily residents and shared mobility providers 12 Charge Time 8–15 hours 3–8 hours 20 minutes–1 hour Cost to Install 13 Low: just a wall outlet ($300–$1,500 per unit) ($0–$3,000 per install) Medium ($400–$6,500 per unit) ($600–$12,700 per install) PG&E’s construction cost estimates for its EV Charge Network are: $16,500 per unit.14 High: takes up large amount of space and often requires upgrades to electrical infrastructure ($10,000–$40,000 per unit) ($4,000–$51,000 per install) 12 Lessons Learned on Early Electric Vehicle Fast-Charging Deployments. ICCT. 2018. https://www.theicct.org/sites/default/files/publications/ZEV_fast_charging_white_paper_final.pdf 13 https://afdc.energy.gov/files/u/publication/evse_cost_report_2015.pdf 14 PG&E presentation at the Q1 2019 Clean Transportation Program Advisory Council Meeting in March 2019. 12 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority 3.4 Motivation: Why Now? The transportation sector produces 47% of GHG emissions in Contra Costa County. Emissions from on-road vehicles and other fossil fuel activities pose a persistent threat to the health of residents and exacerbate the increasingly damaging and costly effects of climate change. Therefore, reducing transportation sector emissions is critical for reducing overall emissions, improving the public’s well- being, and mitigating further climate change impacts. Stimulating a broad, strategic transition to EVs within the county will significantly contribute to transportation emission reductions. Several motivating factors, explained below, add to the already high priority of addressing transportation emissions in the county, making this the best time to create a countywide EV Readiness Blueprint. 3.4.1 California’s Decarbonization and Electrification Goals Require Immediate Action In September 2018, Governor Brown signed Executive Order B-55-18, which established a new statewide goal “to achieve carbon neutrality as soon as possible, and no later than 2045, and achieve and maintain net negative emissions thereafter.” This Executive Order operates in addition to previous statewide GHG targets of reducing emissions to 40% below 1990 levels by 2030 and reducing emissions to 80% below 1990 levels by 2050. The new goal complements and will likely further accelerate efforts to electrify transportation as achieving carbon neutrality will require deep emission cuts from the transportation sector, California’s largest contributor to GHG emissions. Transportation sector emissions continue to grow in California and the Bay Area, despite numerous policy efforts to implement Sustainable Community Strategies (e.g., Senate Bill 375) and remedy jobs- housing imbalances (e.g., the Association of Bay Area Governments’ Regional Housing Needs Assessment targets) to reduce the need for single-occupant vehicle travel. Fuel economy progress and substantial statewide investments in EVs and alternative fuels have not overcome emissions increases associated with increased travel activity. Compounding this challenge, vehicles are a durable good with a long lifetime. Scenario modeling conducted for this report indicates sales of internal combustion engine vehicles would essentially need to stop by the late 2020s, and the electric grid would need to be fully carbon free to substantially eliminate emissions from personal transportation by 2045. Even in this case, early retirement of vehicles that county residents would otherwise drive would be required for a small percentage of on-road vehicles. Scaling county BEV sales from 3%–5% adoption to 100% adoption approximately within a decade requires immediate and aggressive action. However, the rapid pace of transition to renewables in California has exceeded expectations, offering a hopeful corollary to transformation just beginning in the transportation system.15 15 In a June 2019 keynote on global urban EV adoption, CEC Chair David Hochschild provides an inspiring primer on clean technology’s progress in California and how it might apply to transportation emissions. https://www.law.berkeley.edu/wp-content/uploads/2019/06/Keynote-Day-2-Driving-California-into-the- Clean-Energy-Era.pdf 13 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority 3.4.2 Actions Now Will Enhance Market Momentum and Create Synergies with Statewide Activities Contra Costa County is primed to take advantage of growing momentum associated with private EV ownership and statewide policy focused on transportation electrification. Nationwide, EVs’ market share has steadily increased in recent years, rising from 0.7% in 2015 to 1.2% in 2017.16 In 2018, 1.12 million EVs were deployed in the United States, up from 0.76 million in 2017.17 California stands as the biggest contributor to these figures, with over 500,000 EVs sold in the state from 2011 through the end of 2018.18 Thus far, EV sales in 2019 are on pace to exceed 2018 sales.19 Contra Costa County reflects trends seen throughout the state and nationwide. In 2011, fewer than 200 EVs operated within the county; in 2018, that figure increased exponentially to an estimated 13,000 EVs operating in the county.20 Consumer demand for EVs is expected to continue rising. Contra Costa Transportation Authority (CCTA) and County departments must meet this demand by ensuring appropriate infrastructure is in place, not only for EV charging but for EVs that may require towing if running out of charge. In conjunction with momentum on EV ownership, several statewide policies contribute to accelerated efforts to electrify transportation. In 2018, the California Air Resources Board (CARB) implemented the Innovative Clean Transit (ICT) regulation, which sets a statewide goal for public transit agencies to transition to 100% zero emission bus fleets by 2040. As transit agencies transition to zero emission buses, expertise in charging infrastructure installation will grow (both among agencies and contractors installing the infrastructure), utilities will remain deeply engaged, and more constituents and decision- makers will gain familiarity with EVs. All of these developments will bring value to electrification efforts within other transportation sectors. Additionally, through the Clean Miles Standard (SB 1014) and Incentive Program, also enacted in 2018, the CARB and the California Public Utilities Commission will develop and implement new requirements for transportation network companies (TNC)—such as Uber and Lyft—to curb GHG emissions. The new regulations will seek to increase zero emission miles traveled, encourage low-emission vehicles among emerging modes (such as autonomous vehicles), and maximize equitable transportation access. These recent and emerging EV policy initiatives complement California’s ongoing progress as part of its Zero Emission Vehicles (ZEV) Action Plan, a roadmap to support ambitious EV and EV infrastructure goals. In early 2018, former Governor Brown reaffirmed the original plan’s goal of 1.5 million ZEV (including hydrogen fuel cell vehicles) on the road in California by 2025 and set a new goal of 5 million ZEVs by 16 https://www.iea.org/gevo2018/ 17 https://www.iea.org/gevo2019/ 18 https://autoalliance.org/energy-environment/advanced-technology-vehicle-sales-dashboard/ 19 https://www.veloz.org/sales-dashboard/ 20 Estimates based on data from Clean Vehicle Rebate Project and EV registration data provided by Clean Cities. 14 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority 2030 through Executive Order B-48-18. The Executive Order also set a target of 250,000 EV chargers by 2025. 3.4.3 Local Stakeholders are Eager to Collaborate CCTA and County departments have an opportunity to collaborate with other entities to ensure implementation of this Blueprint coordinates with ongoing, related initiatives. External parties (such as Electrify America, PG&E, MCE, and Bay Area Air Quality Management District [BAAQMD]) are pursuing their own EV- charging infrastructure buildout plans. Collaborating with these entities and sharing the charging priority areas identified through this Blueprint will allow CCTA and County departments to supplement and enhance the effectiveness of those efforts. Further, collaboration opportunities exist through County and local climate planning efforts. Contra Costa County is updating its CAP, as are other jurisdictions within the county. As transportation is such a significant contributor to GHG emissions, EVs will play a key role in helping jurisdictions meet their climate goals. CCTA and County departments are encouraged to collaborate with CAP update efforts, as this Blueprint can serve as the primary means to unify EV-related efforts within the CAPs. Additionally, while EVs are only as green as the electricity used to fuel them, MCE’s efforts to provide a GHG-free electricity mix by 2022 for portions of the county within its service territory mean that many EVs driven in Contra Costa County will result in the maximum possible GHG reductions relative to gasoline. Figure 1 illustrates the timeline. Electrification of transportation is an important element of MCE's mission related to climate change and clean energy, and also supports our commitment to reinvesting in our 34 (and growing) member communities, while providing affordable and stable electric rates. With smart policy and programs, MCE can work with our Contra Costa County partners to ensure that EVs are charged on renewable energy, accessible to everyone, and that infrastructure deployment is optimized for usage and availability of renewables on the grid. MCE is proud to take a leadership role in supporting EV deployment and is eager to help implement the strategies outlined in the EV Readiness Blueprint."—Dawn Weisz, CEO of MCE 15 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Figure 1. Timeline of MCE’s Anticipated Progress Towards SB100 GHG-Free (green line) and Renewable Energy (orange) Targets (Source: https://www.mcecleanenergy.org/news/press-releases/mce-resource-plan-2019/) Autonomous Electric Circulator Shuttle in San Ramon’s Bishop Ranch Office Park. The Bishop Ranch Office Park in San Ramon, CA, in a partnership with the GoMentum Station, is running two autonomous, electric, driverless, EZ10 shuttles, manufactured by EasyMile. The EZ10s at Bishop Ranch were the first high-occupancy vehicles using level 4 autonomy to be granted license plates and permission to operate on California’s public roads. The EZ10 shuttles operated on a test course on private property within the office park until spring 2018, when GoMentum Station and Bishop Ranch received permission from the California Department of Motor Vehicles to operate the two vehicles on public roads. Thanks to a federal exception allowing these test vehicles to operate without a steering wheel or control pedals, the State of California and the City of San Ramon took steps to enable expansion of testing and operations to the public roadway. The EZ10s seat six people each and have space for another six standing—or for one wheelchair. The EZ10 is part of a last-mile transportation strategy prioritizing smaller-format, last- mile, high-occupancy, public autonomous transportation. Future routes will be direct or have few stops, and will connect major transit hubs directly to surrounding destinations, akin to spokes of a bicycle wheel. Planners see this approach to public transit as a solution to hurdles posed by first- and last-mile transportation needs. 3.4.4 Several Large Funding Programs are Currently Available The funding environment for EVs and EVSE often changes, but, currently, a large number of programs exist that are worth leveraging in support of this Blueprint: • Volkswagen Environmental Mitigation Trust (VW EMT): Administered by the Bay Area Air Quality Management District, the VW EMT has $5 million available for EV charging stations. This funding will cover 100% of costs for public chargers on government-owned properties, 80% of costs for public chargers on privately owned properties, and 60% of costs for non-public 16 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority chargers at workplaces and multiunit dwellings. Furthermore, 50% of total funds will be used for Disadvantaged Communities (DAC). • Bay Area Air Quality Management District: In addition to administering the VW EMT, BAAQMD manages several funding programs. BAAQMD’s Charge! Program offers grant funding to offset costs of purchasing and installing new, publicly available EV charging stations within the Bay Area. BAAQMD’s Carl Moyer Program offers fleets funding for charging infrastructure, if combined with equipment replacement. For low-income residents, BAAQMD offers Clean Cars for All, which offers a charger rebate and grants for replacing cars with EVs. • Pacific Gas and Electric Company: PG&E offers EV owners an $800 clean fuel rebate and two time-of-use electricity rate options. Through its EV Charge Network program, PG&E is installing and helping to cover costs for 7,500 EV chargers at condominiums, apartment buildings, and workplaces, including sites in DACs. In addition, PG&E’s EV Fleet program offsets some costs associated with installing charging equipment for medium- and heavy-duty fleet vehicles (such as transit buses, school buses, shuttles, and other vehicle segments that are heavier than most personally owned vehicles). • MCE: MCE’s MCEv Program provides qualifying low-income customers with a $3,500 EV rebate for new and used EVs. MCE also offers EV owners with two time-of-use electricity rate options. The MCEv Charging program offers rebates and technical installation aid for installing charging stations at workplaces and multifamily properties, including low-income properties. • California Energy Commission: CEC’s Alternative and Renewable Fuel and Vehicle Technology Program (ARFVTP) made grant funding available for a two-phase, EV-ready communities effort. The funding’s first phase supported development of this Blueprint; the second phase is anticipated to provide funding for Blueprint implementation. ARFVTP funding also supports charging infrastructure and workforce training. Managed through the California Pollution Control Financing Authority (CPCFA), CEC also funds the California Capital Access Program’s (CalCAP) Electric Vehicle Charging Station Financing Program, which provides incentives for small business owners and landlords to install EV charging stations. • California Air Resources Board: Administered by the Center for Sustainable Energy, CARB’s Clean Vehicles Rebate Project (CVRP) provides rebates for purchasing or leasing an EV, though the program is currently available only for low-income applicants and has a waitlist for others. CARB’s Clean Vehicle Assistance Program, which provides grants and affordable financing to help income-qualified Californians purchase a new or used EV, is anticipated to accept new applications later in 2019. Charging Up Contra Costa’s Community Colleges After a 511 Contra Costa survey revealed a need for more EV charging stations at Diablo Valley College, Contra Costa Community College District’s Energy Manager Tracy Marcial sprang into action. Ms. Marcial led a successful grant application through BAAQMD’s Charge! Program, resulting in $80,000 for charging stations at several of the District’s campuses. To cover remaining costs, the District is leveraging funds from PG&E's EV Charge Network, CCTA, and a 17 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority bond program as well as having the colleges contribute. Construction on the new charging stations began in June 2019, and eventually the District will have a total of 84 parking spots dedicated for charging. The stations will add charging capacity for faculty, staff, students, and the surrounding community, and will use a fee-based system to make up for increased electricity costs. Based on the District’s experience, Ms. Marcial recommends that organizations seeking a similar build out pursue all available grants and programs as early as possible and prepare for potential fluctuations in rules and requirements along the way. She encourages staying focused and persistent throughout the process, keeping in mind the ultimate goal of doing the right thing for the planet and future generations. In addition to the big picture goal, Ms. Marcial underscores the importance of finding champions for the cause and securing support from key decision-makers to make sure the initiative maintains momentum and priority. 3.4.5 Significant New Construction Anticipated in the County A substantial amount of new development and redevelopment is anticipated within Contra Costa County in the near future. These prime opportunities for integrating EV readiness include the following: redevelopment of the former Concord Naval Weapons Station into housing, commercial space, schools, and parks; anticipated new developments in the Antioch Bridgehead area and East County; and plans for further development within transit-oriented cities. The 2016 California Building Code already requires supporting infrastructure for future EVSE installation. Contra Costa County code goes further by requiring installations of fully operational EV spaces, based on the total number of parking spaces. Implementing these requirements for developments under the County’s purview and urging other jurisdictions to adopt similar EV-ready code will encourage EV adoption and reduce costs of future charging infrastructure installations within new developments. 3.4.6 Workforce Opportunities Identifying and preparing to meet workforce needs plays an integral role in establishing EV readiness within Contra Costa County. Many industries face dual challenges presented by accelerating technology changes and aging workforces. Increased EVs provide an opportunity to upskill existing workers and to entice students to pursue fields where a worker shortage is anticipated, such as electricians and auto mechanics. To this end, CCTA convened a stakeholder group, dedicated to identifying training needs for electricians and auto mechanics in the county and designing training programs that meet these needs. A Contra Costa County's Electric Vehicle Readiness Blueprint will serve as a beneficial asset and guide to the City of Concord as we promote zero emission transportation options and commute alternatives. Through local efforts, such as the redevelopment of the Concord Naval Weapons Station, the City has exciting opportunities to pool resources and leverage regional, local, and private investment and capital to develop a robust EV network and serve as a model smart city. —Michael P. Cass, Principal Planner: Long-Range & Sustainability Policy, City of Concord 18 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority central goal was to ensure that financial and job security benefits flow to local workers and, in particular, help underinvested communities. The strategic plan for workforce training for mechanics, developed as part of this Blueprint, outlines existing training needs for auto technicians, estimates demand for a County-led training program, provides an overview of potential collaborators and resources, and suggests curriculum and cost estimates for the program. Similarly, the strategic plan for workforce training for electricians identifies training needs that will enable electricians to safely and effectively install an increased number of EVSEs. It proposes a training program founded on curriculum already established by the Electric Vehicle Infrastructure Training Program. The plan includes components to spark interest in EVSE installation for future workforce members and estimates costs for such a program. Both plans are available online at https://www.ccta.net/. 3.5 Blueprint Principles The following principles underpin the Blueprint, guiding its development. Using implementation strategies featured in the next section, CCTA and County departments will work towards realizing these principles. • Empower jurisdictions to support build-outs of a countywide EV charging network. Through actions such as providing technical assistance, highlighting established best practices, and establishing mechanisms for reporting progress, CCTA and County departments can galvanize jurisdictional-level efforts to contribute to a countywide EV charging network. A future with more EVs provides valuable career opportunities for graduates within the Pittsburg Unified School District. Pittsburg High School’s Auto program has recently been awarded over $640,000 through grant programs from the California Energy Commission and California Department of Education, which will allow us to provide cutting-edge career opportunities for our students, not only in EVs, but in AVs as well. We are excited to collaborate with Contra Costa County to find ways to equip the future workforce with skills needed to succeed in the shifting transportation environment.—Sherene Sasser, Workforce Liaison, Pittsburg Unified School District 19 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority • Harmonize policies across jurisdictional boundaries. Bringing EV-related policies closer to uniformity across Contra Costa County can help foster a more predictable and easier-to-navigate regulatory environment. This Blueprint supports opportunities for aligning EV-related policies countywide. • Maximize effective use of funding opportunities for EV adoption and EVSE deployment. The funding landscape for EVs and EVSE constantly evolves. Through this Blueprint, CCTA and County departments seek to take full advantage of existing funding opportunities and determine upcoming needs to the extent possible to prepare for future funding opportunities. • Stimulate mass market replacement of conventional vehicles with EVs. Through short-, medium-, and long-term strategies, this Blueprint lays the groundwork for a substantial shift towards EVs within the vehicle fleet owned and shared in Contra Costa County. • Capture synergies with major concurrent shifts in the transportation landscape, such as connected, autonomous, and shared vehicles. Developments within the EV market do not occur in a vacuum; this Blueprint seeks to maximize opportunities to synchronize EV adoption with ongoing developments within the transportation space. • Electrify everything. Encouraging EV adoption should work hand-in-hand with the electrification efforts for other transportation modes. Promoting EVs will not come at the expense of promoting electrified transit and active transportation. • Ensure all county residents have equitable access to EV benefits. Through actions such as strategic siting of EV infrastructure, targeted education and outreach, or EV car-share programs, CCTA and County departments can work towards all county residents accessing EVs and their associated benefits. • Contribute to a regional electrified network. Through implementation of this Blueprint, CCTA and County departments have an opportunity to not only influence electrified travel within county boundaries, but to contribute to the region’s collective impact. As improvements in EV batteries facilitate travel across longer distances, building a robust charging network and establishing a supportive EV environment help promote EV use regionally. Contra Costa County's EV Readiness Blueprint will help standardize the regulatory environment Countywide, lowering a barrier to EV charging infrastructure installation and better preparing the County’s jurisdictions for when infrastructure investments are available. As an EV-charging service provider, we are encouraged by the steps Contra Costa County is taking to facilitate continued build out of regional charging infrastructure.—Thomas Ashley, Vice President, Policy, Greenlots 20 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority 3.6 Blueprint Methods Figure 2. Key Components of the Blueprint Development Process As highlighted in the graphic above, several key components influenced development of the Blueprint, with details included in the Appendices. Stakeholder engagement proved critical throughout, resulting in valuable inputs that guided and enhanced the plan. In consultation with the full project team, CCTA initially developed a list of stakeholders, including other County departments and consultants. Over time, the stakeholder list was augmented as awareness of the project grew. 21 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority At the first stakeholder workshop, participants were invited to volunteer for varying levels of engagement and contribution to development of the EV Readiness Blueprint. Participants most interested in sustained involvement and active contributions were allowed to nominate themselves to the main project Steering Committee, with the expectation that they would attend each workshop, additional meeting, and phone call to provide critical input to shape the plan. Participants interested in workforce development could nominate themselves to a separate Workforce Committee. A substantial number of participants self- selected into both committees. Participants not joining either committee were encouraged to continue their involvement through the stakeholder workshops. Steering Committee members, Workforce Committee members, and general participants remained highly engaged throughout the process, and additional stakeholders joined later workshops as information about the planning process became more widely available. Representatives from the following organization types actively participated: 1. County, regional, and other public agencies. 2. Local cities and towns. 3. Transit operators. 4. Private companies, including EV charging service providers (EVSPs), other industry and utility representatives, installers, commercial real estate representatives, and others. Table 6 provides a summary of forums and formats for soliciting input. Workshop locations were selected with attention to geographic equity, enabling stakeholders from every part of the county to participate. Dialing-in was also available for most of the workshops. It is encouraging to see stakeholders from various city and County offices come together to build a holistic and ambitious plan to increase EV adoption in Contra Costa County. The Air District is excited to see how the County and its stakeholders implement the actions outlined in this Blueprint to raise public awareness of EVs, increase their green workforce, and catalyze investment in electrified transportation and related infrastructure. – Rebecca Fisher, Program Lead for Electric Vehicle Outreach and Partnerships, Bay Area Air Quality Management District As the Town of Danville continues to proactively engage in sustainable transportation planning, we have appreciated the opportunity to comment on the Contra Costa County EV Readiness Blueprint. – Thomas Valdriz, Program Analyst, Town of Danville 22 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Table 6. Stakeholder Engagement Activities Event Location Topics Stakeholder Workshop #1 Walnut Creek (CCTA Headquarters) Visions for the Roadmap; Facilitated Brainstorm of Opportunities for EV Readiness Stakeholder Workshop #2 San Pablo (San Pablo Library) Best Practices Tool Box Stakeholder Workshop #3 Pittsburg (Pittsburg Unified School District) EV and EV Charging Mapping and Gap Analysis Stakeholder Workshop #4 Lafayette (Lafayette Library) Electrification of Shared Mobility Steering and Workforce Committee Meetings Mix of in-person discussions and phone calls Debrief Workshops; Review Deliverables; Develop Workforce Training Plans Written Feedback N/A Steering Committee members received an opportunity to suggest high-priority strategies for the EV Readiness Plan, provide quotes articulating the plan’s importance for their constituents, and provide written feedback on deliverables throughout the project. 3.7 Barriers to Increased and More Equitable EV Deployment To achieve the bold, important vision for EV readiness articulated earlier in this Blueprint, several barriers must be addressed. The barriers listed below emerged through numerous stakeholder discussions as the most critical challenges that must be overcome in Contra Costa County to promote EV adoption and EVSE deployment. The featured barriers are often more acute for underinvested communities. Many members of these communities may not have the ability to purchase a vehicle (let alone an EV) due to challenges such as lack of a credit card, bank account, or good credit. Underinvested communities also disproportionally reside in multiunit dwellings (MUD) and/or rent instead of owning housing. In these cases, installing EV charging infrastructure can be especially challenging if residents do not have a dedicated parking space, must coordinate with a landlord or other advisory body, and do not want to make an investment in a location from which they may soon move. Language barriers may impede some communities from taking full advantage of resources and programs from which they might benefit. Given these and other factors, it is particularly important to tailor strategies to reach such members of the Contra Costa community, so all county residents have access to EV options and their associated benefits. The implementation strategies detailed in a subsequent section of the Blueprint were selected and tailored to overcome the barriers featured below. 23 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Table 7. Top EV Deployment Barriers Limited Access to EV Charging Current and prospective EV owners face limitations with their charging options. Contributing factors include: • Limited number of public charging stations, and increasing demand and competition for charging at existing stations • Limited availability of workplace charging • Difficulties installing home charging stations due to lack of off-street parking, challenges with permitting, and lack of renter decision-making power Cost and Financial Barriers Several cost and financial barriers prevent additional consumers from EV ownership. Contributing factors include: • Relatively high EV purchase prices compared to ICE vehicles • Cost associated with installing residential EV charging stations • Affordability of EV ownership, including charging costs • Lack of incentives for and availability of used EVs through a secondary market Consumer Perception Barriers Consumers may make a number of assumptions about EVs that deter their interest in purchasing or using one. Contributing factors include: • Perception that EV ranges are insufficient for daily activities, and thus that EVs are not reliable to meet driving needs • Perception that EVs are unaffordable and reserved only for high-income households • Perception that EV battery longevity is limited and that battery packs degrade quickly and lack a replacement mechanism • Lack of awareness of the wide range of EV models on the market (or coming to market soon), including more options in the crossover and SUV markets • Fears about charging during power outages and emergency situations, particularly given the likelihood of increased disruptions and proactive power shutoffs during times of high wildfire risk Technological Barriers Current and prospective EV owners can encounter technological barriers that detract from a seamless experience. Contributing factors include: • Limited electrical capacity for EV charging station installation in certain locations, necessitating “make-ready” investment and customer-side electrical work • Lack of standardization of charging equipment, even for the same vehicle types Soft Costs Associated with EV Charging Permitting and Processes In addition to direct costs associated with EV charging infrastructure, indirect—or soft— costs contribute to overall installation expenses. Contributing factors include: • A patchwork of permitting processes across jurisdictions that proves time- consuming and confusing for installers and property owners • Lack of uniform adoption of an ordinance with an expedited, streamlined process for permitting EV charging stations, as required in California Assembly Bill 1236, due to lack resources and expertise Equitable Adoption Barriers Overcoming the above barriers will not guarantee equitable adoption of EVs. Additional challenges prevent some community members from learning about and/or taking advantage of EV benefits. Contributing factors include: • Educational, permitting, and other materials not being translated into languages other than English • Lack of credit access, bank account, or good credit • Lack of representation in decision-making 24 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority 4 Status of Countywide EV Infrastructure Readiness 4.1 Scale of Electrification Required and Current Infrastructure To understand the infrastructure needs required to support increased electrification in Contra Costa County, it is helpful to evaluate the short-, medium-, and long-term timeframes, both in terms of the number of vehicles that could be on the road and how many chargers of each type would support them. Not only has Contra Costa County proven itself as a hotbed of innovation, with both public and private entities piloting leading-edge technologies and demonstrating leadership in EV charging installations, but the county has seen substantial growth in EV adoption and infrastructure availability. Notwithstanding these trends, EV adoption and infrastructure will need to significantly accelerate to reach the sales rate required to meet California’s aggressive climate targets and goals. The data and scenarios presented below underscore the critical nature of continuing the county’s track record of innovation and accelerating efforts to address this challenge. 4.1.1 Short- and Medium-Term For the short- to medium-term, the 2018 CEC staff report “California Plug-In Electric Vehicle Infrastructure Projections: 2017–2025” serves as the most authoritative report estimating workplace, public, and fast-charging needs in the state by county; the report provides a general, statewide estimate of EV numbers that will be located at multifamily dwellings (assuming a charger is needed for each), but does not address chargers at single-family homes.21 This CEC report models EV charging needs from the perspective of “how many chargers, by type and location are needed…to ensure that both [BEVs] and [PHEVs] can travel primarily with electricity by 2025.” At a high level, it concludes that approximately 46,000 EVs could be registered in the county by 2025, with a need for 3,700 to 4,600 charging ports at workplaces and public sites, in additional to the number of fast-charging sites. Table 8 presents the CEC’s high and low estimates of the number of workplace, public, and fast chargers needed in Contra Costa County. The two scenarios were based on variations of several major factors, such as assumptions on how well chargers can be shared between vehicles, battery ranges of future vehicles, the fleet mix of BEVs vs PHEVs, pricing, and others. Table 8 also provides data on the current number of workplace, public, and fast chargers available in the county (excluding Tesla chargers), based on Plugshare data downloaded in March 2019. 21 https://www.nrel.gov/docs/fy18osti/70893.pdf 25 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Table 8. Comparison of Current County EVSE Availability with Projected Needs from the CEC Study Workplace Level 2 Public Level 2 Fast Chargers Total 22 Projected need by 2025 (Source: CEC) Low High Low High Low High Low High 1,195 1,507 2,107 2,420 352 674 3,654 4,601 Current number of plugs (Source: Plugshare, as of March 2019) 221 23 342 52 615 Percentage of projected need already built 15%–18% 14%–16% 8%–15% 13%–17% Table 8 does not, however, include data on the number of chargers needed at MUDs as the CEC study does not disaggregate its charging needs estimates at MUDs by county, and Plugshare does not specify whether chargers are located at MUDs. One can assume the number of chargers at MUDs remain quite low in Contra Costa County, with the CEC study estimating that, statewide, 121,000 chargers will be needed for 121,000 EVs located at MUDs in 2025. Given Contra Costa County accounts for approximately 2.9% of California’s population, one can infer that approximately 3,500 chargers at MUDs will be needed in the county by 2025, for a total of 7,100 to 8,100 chargers countywide (when including public, workplace, and fast chargers identified in Table 8). Figure 3. Percentage of EVSE Built, Out of Projected Need As shown in Table 8, the county probably has installed less than 13%–17% of the workplace, public, and fast-charging infrastructure recommended by the CEC study, and potentially less than 13% when 22 Excluding multiunit dwelling charging needs, addressed separately in the CEC study. 23 Plugshare data do not specify whether ports are at workplaces or other locations. When reviewing the list of restricted plugs, however, the vast majority of these plugs appeared at the top 10 sites, all of which appear to be workplaces. Therefore, for this table, it was assumed that any nonresidential port designated as “restricted” was a workplace port. Additionally, a large percentage of these restricted workplace chargers were at Bishop Ranch. Workplace charging does not appear to spread across the county, which should be factored into interpretations of amounts of charging relative to the need projected by CEC; effectively, Contra Costa is less prepared than the 15%–18% figure might imply. 26 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority accounting for MUDs. Several large projects and initiatives, currently underway, will substantially increase charging port availability, including 542 ports planned through PG&E’s EV Charge Network 24 and any additional charging installed via MCE’s program and Electrify America. Just PG&E’s pipeline of planned chargers would nearly double available charging in the county. Notably, despite the growth in the percentage of annual EV light duty vehicle sales in the county (shown in Figure 4) over the next six years, the EV sales percentage would need to nearly triple and reach 10% to meet the CEC study’s estimate for the county by 2025 (45,873 EVs). This increase comes somewhat close to the EV sales percentage increase that the U.S. Energy Information Administration (EIA) forecasts for the Pacific Region in its 2018 Annual Energy Outlook. Despite that the EV adoption increase appears to have slowed since 2015, Contra Costa is one of the top counties in California by per-capita EV adoption (ranked seventh as of October 2018),25 and many counties ahead of Contra Costa are areas of considerable wealth and/or are technology industry centers, with both factors possibly contributing to the high EV-adoption rates. Figure 4. Estimated EV Percentage of Sales by Year in Contra Costa County 26 4.1.2 Long-Term With respect to long-term needs, California’s statewide goal of achieving carbon neutrality by 2045 (established through Executive Order B-55-18) implies that ICE vehicles must be phased out by that 24 According to data that PG&E provided to the project team in April 2019. 25 https://jointventure.org/news-and-media/news-releases/1776-silicon-valley-sets-pace-for-electric-vehicle- adoptionnew-data-shows-region-accounts-for-nearly-20-of-electric-vehicles-in-california 26 This estimate was constructed by scaling historical California Vehicle Rebate Project statistics to the number of EVs registered in the county on October 1, 2018, according to DMV registration records. Though no explanation was found for the 2016–2017 dip in sales, the 2018 sales numbers were likely higher than reflected through these data as information was available only through October 1, 2018, and EV sales tend to peak at year-end. 27 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority time. According to the California Department of Finance, the county’s population is expected to grow to 1.46 million by 2045, a 27% increase from present numbers. If the amount of travel activity increases proportionally to the increase in population, and if EVs remain the dominant low-carbon, light-duty vehicle option, as many as 1.2 million light-duty vehicles may need charging in the county by that time (or roughly 25 times the amount of EVs that the CEC staff report projected for 2025). While workplace, public, and fast-charging infrastructure needs (in terms of numbers of charging ports) may not linearly scale perfectly with the number of vehicles, particularly as the county approaches 100% electrification, the significant number of vehicles should be noted as should the ubiquity of charging required to meet their energy needs. Due to substantial uncertainty in the future of battery technologies, charging rates, connected and autonomous vehicles, shared mobility, and mobility as a service, tighter projections on infrastructure volumes needed in 2045 or 2050 would not be warranted at this time. Still, the EV market adoption’s energy and environmental impacts through 2050 can be assessed. Doing so required developing a fleet model using three scenarios to evaluate impacts on fuel consumption, electricity consumption, and GHG emissions: 1. If Contra Costa County EV sales followed the trajectory defined by U.S. EIA’s most recent Pacific Region forecast in the Annual Energy Outlook; 2. If Contra Costa County deployed enough EVs to achieve an 80% reduction below 1990 levels in personal transportation emissions by 2050 (80x50); and 3. If Contra Costa County deployed enough EVs to achieve carbon neutrality in personal transportation by 2045, in alignment with Executive Order B-55-18. Because this Blueprint focuses on readiness for plug-in electric vehicles and because fuel-cell electric vehicles (FCEV) lag plug-in vehicles substantially in terms of sales and ownership, this analysis was simplified by assuming FCEVs do not contribute substantially to sales within the horizon years. This simplifying assumption aligned with U.S. EIA’s projections of vehicle sales through 2050, which show FCEVs remaining below a 0.3% sales share in 2050.27 It must be noted, however, that the CARB developed multiple scenarios as part of its 2017 Midterm Review Report, including some in which FCEVs comprise a substantial portion of total ZEVs in 2050 (approximately one-third of ZEVs) as well as other scenarios in which FCEVs play a relatively minor role.28 As a scenario modeling goal for the Contra Costa EV Readiness Blueprint was to determine how much electricity might be required within the county to charge vehicles in 2050, the decision not to 27 https://www.eia.gov/outlooks/aeo/data/browser/#/?id=48-AEO2019&region=1-9&cases=ref2019 28 CARB 2017 Advanced Clean Cars Midterm Review, Appendix F. https://www.arb.ca.gov/msprog/acc/mtr/acc_mtr_finalreport_full.pdf 28 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority include a substantial share of FCEVs helped establish a boundary case—the most extreme scenario for the amount of electricity required at charging points throughout the county.29 Figure 5. Modeled EV Percentage of Sales by Year in Contra Costa County (EIA Forecast Compared to Two Aspirational Targets) Figure 5 depicts the electric share of total light duty vehicle sales in Contra Costa by model scenario from 2011 to 2050. As vehicles are driven for many years, it is estimated that EV sales would need to increase rapidly to drive the fleet-wide transition required to reach midcentury climate targets, or gasoline vehicles would need to be retired before the end of their useful life. Assuming normal vehicle scrappage rates, to achieve net-zero carbon by 2045, EV sales shares would need to reach about 90% by 2024 and 100% by 2029 (up from 3.3% in 2017). To meet California’s 80x50 goal, EV sales will need to increase to more than 80% of total sales as soon as 2035. For context, the scenario implications for Contra Costa County were compared to published sales rate projections at the regional and global levels. These public projections varied significantly, but none came close to the electrification level shown in the aspirational scenarios designed to meet climate-related policy targets (Scenarios 2 and 3). For instance, estimates from Navigant, Bloomberg New Energy Finance, and the International Energy Agency predict EVs will account for 20%–30% of vehicle sales by 2030, based on current technology and cost trends, falling far short of 70% sales modeled for achieving 80% GHG reduction by 2050 in Scenario 2. A more optimistic forecast provided by the oil company Total still falls short of Scenarios 2 and 3, projecting EVs reaching 50% of global passenger vehicle sales by 29 Hydrogen-to-fuel FCEVs will be produced through various pathways, including electrolysis, which also requires electricity. However, electricity required for hydrogen production would likely be easier to spread evenly throughout the day and would not have as much impact on generation planning needs as plug-in vehicles, which may still exhibit uneven charging patterns in 2050. 29 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority 2040.30 EIA’s Pacific region sales forecast (adopted for Scenario 1) provides the most modest projection reviewed. Considering the overall make-up of the vehicle fleet used for personal transportation in the described scenarios also proves useful as this will affect demand for charging infrastructure in the county. With typical vehicle scrappage rates from the National Highway Traffic Safety Administration (NHTSA) applied, Figure 6, Figure 7, and Figure 8 show the results. As shown in Figure 8, reaching the carbon neutrality target set in Executive Order B-55-18 would require that EVs make up approximately 30% of the countywide in-use fleet of light duty vehicles by 2025, 70% by 2030, and 100% by 2045. To meet an 80% reduction by 2050 goal (shown in Figure 7), these deployments would need to be 10%, 30% and over 80% in these horizon years. The 80x50 scenario roughly mirrors model pathways published in 2018 by the CEC and Energy and Environmental Economics to achieve the same reduction target, with EVs accounting for 6% of the light-duty vehicle stock by 2025, over 20% by 2030, and more than 70% by 2045.31 Figure 6. Percentage of EVs as Total In-use Light Duty Vehicles Under EIA Scenario 30 Ajay Chawan. Navigant (5.2.19 @ IEPR workshop, p.4). BNEF EV Outlook 2019. https://about.bnef.com/electric-vehicle-outlook/#toc-viewreport 31 E3 for the CEC: https://www.ethree.com/projects/deep-decarbonization-california-cec/; PATHWAYS model: Transportation, building stock, and equipment results. Excel spreadsheet. 30 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Figure 7. Percentage of EVs as Total In-use Light Duty Vehicles Under 80x50 Scenario Figure 8. Percentage of EVs as Total In-use Light Duty Vehicles Under Carbon Neutral Scenario The electrification scale required to align the county with statewide climate targets appears considerable. While the county’s transportation-related GHG emissions are expected to decline (even in the base case scenario), these reductions are expected to become even more dramatic under the decarbonization scenarios. Under the 80x50 case, annual fuel-related emissions from the county’s transportation fleet will decline by 11% in 2025, 34% in 2030, and 82% in 2050, relative to current 31 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority levels.32 Under the carbon neutral case, these emissions reductions would fall 26% below current levels in 2025, 64% below in 2030, and, by 2050, all fuel-related emissions from vehicles in Contra Costa County must essentially be eliminated. These trends play out in contrast with the vehicle fleet makeup in the scenario aligned with U.S. EIA’s most recent reference case and the two aspirational scenarios shown in Figure 7 and Figure 8. Furthermore, getting on track with climate and GHG targets will require significant departures from present trajectories of vehicle sales, fleet makeup, and installations of EV infrastructure within the county. 4.2 Electricity Demand In light of the substantial EV scale-up projected for the county under the 80x50 and Carbon Neutral scenarios, it is important to assess the amount of electricity these vehicles would consume and the impacts of that consumption, especially during peak demand periods. Gauging the level of additional electricity demand also helps inform strategies and actions CCTA and County departments choose to pursue in implementing this Blueprint. For instance, knowing projected electricity demand can help determine how to best synchronize the county’s EV efforts with its available renewable resources. CARB already projects that electricity demand from light-duty EV deployment could noticeably impact the grid in 2020.33 Eventually, increased demand from EVs will affect the grid in several ways. Utilities will need to adjust their generation procurement plans to account for meeting this new electricity demand. As the number of EVs increases, supplying their required electricity will pressure existing transmission and distribution systems that connect generators to consumers. Distribution utilities and transmission operators must plan accordingly, designing prudent investments and upgrades in these systems with EV loads in mind. One consideration will be the shape of EV-related demand over the course of a day, which, if concentrated during certain hours, could require significant adjustments or ramping of generation serving the system to keep supply and demand in harmony. 4.2.1 How Much More Electricity Might be Consumed? The widespread shift to electricity as the primary transportation energy source will significantly increase overall electricity consumption and will require more electricity generation. For context, consider that Contra Costa consumed 9,778 gigawatt hours (GWh) of electricity in 2017.34 Assuming an EV fleet of about 20,000 vehicles by 2020, and assuming these vehicles are driven about the same number of miles 32 Fuel-related emissions that were considered include the full upstream emissions associated with the whole lifecycle of the fuel source from drilling to refining to transportation to combustion in the vehicle, often referred to as “well-to-wheels” emissions. The methodology was based on the emissions factors in the AFLEET model and is not inclusive of the embodied emissions in the production of the vehicle itself. 33 CARB 2017 Advanced Clean Cars Midterm Review. https://www.arb.ca.gov/msprog/acc/mtr/acc_mtr_finalreport_full.pdf 34 https://ecdms.energy.ca.gov/elecbyCounty.aspx 32 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority as an average vehicle, EV charging will amount to less than 1% of total consumption in the county. Over the long term, however, EV charging could require a substantial generation increase. Figure 9 shows the possible low end of this additional consumption (based on Scenario 1 and following U.S. EIA projections for likely EV deployment in the Pacific region). Figure 10 shows the high end of this consumption, if the county deployed sufficient EVs to be make light-duty vehicle transportation carbon neutral. In Scenario 1, EVs would add 6% to countywide electricity demand by 2050, whereas, in Scenario 3, EVs would add 40% by the same year. Figure 9. Comparison of New Electric Loads from EVs (Green) with Existing Consumption (Grey, based on 2017 data): Scenario 1 Figure 10. Comparison of New Electric Loads from EVs (Green) with Existing Consumption (Grey, based on 2017 data): Scenario 3 4.2.2 How Does the Maximum Increase in EV Demand Compare to Potentially Available Renewable Resources Within the County? To provide a scale of reference, consider that, in the most ambitious vehicle adoption scenario (assuming 100% electrification, aligned with carbon neutrality), anticipated EV load could equal one- half to all solar potential identified in the County’s recent Renewable Resource Potential Study (middle row of Table 9). The county’s solar potential includes rooftops, parking lots, urban land unlikely to be developed for other purposes, and the least constrained agricultural land. The solar potential estimate is considered an upper limit on solar realistically developed in the county before accounting for economics, as economics may change in the long term; it accounts for factors such as solar insolation, land area requirements for solar farms of various configurations, and exclusion of land uses incompatible with solar (e.g., land for 33 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority parks and recreation, land reserved for habitat or biological values, higher-value agricultural land, highly sloped land, and land with potential for residential development or job creation).35 The county also possesses other potential renewable energy resources, including wind, biomass combustion (e.g., agricultural waste, wood waste, landfill waste), and biogas from food waste, waste water treatment facilities, and landfills. When including all of these resources, EV-related load remains quite substantial, at 49% to 84% of total renewable technical potential (Table 9’s final row). Though these other renewable resources would have different generation patterns from the solar resource, both over the course of a typical day and throughout the year, and therefore would offer value in balancing out solar production and potentially better-matching the timing of EV electricity consumption. These resources, however, probably would be as suitable for widespread behind-the-meter adoption by customers who may also have EVs, and the total solar resource is at least five times larger than the total of all other renewable resources identified in the county. Table 9. Comparison of EV Loads from Electrification of 100% of Light Duty Vehicles in the County to Available Renewable Energy Resources in the County. Resource Type Total EV Load (GWh/yr in 2050) Estimate of Renewable Potential (GWh/yr) EV Load as Percentage of Renewable Potential Low High Using Low Est. Using High Est. Rooftop solar only 3,911 2,290 36 4,100 171% 95% Total solar (including parking lot and ground mounted solar in urban and rural areas) 3,911 3,960 37 6,960 99% 56% Total renewables (including solar, wind, biomass, biogas) 3,911 4,674 38 7,990 84% 49% 35 For a full description of the methodology, refer to the County’s Renewable Resource Potential Study. https://www.contracosta.ca.gov/DocumentCenter/View/55843/Final-Contra-Costa-County-Renewable- Resource-Assessment-Technical-Report 36 The low estimate Includes solar systems that could be installed on all flat and south-facing rooftops in the county—the most likely rooftops to have solar installed. The high estimate expands to include north-, east-, and west-facing rooftops as well. 37 The low estimates include only sites deemed most suitable for solar, based on factors such as close proximity to a substation, in an area with the least value for agriculture. The high estimate loosens these criteria to include sites farther from substations, with slightly higher agricultural value. 38 The low and high estimates of total biomass and biogas resource potential in the county reflect the variation in assumptions of conversion efficiencies and other factors found in the literature. There is only a point estimate for the wind resource, rather than low and high estimates. 34 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority School Bus and Light-Duty Fleet Electrification in Pittsburg Unified School District (PUSD) Pittsburg Unified School District’s Transportation Department, with financial support from EVGo, the Hybrid and Zero-Emission Truck and Bus Voucher Incentive Project, and BAAQMD, refreshed its aging fleet by purchasing two electric buses, 14 low-emission, propane- powered buses, and six Kia Soul EVs for District staff use, including transportation of Special Education students, with plans to purchase up to seven more electric buses to bring its total to nine. PUSD installed 22 EV charging stations, made available to staff and students at Pittsburg High for free charging. In addition to its commitment to building out its electric and low-emissions fleet, PUSD launched its Bioswale Solar and Wind Generation Project. Completed in September 2018, the project outfitted an acre of land with solar panels and vertical-axis wind turbines, with capacity to generate more than 200 kilowatts (kW) of energy to service the needs of the District’s current EV fleet. In seeing PUSD’s commitment to not only expanding its electric fleet but to planning to self-sufficiently support it with on-site renewable energy sources, PG&E, through its Electric School Bus Renewables Integration Pilot, agreed to accommodate the entire infrastructure for nine Level 2 EV bus chargers, including plans, design work, a new transformer, and meter aggregation, so any energy generated in excess of the building’s consumption could be credited against the electric bus consumption. PUSD looks forward to sharing its experience with other districts to help them avoid pitfalls and maximize their success with fleet electrification. Beyond the demonstrated need for increased generation to serve this new electric load, questions also arise regarding EVs’ impact on the county’s transmission and distribution systems. While diving deeply into these for all locations extends beyond this study’s scope, analysis of EV capacity on PG&E’s grid at certain locations, ideally suited for shared mobility hubs, is covered in Sections 4.3.4 through 4.3.6, based on assessments of charging technologies and speeds most suitable for locations under consideration. Other potential grid impacts include ramping and capacity implications of EV electricity demand. As discussed, concentrated charging at certain times of day could require significant increases in generation resources deployed over a short time period to keep supply and demand in balance (called the “ramping” need). Significant uncertainty still exists regarding the nature of future EV-related charging demand over the course of a day, given variables such as the following • The increase in shared mobility through TNCs • The statewide shift towards electric rates that vary throughout the day (time-of-use [TOU] rates) • Technological innovations, such as smart charging and improved battery efficiencies 35 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority • Changes in charging behaviors as costs and geographic availability of public and workplace charging infrastructure evolve 39 Despite these uncertainties, the “Electric Vehicle Infrastructure Projection Tool (EVI-Pro) Web Portal” provides the best resource to understand likely EV charging patterns. Created by the CEC and National Renewable Energy Lab (NREL), the portal models load profiles that represent electricity demand from EVs on typical weekdays and weekends for each county in California. Generally, EV electricity demand is expected to vary more dramatically on weekdays than on weekends, given weekend charging would likely be less concentrated than weekday charging as many peoples’ schedules become more flexible across hours on weekends. By 2025, demand from EVs in the county is projected to peak at about 35 megawatts (MW) on weekday evenings, as shown in Figure 11. The CEC models weekend charging as a bit less concentrated, with a slightly lower peak in evenings of 31 MW, shown in Figure 12.40 The 35 MW peak amounts to about 1% of the low estimate of total, in-county, renewable resource potential, described in the County’s 2018 study. The timing, however, of peak EV electricity consumption projected by CEC differs greatly from the timing of renewable generation that could be achieved in the county. About 85% of these renewables are solar, and the sun will have set by the time projected peak EV load occurs at 7:00 or 8:00 pm. Nevertheless, the substantial amount of renewable resource available in the county presents significant opportunities to offset growth in EV charging with clean local energy. Substantial value could be created by distributing EV loads in the county more evenly across hours of the day to better align with solar production. 39 The vast majority of charging happens at home overnight, and, unless significant efforts and pricing changes are implemented, this is unlikely to change substantially. 40 CEC and NREL. “EVI-Pro Web Portal.” https://maps.nrel.gov/cec 36 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Figure 11. Weekday Load Profile, Contra Costa (EVI-Pro)41 41 NREL EVI-Pro Tool: https://maps.nrel.gov/cec/?aL=0&bL=cdark&cE=0&lR=0&mC=38.07674409597339%2C- 121.9976806640625&zL=10 Figure 12. Weekend Load Profile, Contra Costa (EVI-Pro) 37 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority The CEC’s EV load profiles also prove informative as they indicate hours when electricity demand—and therefore market prices—may be higher due to increased vehicle electrification. Stakeholders can use these insights to test the financial soundness of innovative EV projects that integrate with battery storage, solar power, and front- and behind-the-meter energy management strategies. Complementary timing plays an important role in EV integration into the electricity grid. Taken together, this section illustrates that transportation electrification will drive significant changes to the county’s electricity needs. By the mid-century, EVs’ energy appetite could grow from today’s relatively insignificant levels to play a central role in the county’s electricity demand. Not only will EVs change the amount of electricity consumed, but may change electricity grid consumption patterns as numerous chargers come on and off line throughout the county. 4.2.3 How Much Renewable Energy Could be Co-located with EV Charging in Priority Locations, and What Would be the Benefits? As described in Section 4.4 (Mapping Analysis), this study identifies priority geographic areas for increasing availability of EV charging. Given potential benefits of co-locating EV infrastructure and renewables, this section describes available renewable resources in these priority areas. Analysis was conducted as co-locating EV infrastructure and renewable energy projects can produce a range of benefits for vehicle-owners, grid operators, and the environment. Vehicle owners may be able to accelerate charging using innovative technologies that combine photovoltaic (PV) energy with grid- sourced energy, achieving cost savings by taking full advantage of appropriate utility tariffs, and implementing behind-the-meter demand management.42,43 For grid operators, co-located generation and load can reduce line-losses and, if charging is carefully managed/matched to the generation profile, could potentially offset EV consumption behind the meter, reducing current flows on local distribution systems, and delaying or displacing distribution system upgrades otherwise necessary to meet vehicle electricity needs.44 In the future, vehicles with grid integration capabilities could support resilience by serving as backup home energy storage and could be powered by co-located rooftop solar when the grid is offline. Finally, opportunities exist for cost-efficiencies when making these investments and installations in tandem, not only in system design and installation, but potentially in “soft costs” (for instance, if permitting, inspections, or interconnection processes for a project’s solar and EV-charging components could be coordinated). 42 https://www.solaredge.com/sites/default/files/ev_charging_inverter_brochure_eng.pdf 43 https://arxiv.org/ftp/arxiv/papers/1705/1705.02720.pdf 44 A pilot project to co-optimize on-site wind and solar production with electric bus charging timing is being conducted as a collaboration between PG&E and Pittsburg Unified School District. 38 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority As shown in Table 10, 10 census tracts inside the county’s Urban Limit Line had the highest EV charging “gaps” for public and workplace Level 2 infrastructure (using the methodology described in Section 4.4, Mapping Analysis). The study used the public and workplace charging score rather than the residential score for this analysis as public and workplace charging would most likely have a load profile more akin to a typical solar generation profile. The conservative (low) solar capacity estimates in those tracts informed quantification of the potential for co-locating EVSE and solar infrastructure. This included solar on rooftops, parking lots, urban land currently underutilized, and agricultural lands relatively unconstrained.45 This energy supply was characterized in terms of annual megawatt hours (MWh) the site could be expected to produce, which was then converted to the equivalent number of smaller or larger EV batteries it could charge. Another way to slice these data is to evaluate the equivalent number of vehicle miles that this amount of energy could support. The same process was conducted for five high-priority tracts outside of the county’s Urban Limit Line, as shown in Table 11. 45 In the 2018 Renewable Resource Potential Study, the County defined a category of land as “urban land unlikely to be developed” that was particularly desirable for solar installation in urban areas, considered land unlikely to be developed for other purposes. This includes brownfields, industrial buffer land, surplus land along freeways, and other lands unlikely to be developed for other purposes and presenting few, if any, tradeoffs. 39 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority For more information on the methodology used to determine the low estimates, see the Contra Costa County Renewable Resource Potential study. Table 10. Top 10 EVSE Priority Tracts (Inside the Urban Limit Line) Census Tract EVSE Index Score Total MWh/yr (low estimate) Equivalent BEV Batteries (Smaller)46 Equivalent BEV Batteries (Larger)47 Equivalent BEV miles 48 6013312000 1.00 19,888 662,948 331,474 65,830,699 6013316000 0.95 6,623 220,769 110,385 21,922,385 6013345204 0.89 6,310 210,336 105,168 20,886,388 6013320001 0.89 74,226 2,474,209 1,237,104 245,688,951 6013309000 0.87 12,773 425,771 212,885 42,279,016 6013305000 0.86 35,692 1,189,731 594,866 118,140,337 6013357000 0.86 4,732 157,719 78,859 15,661,488 6013302007 0.84 18,450 615,000 307,500 61,069,500 6013328000 0.84 60,734 2,024,463 1,012,231 201,029,175 6013352202 0.84 6,150 205,000 102,500 20,356,500 Total 245,578 8,185,946 4,092,973 812,864,439 46 The size of smaller batteries is modeled as 30 kilowatt hours (kWh), such as that used by the Nissan Leaf, prior to the 2019 model. 47 The size of larger batteries is modeled as 60 kWh, such as that used by the 2019 Chevy Bolt. 48 This calculation relies on a projected efficiency of 3.31 miles per kWh in 2025, assuming a steady incremental increase in battery efficiency from typical efficiencies today. 40 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Table 11. Top 5 EVSE Priority Tracts (Outside the Urban Limit Line) Census Tract EVSE Index Score Total MWh/yr (low estimate) Equivalent BEV Batteries (Smaller)49 Equivalent BEV Batteries (Larger)50 Equivalent BEV miles 51 6013304002 1.00 150,002 5,000,053 2,500,026 496,505,250 6013309000 0.94 12,773 425,769 212,885 42,278,885 6013303103 0.84 36,112 1,203,745 601,872 119,531,835 6013357000 0.73 7,728 257,591 128,795 25,578,758 6013314103 0.72 29,230 974,325 487,163 96,750,483 Total 235,844 7,861,482 3,930,741 780,645,210 Together, solar that could be sited in the set of 10 tracts within the Urban Limit Line and the set of five tracts outside the Urban Limit Line could provide the substantial energy needed to support EV charging. This solar could support the equivalent of bringing a battery from empty to full from 8 to 16 million times, equating to powering almost 1.6 billion miles per year, or about 20% of the county’s annual vehicle miles traveled.52 The impressive magnitude of solar resource available in these census tracts shows a targeted approach to co-located EVSE and solar energy could offer a powerful method to work toward the County’s climate goals. Furthermore, although the data are not provided here, calculations were conducted showing that the nominal capacity of the available solar resource is an order of magnitude more than the capacity required for the amount of DCFC chargers predicted to be needed in the county by 2025.53 Still, it should be noted that absent significant investment in storage and other clean resources with differing generation profiles, solar resources described above could not fully support all this DCFC infrastructure, given timing considerations and natural variability due to weather and seasons. 4.3 Shared Mobility Hub Analysis CCTA has a long history innovation regarding shared, connected, and autonomous mobility. Such innovation has been driven by necessity—shared mobility is seen as a potential solution to address several of the county’s transportation challenges, including congestion, local and GHG pollution, and 49 The size of smaller batteries is modeled as 30 kWh, such as that used by Nissan Leaf prior to its 2019 model. 50 The size of larger batteries is modeled as 60 kWh, such as that used by the 2019 Chevy Bolt. 51 This calculation relies on a projected efficiency of 3.31 miles per kWh in 2025, assuming a steady increase in battery efficiency. 52 Based on an estimate of 8.2 billion vehicle miles traveled in-county as of 2013. http://www.bayareacensus.ca.gov/transportation/VitalSigns/Total_vehicle_miles_traveled_2015.xlsx 53 This calculation relies on the high estimate of in-county DCFC need (674 chargers); if a smaller number of chargers is necessary (352), available capacities are even higher relative to projected need. 41 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority affordability. This EV Blueprint looks to build upon the county’s shared mobility leadership, with specific analysis of opportunities related to electrification. 4.3.1 The Need and the Opportunity The Bay Area experiences some of the worst traffic congestion in the country, and Contra Costa County is not immune. In 2017, four county locations were among the top 10 most congested in the region.54 This congestion poses a real cost to county residents; for example, the stretch of I-80 Westbound from CA-4 to west of the Bay Bridge Toll Plaza costs drivers 12,650 vehicle hours each weekday morning (see Figure 13); the segment of I-680 Northbound from Sycamore Valley Road to Buskirk Avenue/Oak Park Boulevard costs commuters 4,500 vehicle hours of congestion each weekday evening (see Figure 14).55 About two-thirds of Contra Costa residents still commute by driving alone, meaning substantial room may exist for improvements offered by shared mobility solutions.56 Figure 13. 2017 Time Spent in Highway Congestion, I-80 Westbound. 54 https://mtc.ca.gov/sites/default/files/top_50_congestion_locations-2017.pdf 55 http://www.vitalsigns.mtc.ca.gov/time-spent-congestion#chart-0; https://mtc.ca.gov/whats- happening/news/bay-area-vital-signs-freeway-congestion-levels-delays-are-still-record-highs 56 http://www.vitalsigns.mtc.ca.gov/commute-mode-choice#chart-2 42 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Figure 14. 2017 Time Spent in Highway Congestion, I-680 Northbound. The rise of shared mobility alternatives may also help reduce the energy and emissions implications of the county’s transportation demand. Idling and stop-and-go traffic can contribute to higher emission rates of local air pollutants and GHGs;57 consequently, these can be lowered by reducing the number of vehicles on the road and by accelerating EV adoption—both of which can be achieved by promoting electric shared mobility solutions. Additionally, state and regional policies such as SB1014, which calls for improving the GHG emissions profile of TNC miles, and Bay Area Rapid Transit’s (BART’s) 100% renewable power target aim to reduce the GHG footprint of shared mobility solutions.58 Due to the policies in place, these new forms of mobility will more likely depend on electricity than the alternatives they replace. A cleaner transportation system should result as more commutes incorporate these modes. Transportation affordability poses a continuing challenge for Contra Costa, especially as county residents spend an average of 18% of their incomes on transportation costs; many low-income households pay substantially more for transportation costs as a percentage of their incomes.59 Vehicle ownership can carry a significant financial burden, but the lack of transportation autonomy experienced by those not owning cars can translate to costs through lost time or missed wages. Shared mobility options may offer county residents opportunities to reduce these transportation expenditures or to earn 57 https://www.bu.edu/sph/files/2018/09/Gately_et_al_2017.pdf; https://www.accessmagazine.org/fall- 2009/traffic-congestion-greenhouse-gases/ 58 https://leginfo.legislature.ca.gov/faces/billTextClient.xhtml?bill_id=201720180SB1014 59 https://htaindex.cnt.org/fact-sheets/?focus=County&gid=1129; The typical-income household modeled consists of 2.68 people, 1.22 of whom are workers, earning an annual income of $81,552; the moderate- income household features the same characteristics but is modeled earning an annual income of $65,242. 43 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority additional income by providing these shared mobility services. Between potential costs savings, income opportunities, and improved access to jobs and important destinations for low-income and underserved populations, shared mobility solutions potentially support equity goals as long as they have been carefully designed to meet community needs based on early engagement with potential beneficiaries. To the extent that electrified shared mobility solutions can take hold in the county, they have the potential to alleviate concurrent pressures of congestion, environmental impacts, and transportation affordability. The county has already made strides towards achieving these benefits through a number of innovative programs. First and foremost, a significant number of shared mobility assets already exist in the county. Contra Costa boasts very popular and high ridership transit lines, including BART, express buses, and commuter shuttles offered by major trip generators (e.g., Bishop Ranch). The area also experiments with shared autonomous vehicles, such as the innovative EasyMile pilot program.60 These shuttles will likely serve some of the first-mile-last-mile solutions included in the County’s comprehensive Innovate 680 efforts.61 Other shared mobility strategies encompassed by Innovate 680 include enabling bus-on-shoulder operations, completing express lanes that target travelers using transit, carpool, vanpool, or motorcycles, and creation of a transportation demand management program to reduce single- occupancy vehicle travel. CCTA’s history with GoMentum Station, the largest testing facility for connected and autonomous vehicle technology in the United States, underscores the County’s role as a transportation innovator.62 Because much thinking has already addressed shared mobility, and significant shared mobility assets already exist in the county, this study focused on examining ways to accomplish electrification of shared mobility hubs, and, in particular, the capacity available to charge EVs at locations identified as key types of shared mobility hubs. These types include sites with sufficient potential to reduce single-occupant vehicle travel and congestion in the county (e.g., Park and Rides) or those already emerging as hubs (e.g., BART stations and Transit Centers). The next section describes the methodology used to identify the distribution system’s capacity at these locations, without additional investments or upgrades. Appendix C provides the full results of this analysis. 4.3.2 Methodology This assessment began with a set of promising host sites for charging (e.g., BART stations, Park and Rides, Transit Centers), evaluating them for different types of charging types, as shown in Figure 15. In actual practice, each specific site will offer a different, optimal mix of Level 1, Level 2, and DCFC, depending on each site’s surroundings and the travel patterns of its users. However, since the Blueprint 60 https://ccta.net/wp-content/uploads/2018/11/Shared-Autonomous-Vehicle-Pilot-Program-Fact-Sheet- EasyMile_pilot_onepage.pdf 61 https://ccta.net/wp-content/uploads/2018/11/Innovate680_Summer2018_FINAL.pdf 62 https://gomentumstation.net/about/ 44 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority was not intended to create plans for specific sites, these three hub types were used to generalize the analysis, focusing on different charging levels (depending on the hub type). EV charging installations’ impacts on the distribution grid will vary, based on the instantaneous power amount drawn by a charger (in kW) and the degree of congestion experienced by the segment on which they are installed (i.e., nearing its capacity limit). Installing substantial EV charging loads in congested areas will likely require upgrades and investments. Such congestion depends on more that location, differing, for example, if charging loads come online at the same time as other electricity demand peaks. Figure 15. Summary of Shared Mobility Hub Types As discussed above, a charging installation’s impact on the distribution grid at a particular site partly depends on the amount of power that the installation would draw. Typical Level 1 chargers draw about 1.4 kW of power, while Level 2 chargers draw about 7 kW—both an order of magnitude less than the 150 kW emerging as a standard for many DCFC installations.63 The time required to charge a full battery decreases with the increase in charger power. Selecting the appropriate charging infrastructure for a given type of shared mobility hub must incorporate two key considerations: the duration that vehicles are expected to park at the location, and the types of charging services users expect. At Park and Rides and BART stations, commuters will likely leave their cars at the site for eight to 10 hours, aligning well with use-profiles of lower-powered charger types (Level 1 and Level 2). Level 1 chargers may offer an appealing option at some of these sites, especially given their generally lower installation costs compared to higher-powered charger alternatives. As EV adoption reaches the very high levels contemplated in the scenarios above, it may become desirable to have more ubiquitous Level 1 charging at parking facilities with long dwell times. As Level 1 charging can be achieved via a standard three-prong wall outlet, and since it requires such a low power draw relative to Level 2 and DCFC, analysis of the distribution system capacity for Level 1 charging would not be particularly informative. Therefore, while this report anticipates Level 1 as part of the solution for Park and Rides and BART stations, the analysis focuses on Level 2 and above. 63 https://www.energy.gov/eere/vehicles/articles/fact-995-september-18-2017-electric-vehicle-charging-home- typically-draws; https://electrek.co/2019/04/25/electrify-30-dc-charging/ Park & Rides (Analysis focused on L2) BART Stations (Analysis focused on L2 and DCFC) Transit Centers (Analysis focused on L2 and DCFC) 45 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Using Google Maps satellite imagery, the location and orientation of parking lots were identified, utilizing the PG&E Solar Photovoltaic and Renewable Auction Mechanism (PVRAM) tool 64 to find the closest feeder(s) to each site, and ignoring feeders unable to serve as interconnections due to obstructions (e.g., needing to pull service across a major highway or a river). Figure 16 illustrates this process in context with the San Ramon Transit Center, where two available feeder lines were identified adjacent to the parking lot as well as an EV charging system already in place. Figure 16. Feeders Selected to Serve San Ramon Transit Center Utilizing capacity and line information from PG&E’s Distributed Resource Plan, the lowest and greatest Minimal Impact (kW) for these locations were collected.65 PG&E’s PVRAM tool provided estimates of capacity available, assuming daytime and nighttime charging profiles. PG&E’s estimates of available 64 Though created as a resource for project developers (primarily for distributed generation), this tool proved applicable to this report’s purpose as it offers information related to transmission and distribution lines, substations, operating voltages, and line capacities. PVRAM served as the basis for identifying feeder characteristics at the chosen priority sites. https://www.pge.com/en_US/for-our-business- partners/distribution-resource-planning/distribution-resource-planning-data-portal.page 65 Feeders contain many line segments, each of which may have unique capacity limitations. The lowest Minimal Impact kW data characterize the capacity available on the most-constrained line segment on a particular feeder, while the greatest Minimal Impact kW data characterize the capacity available on the least- constrained line segment. As the map does not show specific line segments, the Minimal Impact kW was considered conservative when estimating available capacity, presenting the worst-case situation, according to 2015 data. 46 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority capacity at sites served by multiple feeders were aggregated to calculate an indicative number of EV chargers that could service vehicles at that site. The results yielded an understanding of kW levels that PG&E did not expect to impact the distribution grid. Still, a few caveats must be considered. First, it is important to remember that data available through this tool at the time of the analysis were last updated in 2015. Therefore, information provided by the tool does not necessarily reflect reality on the ground, particularly where more growth and development has occurred, or where new sizable loads or renewable resources have become available. Second, queued projects may soon be installed that would affect the available capacity on any given line segment or substation. Therefore, for projects seeking to install substantial EV-charging amounts, early engagement with PG&E will prove essential, and capacity and charger estimates provided here should not be considered authoritative. The application process for interconnecting an EV charging system depends on project specifics, with higher-capacity systems installing DCFC(s) or multiple Level 2 chargers requiring more review than most residential Level 2 interconnections.66 To install a DCFC charger, interested parties must first apply online and speak with a PG&E representative before approving the project design supplied by PG&E. This process may change as PG&E partners with charging developers to refine planning and interconnection procedures.67 Numbers presented in this report should simply be considered a starting point for informing very early consideration of electrified shared mobility hubs. 4.3.3 Transit Agencies and Shared Mobility Hubs As transit agencies operate at each of the three shared mobility hub types analyzed below, one should note that these agencies are currently (or soon to be) in the process of developing and adopting plans to transition to 100% zero-emission buses by 2029, under the CARB ICT regulation. This effort will require significant implications for the capacity available on PG&E feeders where the buses are charged. In many cases, the transit agencies may primarily opt to charge in their overnight depots, which typically are not nearby shared mobility hubs. In other cases, however, transit agencies may consider Transit Centers, BART stations, and even Park and Rides and other locations along their routes as potential sites for en-route charging, where they would deliver substantial power to buses during short stops (e.g., 66 See “Site Information for Electric Vehicle Direct Current Fast Chargers” (https://www.pge.com/en_US/about- pge/environment/what-we-are-doing/electric-program-investment-charge/direct-current-electric-vehicle- fast-chargers.page)and “Building and Renovation” (https://www.pge.com/en_US/small-medium- business/building-and-property/building-and-maintenance/building-and-renovation/understand-the- process.page) for more information about PG&E’s interconnection process for EVSE. 67 https://www.utilitydive.com/news/utilities-charger-vendors-find-interconnection-best-practices-to-propel- ev/549593/ 47 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority layover times between scheduled trips). In these instances, transit agencies may take advantage of PG&E’s Fleet program.68 Through this program, PG&E would install the necessary infrastructure to support zero-emission buses up to but not including the charger itself, known as make-ready infrastructure. These plans and upgrades would significantly affect the availability of electrical capacity on the local grid. As each transit agency has yet to develop its fleet electrification plan, this EV Readiness Blueprint cannot factor in future agency plans. Still, PG&E has just launched its EV Fleet program; so, opportunities to improve distribution grid infrastructure can be expected in the near term. Examining the needs for transit buses in parallel with the needs of commuters and other parking lot users at each type of shared mobility hub potentially could result in better and more efficient outcomes in assessing optimal, make- ready investments that PG&E could undertake. 4.3.4 Shared Mobility Hub Type #1: Park and Rides This study identified Park and Rides as prime locations for developing of Shared Mobility Hubs, integrated with EV infrastructure. These locations already serve as hubs for many different transit services, offering commuters opportunities to pair a single-occupant vehicle trip with a carpool, vanpool, or a ride on a public transit bus. Vehicles serving any portion of these trips eventually could be electrified; so shared mobility innovation at these sites potentially could complement countywide vehicle electrification efforts. In addition to existing transit buses, new commuter shuttles or additional express bus lines could stop at these Park and Rides. As discussed, CCTA has been exploring a bus-on-shoulder pilot project that would enable buses to bypass heavily congested segments of the county’s busiest corridors (such as I-680).69 Such innovation would likely cut travel times and improve quality of life levels for passengers, making Park and Rides even more important as hubs for shared mobility solutions. To the extent that Park and Rides target some innovative, shared, autonomous programs that the County is putting in place, the grid capacity modeled here could eventually supply charging for these vehicles as well.70 Because Park and Rides operate at the intersection of many vehicle types and transportation modes, it is useful to understand their capacity to support EV infrastructure from a grid engineering perspective. Park and Rides provide a great opportunity for increasing the availability of Level 1 and Level 2 charging, and, in some cases, if located near amenities, they could also provide suitable locations for a limited number of DCFC ports. In this analysis, however, Park and Rides were evaluated for the amount of 68 https://www.pge.com/en_US/large-business/solar-and-vehicles/clean-vehicles/ev-fleet-program/ev-fleet- program.page 69 https://www.nbcbayarea.com/news/local/Contra-Costa-Co-May-Allow-Buses-to-Drive-on-Freeway-Shoulders- to-Diminish-Rush-Hour-Traffic-502043572.html 70 https://ccta.net/wp-content/uploads/2018/11/Shared-Autonomous-Vehicle-Pilot-Program-Fact-Sheet- EasyMile_pilot_onepage.pdf 48 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Level 2 charging that could be supplied by current grid resources. This is because many Park and Ride users will park at the facilities, continuing on to a workplace through a carpool or other shared transportation mode; therefore, their vehicles would have long dwell times. Furthermore, providing Level 2 charging at Park and Rides, combined with new, potentially shared mobility services, could provide incentives to reduce the number of miles traveled by single-occupant vehicles by encouraging EV drivers not to drive all the way to their final destination. Level 2 charging at Park and Rides also could provide charging opportunities for commuters without access to home charging infrastructure (e.g., those with only street parking or those living in MUDs). The 24 Contra Costa Park and Ride facilities examined can support an average of about 22 Level 2 EV chargers at each site, even when incorporating PG&E’s low estimates for line capacities. Sites, however, exhibit significant variations. Figure 17 suggests that many Park and Ride sites in Contra Costa have the capacity to support significant EV charging infrastructure without causing harm or requiring costly upgrades to the distribution grid. In fact, one-half of the county’s Park and Rides have the capacity to support installations of at least 20 Level 2 charging ports at each site (and a full two-thirds could support at least 10 Level 2 ports). These capacity estimates draw upon the lowest possible feeder line constraints; the upper-bound capacity estimates suggest host capabilities for an order of magnitude more chargers at some locations. Introducing Level 2 charging at appropriate Park and Ride sites could reduce congestion, facilitate all- electric commutes for even shorter-range vehicles (e.g., used EVs, plug-in hybrids), and provide a regular charging location for renters and MUD residents who also use the Park and Rides. While this analysis focuses on distribution grid capacity, a question remains regarding the actual number of parking spaces each site offers for installing charging infrastructure. As noted, great variation occurs between low and high grid capacity estimates, but the upper end of the range suggests capacity many times the actual number of parking spaces available. Finally, it should be noted that even if a Park and Ride does not currently have a nearby PG&E feeder with sufficient capacity, opportunities still exist to collaborate with PG&E to provide make-ready infrastructure, particularly if analysis can show the site will likely support a significant amount of charging or provide a strategically important shared mobility location. 49 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Figure 17. Expected Level 2 Charger Capacity at Park and Ride Sites in Contra Costa County In some cases, Park and Rides may be located in settings with substantial other destinations and activities (for instance, some Park and Rides in the county are co-located with BART stations). In these cases, potential exists for integration with TNCs such as Uber and Lyft, looking to serve first-mile-last- mile commuter needs in delivering passengers to transit. Installing EVSE to support the TNC fleet’s top- up or recharge needs may offer a method for attracting more electric TNC activity at the sites, though these sites were not evaluated for such opportunities as the places more likely to realize impacts also tend to be located at other types of shared mobility hubs, such as BART stations. 4.3.5 Shared Mobility Hub Type #2: BART Stations Appropriate EV charging technologies for BART stations may not only depend on transit operations at these locations, but also on how shared mobility services develop in the surrounding areas. Many bus routes connect to BART at key stations. As noted, transit agencies will be conducting extensive planning for their own bus fleet’s electrification, some of which will likely include en-route charging, and each agency’s plans of each agency remain unknown. Therefore, this analysis focuses on charging needs of shared mobility services and private vehicles, leaving the discussion of transit agency needs for another time. Accordingly, BART stations were investigated for Level 2 and DCFC charging—the former because many of these stations offer substantial amounts of commuter parking that will inherently have a long dwell times, and the latter because, unlike most Park and Rides, many BART stations are close to a substantial number of destinations and activities that generate many trips that could be served by electrified TNCs providing first mile-last mile solutions for BART riders. The anticipated mix of Level 1, Level 2, and DCFC ports would be provided at BART stations to serve various types of drivers frequenting them. 4.3.5.1 Level 2 Charging for Commuter Parking For every feeder line reviewed, a significant range exists between the lowest and highest estimates of its potential capacity. If capacity is on the low end of its potential range, four stations (e.g., Orinda, El 50 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Cerrito Plaza, Antioch, and Pittsburg Center) may not have space available on local distribution lines to support such additional electricity demand, as shown in Figure 18. On the other hand, the high end of the range suggests there should be sufficient capacity on local distribution lines to support hundreds of Level 2 chargers at each station. In this optimistic scenario, the limiting factors would not be distribution-line capacity, but rather potential installation costs in addition to the number of parking spaces available at the station. Figure 18. Expected Level 2 Charger Capacity at BART Stations in Contra Costa County Appendix C elaborates upon the available capacity at individual stations. 4.3.5.2 DCFC Charging for Transportation Network Companies The opportunity to support TNCs via DCFC plazas at or near BART stations is even more salient given the dual mandates of SB1014 for TNCs to increase deployment of EVs and to reduce GHG emissions per passenger-mile traveled.71 Through this legislation, the state and its agencies are creating demand pull for TNC-accessible charging infrastructure; the county can capitalize on this demand with appropriate installations at sites where there is grid capacity. For such shared mobility services, fast charging is essential to reduce non-revenue hours. As discussed earlier, however, DCFC charging requires much higher capacity than Level 1 or Level 2 charging, imposing more significant strains on distribution systems. Without additional upgrades to local electric infrastructure, conservative estimates suggest only two BART stations considered in this analysis have the capacity for DCFC installations: Concord (10 chargers) and Pleasant Hill (1 charger). Still, just as substantial variations occur between low and high estimates across sites, assuming distribution line capacities at the high end of PG&E’s suggested range, all 12 BART stations in the county could be candidates for DCFC installations. Particularly at BART parking lots, PG&E’s data included substantial uncertainty due to significant variations in the capacity amounts available on each line segment for any given feeder. As it is not known which line segment EV charging would connect to, this analysis cannot determine if low or high estimates are more appropriate. These estimates sometimes differ by an order of magnitude. This 71 https://leginfo.legislature.ca.gov/faces/billTextClient.xhtml?bill_id=201720180SB1014 51 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Blueprint suggests undertaking additional investigation and discussion with PG&E would prove prudent before considering buildouts of charging infrastructure at specific BART stations. Figure 19. Expected DCFC Charger Capacity at BART Stations in Contra Costa County While the above analysis focuses on distribution capacity located at BART stations, TNC charging hubs located near BART stations offer another potential solution. Better opportunities may exist for DCFC interconnections to the distribution grid within a one- or two-minute drive to BART stations. These opportunities would serve the same function as locating DCFC charging at stations themselves, while potentially offering more flexibility to select locations with more capacity available, less expensive installations, or DCFC siting that would not detract from available commuter parking (which is already constrained). 4.3.6 Shared Mobility Hub Type #3: Transit Centers This analysis included five Transit Centers in the county as potential sites where electrification efforts could be paired, in a complementary fashion, with shared mobility solutions. Transit Centers are well- suited to serve as shared mobility hubs as they connect riders to various mobility services, such as bus transit and light rail, and to places of interest.72 When the Transit Centers were originally sited and built, their sites were selected strategically by local transit and planning agencies to serve critical nodes and junctures of various transportation systems. By focusing on Transit Centers as targets for incorporating new shared mobility innovations, communities can build on decades of planning and investment going into establishing these centers, better ensuring patterns of new shared mobility innovations are complementary to existing systems. The appropriate mix of EV charging technologies for Transit Centers may not only depend on transit operations at these locations, but also on how shared mobility services develop in surrounding areas. As noted above, transit agencies will do extensive planning for their own fleet electrification, some of which will likely include en-route charging, and each agency’s plans remain unknown. Therefore, this analysis focuses on the charging needs of shared mobility services and private vehicles, leaving discussion of transit agency needs for another time. 72 https://www.transit.wiki/Hercules_Transit_Center 52 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Each Transit Center may require a different, appropriate set of solutions. For instance, if an area is sufficiently dense to support regular TNC service, it may make sense for the Transit Centers to develop fast-charging hubs targeted at TNCs (as described in the section on BART stations). In some instances, Transit Centers may be connected to substantial parking resources, supporting a significant amount of long dwell-time commuter parking, suggesting that electrification spending should focus similarly to methods applied at Park and Rides, with a heavier emphasis on Level 1 and Level 2 charging. On the other hand, if the Transit Center is not expected to offer substantial parking now or in the near future, it may not make sense to treat them as targets for EV infrastructure serving personal vehicles, leaving it open for transit agencies to consider if en-route charging makes sense within their planning and operations. 4.3.6.1 Level 2 Charging for Commuter Parking As discussed, the opportunity for Level 2 charging at Transit Centers relies on the number of parking spaces at each site as well as the nature in which the sites are typically used. Transit Centers with substantial parking available, allowing riders to leave vehicles for long periods, are better suited to Level 2 infrastructure. For example, as shown in Table 12, the Hercules Transit Center has many parking spaces and a distribution grid with the capacity to support at least 15 Level 2 chargers. On the other hand, the San Ramon Transit Center has only 52 parking spaces; if these are in high-demand and should not be occupied for long periods by single vehicles filling their batteries, this site may not be well suited for installation of Level 2 infrastructure. Like the other types of shared mobility hubs examined, Transit Centers experience significant ranges in the distribution grid’s estimated capacity to absorb EV charging installations without triggering upgrades. Given this variation, opportunities for Level 2 charging at Transit Centers in Contra Costa County merits further research. Table 12. Transit Center Level 2 Charger Capacity Location Parking Spaces Low Estimate of Level 2 Capacity (Number of Ports) High Estimate of Level 2 Capacity (Number of Ports) Pacheco Transit Center 110 20 > # of parking spaces at site San Ramon Transit Center 52 88 > # of parking spaces at site Diablo Valley College (DVC) Transit Center 0 19 > # of parking spaces at site Richmond Parkway Transit Center 206 0 > # of parking spaces at site Hercules Transit Center 422 15 > # of parking spaces at site 4.3.6.2 DCFC Charging for Transportation Network Companies Across the sites, conservative estimates of the number of instances with enough charging capacity to support DCFC chargers appear unpromising. Using PG&E’s conservative capacity availability estimate, the San Ramon Transit Center is the only site with the capacity for installation, but it would only be able to handle three stations. On the higher end of PG&E’s capacity estimates, the story is somewhat better, with all sites capable of serving some DCFC infrastructure, as shown in Table 13. 53 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Table 13. Transit Center DCFC Capacity Location Parking Spaces Low Estimate of DCFC Capacity (Number of Ports) High Estimate of DCFC Capacity (Number of Ports) Pacheco Transit Center 110 0 26 San Ramon Transit Center 52 3 55 (> # of parking spaces at site) DVC Transit Center 0 0 26 (> # of parking spaces at site) Richmond Parkway Transit Center 206 0 20 Hercules Transit Center 422 0 75 4.3.7 Final Notes on Shared Mobility Hub EV Infrastructure Capacity The analysis for all three shared mobility hub archetypes—Park and Rides, BART stations, and Transit Centers—underscores the importance of coordinating with PG&E to understand the most up-to-date status of grid capacity at potential shared mobility hub sites. It is not unreasonable to expect that prime locations for development of new EVSE infrastructure will require accompanying investments to upgrade the local distribution systems. PG&E has developed programs to perform make-ready investments on the grid to support new charging needs in other settings; so collaboration opportunities also may exist to fill the need for charging at shared mobility hubs. Substantial coordination will be required with transit agencies, property owners, local jurisdictions, and other stakeholders to further refine the viability of planning a shared mobility hub pilot project at any of these sites and to review the collaboration opportunities that arise. 4.4 Mapping Analysis 4.4.1 Introduction Section 4.1 showed that less than 15% of EV charging infrastructure needed in 2025 is currently available in the county. Of equal importance is identifications of geographic locations where the greatest need for charging exists. Substantial geospatial analysis was performed to identify gaps within the county’s existing EV charging network. This analysis resulted in development of over 30 maps relevant to EV charging in the county. The analysis’ scope was confined to suggesting areas of high priority for charging at multiunit residential housing (Level 1 or Level 2) and for Level 2 charging in public places and workplaces. Though DCFC suitability was not part of the analysis, a 2016 report through the Electric Program Investment Charge program produced an analysis that identified 19 locations in Contra Costa County within the top 300 sites for the importance of siting DCFC across the entire PG&E service territory.73 A few locations, particularly highly ranked at the time of analysis publication, included Walnut Creek, 73 Interactive map: https://www.pge.com/b2b/energysupply/wholesaleelectricsuppliersolicitation/PVRFO/ev.html Full report: https://www.pge.com/pge_global/common/pdfs/about-pge/environment/what-we-are- doing/electric-program-investment-charge/EPIC-1.25.pdf 54 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Contra Costa Centre, and Concord as well as locations in El Cerrito, Richmond, and San Pablo, as shown in Figure 20. Figure 20. PG&E’s Interactive DCFC Siting Tool Priority Locations (Lower Numbers are Higher Priority) Setting aside PG&E’s DCFC suitability analysis, the CCTA EV Readiness Plan focused on residential and public Level 2 charging. Key takeaways from this analysis of suitable sites are highlighted below, and a description of the analysis methodology and a complete set of interactive maps can be found at https://www.ccta.net/. The analysis was conducted at the block-group level, a geographical unit used by the United States Census Bureau and the smallest geographical unit for which the Bureau publishes sample data. This section shows key indicators of EV adoption and EV readiness compiled to assess where the county should provide more EV charging. The question regarding where the county should offer more EV charging is not only a technical one—it is also a value-driven one. As discussed, the county must uphold a critical principle to provide infrastructure that ensures all county residents have equitable access to charging. Additionally, electrification of shared, multimodal mobility should be promoted rather than focusing exclusively on electrification of single-occupant vehicles. Therefore, the maps do not simply indicate locations where charging utilization is expected to be highest; they also indicate locations that would help the county fulfill these objectives. Actions taken to make EV ownership accessible and possible for all county residents may result in a different profile of the next set of EV adopters, now that the early adopter market is beginning to saturate. 4.4.2 Existing Conditions Development of the following maps underscored the following takeaway messages about EVs and EV charging in the county: 55 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority 1. While EV adoption remains uneven throughout the county, substantial numbers of EVs are registered in every corner of the county, including urban areas, rural areas, and everywhere in between (Map #1). 2. Substantial land areas outside the county’s Urban Limit Line are preserved as open space and parks and have minimal buildings and roads. These do not necessarily represent gaps in EV adoption since few, if any, vehicles are registered in these areas (shaded green in Map #1). 3. The largest numbers of Level 2 and DCFC ports are concentrated in major urban centers and highway corridors. It appears EV infrastructure has followed market demand, with a clear concentration existing in activity centers, BART corridors, and highway corridors in the county. This has left some corners of the county particularly less comprehensively covered with public infrastructure (Maps #2 and #3). 4. Not all EV charging displayed on the map contributes equally to the available network of public charging. Specifically, some Level 1 and 2 chargers have different levels of access, as in some are restricted for use by employees or by other rules, some can only be used by Tesla owners, and some are residential chargers posted to PlugShare by homeowners willing to make their chargers available (see Map #3 for where the same chargers in Map #2 are symbolized by access level). Note that the hollow blue dots and hollow red dots in both maps are park and rides and transit centers, respectively. 5. The number of EV charging ports is expected to substantially increase within the next year, with completion of the ports approved through PG&E’s EV Charge Network (which includes a queue of 542 ports in the county as of April 2019, including 403 at workplaces and 139 at MUDs. The quantity of these ports in each part of the county should be accounted for in assessing the desirability of future sites to complement the existing network of public chargers. Although this depends on access rules for each site, non-employees or nonresidents may not be able to use these, and therefore should be appropriately caveated when examined as part of the overall network (Map #4). Similar efforts should be undertaken to understand the locations and queue sizes for participation in BAAQMD’s Charge! grant program, MCE’s EV grant program, and Electrify America in advance of selecting sites at which to deploy infrastructure. 56 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Map 1. EV Ownership by Block Group, from CARB’s Online Fleet Database from DMV Data 57 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Map 2. Existing Conditions: EV Charging by Level 58 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Map 3. Existing Conditions: EV Charging by Access 59 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Map 4. Existing Conditions: Planned EV Chargers 60 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority With this understanding of the county’s existing EV adoption profile and existing infrastructure as context, the next map set shows potential priority areas for investment. As previously noted, the mapping is designed to balance a technical approach to filling gaps with the most impact on the market, adopting an approach to ensuring fairness in resource investments (including attention to underinvested communities, multifamily housing, and rural county areas). This can be accomplished by creating a composite score for each block group, based on a large number of factors. Scores range from zero to one, with a score of zero indicating the lowest priority areas for EV charging, and a score of one indicating the highest priority. Location suitability scores were calculated separately for the use case of public and workplace charging and the use case of residential multifamily charging. This enabled usage of different attribute sets to score block groups for these very distinct charging types. Furthermore, because factors making an urban (or more densely developed) site desirable for charging differ from factors making a rural area site desirable for charging, and because of stakeholders’ desire to include priority locations for charging in both urban and rural areas, a separate index was created for block groups inside and outside the Urban Limit Line. 4.4.3 Public and Workplace EVSE Needs Factors deemed important to weigh heavily in developing a score for public and workplace charging included the density of “long dwell time” sites (e.g., entertainment, medical, retail, lodging), the employment density, the lower number of nearby public or workplace charging ports, the lower number of nearby DCFC ports, higher CalEnviroScreen scores,74 and areas with longer commutes. According to the resulting maps, key observations for block groups’ suitability for public and workplace charging include the following: 1. Inside the Urban Limit Line (Map #5): a. The scoring scheme resulted in high-priority areas distributed throughout all areas within the Urban Limit Line. b. Scores were very variable, with many block groups receiving quite low scores and many receiving very high scores, indicating that the methodology successfully highlighted obvious priority locations. c. Block groups with low scores were commonly near block groups with much higher scores. Given the limited distance that the average driver may be willing to walk from a parking location to their destination, this differentiation can likely be explained by factors such as underlying land uses and zoning in these locations. 74 CalEnviroScreen is a tool managed by the Office of Environmental Health Hazard Assessment. The scoring metric identifies California communities most affected by pollution and especially vulnerable to its effects, considering environmental, health, and socioeconomic factors. https://oehha.ca.gov/calenviroscreen/about- calenviroscreen 61 tric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority d. A large number of the highest-scoring block groups fall within the county’s Northern Waterfront, which contains a higher concentration of DACs than the rest of the county. 2. Outside the Urban Limit Line (Map #6) a. As the U.S. Census designs block groups to have roughly comparable populations, block groups outside the Urban Limit Line often span a very large area. b. In many of these block groups, development is concentrated in small areas within larger block groups. For instance, some Delta Island block groups only experience development along their borders. As such, visual displays of priority areas can be deceptive. The next step in determining suitable public charging sites within these rural areas will be to review the underlying land uses and the presence of specific facility types that may have higher associated activity levels within block groups with the highest scores. 62 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Map 5. Public and Workplace EVSE Index Scores—Areas Inside the Urban Limit Line 63 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Map 6. Public and Workplace EVSE Index Scores—Areas Outside the Urban Limit Line 64 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority 4.4.4 Residential EVSE Needs Factors deemed sufficiently important to weigh heavily in development of scores for residential charging included: the number of MUDs; the projected number of MUDs in 2040; higher single-occupant vehicle usage for commuting; the lower number of public charging ports (including Level 1, Level 2, and DCFC); higher CalEnviroScreen scores; and average distances driven per day by block group residents. Per the resulting maps, key observations for the suitability of block groups for residential charging include the following: 1. Inside the Urban Limit Line (Map #7) a. Compared to the public and workplace charging map, suitable block groups were more heavily concentrated in a smaller number of block groups. b. The strongest concentrations of suitable block groups occurred in the eastern part of the Northern Waterfront and the area roughly from Richmond to Rodeo. c. Miscellaneous other block groups throughout the county emerged as moderate priorities, and a few unique locations stood out, such as the former Concord Naval Weapons Station (CNWS), slated for redevelopment as a transit-oriented neighborhood with a substantial amount of new multifamily housing. d. Due to inclusion of future, planned MUD development as a major factor in assigning scores, some high-scoring areas may not immediately be ready to receive infrastructure, but they still should be monitored and encouraged to exceed EV-ready thresholds adopted by the County when they ultimately do undergo development. Such locations include CNWS and the Bridgehead area of Antioch and Oakley. 2. Outside the Urban Limit Line (Map #8) a. Given the limited development in many block groups outside of the Urban Limit Line, this map should be viewed as more speculative. While Plan Bay Area identifies some locations as having more multifamily development by 2040, some time may occur before such multifamily development is built; accordingly, the areas shown on this map are more likely to be medium- to long-term priority areas rather than places requiring immediate action. 3. Overall a. Viewing all high-priority sites from Map #7 and Map #8 together, it becomes apparent that a correlation exists between areas identified as priority locations for residential charging and areas with higher incidences of asthma and lower incomes (Figure 22 and Figure 23). Therefore, using the prioritization approach developed for this project may help target charging investments more equitably. Section 4.4.5 shows this relationship quantitively. 65 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Map 7. Residential EVSE Index—Inside ULL 66 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Map 8. Residential EVSE Index—Outside ULL 67 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority 4.4.5 Equity Implications For a reader familiar with broad socioeconomic patterns in Contra Costa County, visual inspections of the maps above indicate that many areas identified as priority gaps in the EV charging network are also areas of higher pollution burdens and lower incomes. In particular, the Northern Waterfront and many areas of the county’s rural, eastern part tend to have higher asthma rates per capita and a higher number of low-income households than the rest of the county (shown in Figure 22 and Figure 23). As noted, the California Office of Environmental Health Hazard Assessment scores census tracts with its CalEnviroScreen tool to identify communities most affected by pollution and especially vulnerable to its effects, considering environmental, health, and socioeconomic factors. Figure 21 shows how the CalEnviroScreen score correlates with the average EV-charging index score developed for public and workplace charging. While the graph contains outliers (i.e., some DACs did not receive very high EV charging priority scores, and some census tracts with very low CalEnviroScreen scores had relatively high EV charging priority scores), generally, the more the tract was classified as disadvantaged, the higher the EV charging score. Communities tending to be least-served by EV charging also tend to face hardships in terms of socioeconomic status, health outcomes, and environmental quality. Figure 21. Correlation Between EVSE Index Score and CalEnviroScreen Score 68 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Figure 22. Asthma Rates in Contra Costa County 75 75 https://cocogis.maps.arcgis.com/apps/MapSeries/index.html?appid=fc2415bbdacb409baf0f19fe802a81f3 69 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Figure 23. Low-Income Populations in Contra Costa County 76 76 https://cocogis.maps.arcgis.com/apps/MapSeries/index.html?appid=fc2415bbdacb409baf0f19fe802a81f3 70 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority 5 Implementation Strategies 5.1 Background The EV readiness implementation strategies included below were selected based on stakeholder discussions and on recognized best practices. This is not intended to be a comprehensive list of all strategies that CCTA and County departments could pursue, but, rather, they present a manageable set of high-priority strategies that provide a framework from which actions will be developed and implemented in the short-, medium-, and long-term. The strategies fall under one or more of the following categories, representing the impact levers CCTA and County departments have at their disposal. Provide technical assistance to constituents and cities Conduct outreach Conduct research Implement pilots Install EVSE Regulate and incent Fund EVSE or EV Set targets and maintain adaptable implementation plan Regional advocacy and engagement 71 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority These strategies should be viewed as an adaptable framework that ensures action is taken in each major influence sphere to positively affect EV adoption and EVSE deployment. Suggestions for entities that may serve in leading or partnership roles for implementation of the strategies have been included as well, based on recommendations made by the Cadmus consultant team. Their inclusion in this Blueprint does not entail that they must take on associated responsibilities, but rather that they serve as a starting point for engaging in conversations about the kinds of collaboration well suited to move the strategies forward. The strategies and associated actions will likely evolve over time, given the changing EV context and the diverse needs across the county. Table 14 summarizes all strategies and indicates the impact categories in which they belong. 72 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Table 14. Summary of Strategies Strategy Short Continuously Assess Needs Install Infrastructure in Priority Areas Implement Low-Income Customer Outreach and Education Program Amplify Regional Outreach to Consumers, Site Hosts, and Other Entities Adopt and Promote EV Reach Codes Adopt and Promote Streamlined Permitting Contribute to a Regional Charging Network and Engage in Statewide Policy Integrate EV Readiness with Growth Management Track Progress Electrify County Fleets and Encourage Fleets Within Jurisdictions to Electrify Medium Implement Scalable Shared, Electric, Connected, and Autonomous Vehicle Pilots Expand Pilot Programs to Provide Electric Mobility Services to Underserved Populations Integrate EV Carpool and Shuttle Services into County 511 Programs Long Incorporate EV Resilience Planning into County Preparedness Strategies Pilot Wireless Inductive Charging on Streets Implement and Enhance Shared Mobility Hubs with Electric Options Explore Options to Disincentivize Usage of ICE Vehicles and Incent Their Replacement 73 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority The approximate effort levels and costs characterize each action, per three metrics: 1. Upfront investment: $=low; $$=moderate; $$$=high 2. Ongoing cost: $=low; $$=moderate; $$$=high 3. Staffing needs: Low, moderate, and high 5.2 Short-Term (1-2 years) 5.2.1 Strategy #1: Continuously Assess Needs In developing this EV Readiness Plan, CCTA has gained a nuanced understanding of the county’s current status of EV readiness, current barriers to increased EV adoption and increased EV readiness, and current needs of local EV stakeholders. It will be critical for CCTA to maintain and enhance its understanding of EV charging needs as conditions evolve within the county. For instance, it is anticipated that 190 additional EV ports will open in the near future at Bishop Ranch, and more jurisdictions and property owners within the county are developing plans to install their own infrastructure. CCTA must remain in contact with major players contributing to countywide EV readiness and must be prepared to adapt its implementation plans accordingly. Additionally, local jurisdictions within the county are best suited to cater to the needs of their local EV stakeholders. CCTA and other County departments can assist these jurisdictions in developing processes to understand those needs. With enhanced understanding, each jurisdiction can be empowered to take actions to meet those needs and to build consideration of those needs into their ongoing planning. CCTA would lead local jurisdictions to undertake stakeholder engagement and needs research. Additionally, it would also serve as a clearinghouse for foundational knowledge and resources (e.g., surveys, interview guides) to facilitate research and outreach. Lead CCTA Partners Local jurisdictions, PG&E, MCE, Contra Costa Department of Conservation and Development, the Contra Costa Sustainability Commission, and 511 Contra Costa Barrier(s) Addressed • Lack of understanding about specific, local EV stakeholder needs • Limited access to EV charging • Consumer perception barriers • Equitable adoption barriers Impact on Barriers Indirect, through the enhancement of other strategies Key Metrics • Number and quality of information gathering efforts undertaken by local jurisdictions • Frequency of stakeholder group convenings Resources • The ABCs of EVs: A Guide for Policy Makers and Consumer Advocates • Electric Vehicle Charging Guide • Greenlining EV Equity Toolkit • EV Infrastructure Planning Tool 74 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Example Action 1.1: Update the CCTA EV infrastructure maps annually, using current data on locations with new charging infrastructure, increases in EV adoption, and changes to planned development areas. Take advantage of new information to recalculate block groups’ scores and to reevaluate EV charging installation priorities. Upfront Investment None Ongoing Cost $ Staffing Effort Low Now that the map has been assembled and that the methodology and files have been shared with CCTA, GIS expertise of staff at CCTA or other County departments would be sufficient to periodically update the map, likely without substantial consultant support. A week of staff time each year may be more than enough. Example Action 1.2: In collaboration with other agencies in the region, conduct research on potential EV site hosts and their willingness to pay to install EVSE among subgroups of MUD, retail, and workplace building owners. This research may take the form of surveys, focus groups, or interviews. The County can use its understanding of EV readiness planning’s foundational aspects to inform specific questions to ask and target areas to discuss. With this greater understanding of a jurisdiction’s local needs, the County can support or simply encourage the jurisdiction to assess what policies could catalyze EV adoption. Upfront Investment None Ongoing Cost $ (County Share) Staffing Effort Low Market research is best conducted by firms with expertise in the appropriate methodology. BAAQMD, CCAs, and other entities in the region have historically sponsored research targeted to advance EVs and clean technologies. The County’s share of costs could be zero if this research had already been planned by another agency, or the County may wish to contribute to a regional effort to commission research of particular interest. Staff involvement would include scoping research needs to help staff develop outreach or grant programs, review findings, and disseminate gathered information to other local agencies. Eventually, the need for research will subside as the market matures. Example Action 1.3: In collaboration with other agencies in the region, conduct research on EV driver preferences and needs, including employee preferences for workplace charging policies and ways to best encourage employees to purchase an EV. This research could take the form of surveys, focus groups, or interviews, and would be used to assess payment schemes, levels, and types; desired availability of charging infrastructure; pain points; amenities located by charging infrastructure; different reliability thresholds of infrastructure; and rationales for purchasing an EV. Upfront Investment None Ongoing Cost $ (County Share) Staffing Effort Low As above, research on driver preferences and needs probably could be outsourced and performed at a regional level. The County’s involvement would again address scoping and application of findings. Example Action 1.4: Convene a working group of local electricians and contractors to understand barriers faced in cost-effective and efficient EV charging installations as well as potential process improvements for permits and inspections. The County should recruit representatives from local jurisdictions to participate and listen to the working group, ensuring their perspectives are heard and considered along with those of electricians and contractors. Working group outcomes should focus on updates to local regulations around permitting, inspection, and ordinances related to EVs and 75 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority associated electrical infrastructure. The working group also could be leveraged to provide input to development of the recommended workforce training program to help ensure local electricians and contractors have the technical skills to support expansion of EV infrastructure and to benefit from the transition. Upfront Investment None Ongoing Cost None (Excluding Workforce Program) $ (Including Training Subsidies) Staffing Effort $ (Excluding Workforce Program) $$ (With Workforce Program) Minor costs would be incurred for convening a working group, presuming a staff member within a County department could devote a few hours per month to outreach and planning facilitated agendas for the installer/contractor working group, which could meet quarterly or as needed. This role also could also be filled by the coordinator of the planned workforce training program. Workforce training program costs are estimated separately in the two training plans developed for this project. Example Action 1.5: Convene transit agencies in the county and identify areas for collaboration and support to meet CARB’s ICT regulation. CCTA can bring together local transit agencies to identify their needs to comply with ICT regulation. Establishing the transit agencies’ needs can help CCTA refine other strategies and actions included here, such as ways to best plan charging infrastructure installations to optimize the process for multiple users. Upfront Investment $$ Ongoing Cost None Staffing Effort Moderate Transit agencies must produce plans for transitioning to procuring 100% zero-emissions buses within less than a decade, and these plans must be written by mid-2020 (for large agencies) or mid-2023 (for small agencies). Substantial value exists in coordinating planning efforts across all agencies operating in the county, as they can share analysis and lessons learned, and plan proactively for interoperability with agencies operating in the same geographies and possibly needing to use each other’s charging infrastructure. Depending on the status of transit agency planning efforts and the degree that they have already assessed their facilities, a planning and engineering study would likely be required to assess the electrical infrastructure at existing sites, survey the landscape of existing chargers and bus models, and assess opportunities to appropriately manage electrification’s costs and challenges to the agencies (e.g., whether to rely on depot, en-route charging, or a combination of these; how to procure buses and install infrastructure cost-effectively; how to manage demand charges; how to deploy buses optimally without impacting on-time performance and rider experiences; and how to account for resilience needs). Probably, this study would address energy storage and solar PV as opportunities to make the overall project more cost-effective. Staff time would be required to coordinate the transit agency group and to identify those who would pursue action items, but most costs associated with implementing outcomes from this action will be covered in other strategies. 5.2.2 Strategy #2: Install Infrastructure in Priority Areas As discussed, the amount of public, workplace, and residential/multifamily charging infrastructure currently installed in the county is less than 20% of the total projected to support the anticipated trajectory of EV adoption through 2025. County, local agencies, and jurisdictions cannot fill this entire gap on their own. Strategic partnerships will be necessary to achieve this buildout. 76 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Through the mapping analysis, conducted as part of developing this EV Readiness Blueprint, CCTA identified priority areas for EV charging infrastructure investments of each type as well as areas suited for electric shared mobility. Many of these priority areas are located within incorporated jurisdictions located in Contra Costa County. In addition, transit agencies and other independent entities seek to electrify operations. CCTA can contribute to these efforts by partnering with jurisdictions and other entities to confirm priority locations and to pursue funding opportunities for EV charging infrastructure, particularly those that could best benefit the county’s underinvested communities. CCTA can coordinate with jurisdictions and other entities to hone priority areas identified through the mapping exercise, sharing information about available funding opportunities. Jurisdictions and entities themselves, however, would need to identify specific site hosts to accommodate charging infrastructure, apply for funding, and conduct installations. Additionally, CCTA may use permitting, planning, and zoning mechanisms to encourage gap filling in priority areas not under control of County departments. Though these ways of supporting EV charging installations are not described here, they are addressed under other strategies within this plan. Lead CCTA Partners Permitting, planning, parking, and transportation departments in each jurisdiction; EVSPs; facility managers; transit agencies; Contra Costa County Public Works Barrier(s) Addressed • Limited access to EV charging • Equitable adoption barriers Impact on Barriers High Key Metrics • Funds obtained for EV charging infrastructure by jurisdictions within Contra Costa County • EV charging infrastructure installed by County departments, jurisdictions, transit agencies, and other entities within Contra Costa County • EV charging infrastructure installed within the County’s DACs Resources • FHWA Alternative Fuel Corridors Webpage • CalCAP Electric Vehicle Charging Station Financing Program • California Electric Vehicle Infrastructure Project (CALeVIP) • EV Infrastructure Planning Tool • EVI-Pro Lite 77 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Example Action 2.1: Coordinate with jurisdictions to install public EV charging in areas identified as high priorities. Upfront Investment $$$ Ongoing Cost $$ Staffing Effort Low to Moderate Infrastructure installations in high-priority areas to meet needs for public charging in the county could be quite substantial, given 3,000 to 4,000 Level 2 and 300 to 700 DCFC stations expected to be required by 2025. Costs per charging port can vary tremendously, depending on settings, infrastructure requirements, whether requiring trenching, which Americans with Disabilities Act requirements are triggered, economies of scale, and many other factors. Although in extremely simple settings, Level 2 charging can be installed for as little as approximately $1,000; for public charging planning purposes, it would be prudent to assume at least $5,000 to $15,000 per port for Level 2 (PG&E regularly publishes its average cost for installations taking place as part of its EV Charge Network, and, as of spring 2019, costs were around the high end of this range). DCFC can be expected to cost significantly more per port (see Table 5 at the beginning of this document). Notably, not all of chargers must be installed solely with public money or grants. Public-private partnerships can help the County leverage its investments and the private market would fill many EV charging needs. It is not expected that ongoing revenues from infrastructure users would fully cover ongoing maintenance and networking costs, hence an appetite for ongoing subsidy and/or business models may be necessary to overcome this challenge. Though not likely a good solution in many places in the county, options could be explored for curbside and/or streetlight-integrated charging to provide options for potential EV adopters who do not have reliable at home charging (such as MUD residents). Example Action 2.2: Partner with jurisdictions to pursue funding opportunities for three EV charging infrastructures, particularly as the Volkswagen Settlement funding and California Energy Commission- funding opportunities become available. CCTA can notify jurisdictions of available funding opportunities for installation of EV charging infrastructure, providing a letter of support to include in the application. Upfront Investment None Ongoing Cost None Staffing Effort Low The only cost incurred by this action would be staff time required to actively research funding programs, coordinate with partner agencies, and develop compelling grant applications. This cost could be more than offset by potential grant receipts, which would reduce the cost of Action 2.1. Example Action 2.3: Establish partnerships with EVSPs to install charging infrastructure in the public right-of-way and at other highly visible and important locations. Explore concession arrangements that would enable the EVSP to install infrastructure in select locations at no cost to the site host. Upfront Investment $ (Depends on Contract) Ongoing Cost $ (Depends on Contract) Staffing Effort Low If the county is fortunate enough to have sites sufficiently attractive to entice EV charging infrastructure vendors to offer no-cost infrastructure, the County’s primary cost would be staffing time for development of a request for proposal (RFP), negotiation of contracts, and oversight of the contract. The County also would need to give concessions to the selected vendor to use space in the public right-of-way, and local rules and protocols would impact this feasibility. This strategy could be applied by cities and towns within the County, and the County could even create a joint RFP or 78 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority request for information with participating cities. Much would require negotiations (e.g., lease payments, tax implications, easements, cost sharing, revenue sharing, and much more). There may be intermediate arrangements, particularly if anticipated revenues are insufficiently high to warrant a no-cost option. Example Action 2.4. Support grant applications for transit agencies and other entities trying to electrify operations, paying particular attention to those operating in the county's DACs. Upfront Investment None Ongoing Cost None Staffing Effort Low Staff likely would not have the direct expertise in zero emission bus infrastructure, but they can provide letters of support and quantification of benefits associated with electrification. Staff can also help agencies leverage findings of the Contra Costa Renewable Resource Potential Study to help them think about an integrated approach to bus electrification that involves renewables and storage. Example Action 2.5. Connect EV charging installation efforts with the workforce development program being planned in the county to use installations as training opportunities for students in vocational programs and the Contra Costa Community College District. Grants could be given to the site host (e.g., a school, community college, or a County agency-owned facility) to cover the equipment and compensation for the instructor overseeing the installation; the school would provide the labor (supervised by a qualified electrician with Electric Vehicle Infrastructure Training Program certification). Upfront Investment $ Ongoing Cost $ Staffing Effort Low A grant that would cover procurement and installation of a few Level 2 ports could be set at approximately $25,000 per grant recipient, and the number of recipients could be determined based on available budget. Minimal staff time would be required, other than determining which sites received grants and administering the grants, though instructor time would be needed to provide hands-on training. It should be noted that participating students would not be qualified to install EVSE afterwards, but the experience may pique their interest in the electrical trades. 5.2.3 Strategy #3: Implement Low-Income Customer Outreach and Education Program CCTA can help determine which entity would be best to leverage partnerships and existing efforts to develop an outreach program, tailored to low-income residents, or to determine if a new entity should be created to serve as a type of “cultural broker.” It is important to note that the designated entity should complement its efforts by mobilizing existing outreach channels rather than duplicating the efforts of others in this space. County departments with existing relationships with community-based organizations working with underinvested communities may be well-equipped to share information coming out of initiatives such as GRID Alternatives’ One Stop Shop. This would include efforts to make EVs more financially viable for low-income drivers and to dispel perceptions that EV usage is a privilege only for high-income populations. EV community carshares provides an important approach for addressing underinvested communities’ needs while remaining sensitive to their limited resources; such actions will be discussed in other strategies presented in this plan. 79 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Lead As determined by CCTA Partners CCTA; Contra Costa County Employment and Human Services; County departments; local jurisdictions; community-based organizations Barrier(s) Addressed • Cost and financial barriers • Consumer perception barriers • Limited access to EV charging • Equitable adoption barriers Impact on Barriers Medium Key Metrics • Adoption of EVs in DACs • Number of outreach events held with targeted communities • Number of dealerships selling used EVs and the amount of advertising on the affordability of EVs Resources • Greenlining EV Equity Toolkit • Tahoe-Truckee Plug-in Electric Vehicle Toolkits • California Drive Clean Incentive Search • U.S. Department of Energy (DOE) EV Tax Credits and Other Incentives • Pacific Gas & Electric EV Tools • CALeVIP • PG&E Electric Vehicle Incentives Example Action 3.1: Increase coordination and collaboration with community-based organizations to share their messages and incorporate their feedback on countywide EV planning and policy. Working with these organizations can help broaden the reach and impact and to better tailor county efforts toward real transportation needs in these communities. Upfront Investment N/A Ongoing Cost $ Staffing Effort Medium Staffing costs may include designation of a community liaison to build and continue partnerships with community organizations or to host key community outreach events with high-priority partners. Messaging and resource development are presumed to be taken care of by initiatives such as the One Stop Shop; so ongoing cost simply refers to the cost of hosting events and distributing materials. Example Action 3.2: Take action to foster a secondary market for used EVs and to expand access to underinvested communities. This may include collaboration with dealerships, hosting more community outreach events (i.e., Ride and Drives), developing programs for EV owners replacing their EVs with a new vehicle purchase to donate used EVs to community groups, and demonstrating how affordable used EVs can be. Upfront Investment N/A Ongoing Cost $ Staffing Effort Low Events could be held quarterly throughout the county at a modest cost. Staffing needs would likely be handled by the same staff member(s) developing the partnerships in Action 3.1, and could be scaled up or down, depending on the efforts’ effectiveness. 80 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority 5.2.4 Strategy #4: Amplify Regional Outreach to Consumers, Site Hosts, and Other Entities A rich network of outreach organizations are active in EV promotion in the Bay Area. This strategy encompasses outreach to potential EV drivers, potential site hosts, jurisdictions, homeowner associations (HOAs), and other stakeholders that would benefit from education. MCE, CEC, BAAQMD, PG&E, Veloz, and numerous local and regional community groups have put together incredibly helpful outreach materials that the County can leverage. Still, research continues to show that awareness of EVs and their capabilities remains substantially limited, and increased awareness has mainly stalled, according to 2017 UC Davis research.77 The County’s departments have numerous touchpoints with consumers, contractors, real estate companies, and other entities that could provide new opportunities for information dissemination. Lead 511 Contra Costa Partners Local jurisdictions; CCTA; Contra Costa County Department of Conservation and Development; other County departments; dealerships; industry Barrier(s) Addressed • Cost and financial barriers • Consumer perception barriers • Equitable adoption barriers Impact on Barriers Medium Key Metrics • Adoption of EVs in the county overall • Number of outreach events held with targeted communities • Number of businesses and other potential site hosts receiving information • Number of site hosts adopting charging • Number of public sector fleets assessing the EV suitability of each vehicle • Number of public sector fleets that have procured EVs Resources • Tahoe-Truckee Plug-in Electric Vehicle Toolkits • Greenlining EV Equity Toolkit • Community Plug-in Electric Vehicle (PEV) Readiness Toolkit • Advanced Electric Drive Vehicle Education Program Example Action 4.1: Amplify existing education and outreach initiatives to potential site hosts, in partnership with PG&E, MCE, BAAQMD, and other agencies. Upfront Investment None Ongoing Cost $ Staffing Effort Low Potential site hosts need help understanding the business case for installing chargers. This effort would not involve development of any new resources; rather, it would focus on provision of existing resources and tools. Staff would keep track of the most useful analytical tools for prospective hosts, such as the Center for Climate and Energy Solutions EV Charging Financial Analysis Tool, and would 77 https://its.ucdavis.edu/blog-post/automakers-policymakers-on-path-to-electric-vehicles-consumers-are-not/ 81 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority track current programs that hosts can use, such as PG&E’s EV Charge Network, MCE’s EV Charging Program for MUDs and workplaces, BAAQMD’s Charge! program, and others. Staff would brainstorm ways to continually distribute information through mailer inserts on tax bills or other mailings, informational packets distributed at meetings with real estate developers, and mobilizing planning, development review, and inspectional staff to provide materials. Example Action 4.2: Offer a County-sponsored technical assistance phone line for businesses and property owners, covering topics such as current incentives, how to use property assessed clean energy financing and/or CalCAP loans, and what types of charging, operational policies, and payment schemes would be best suited to their situation. Upfront Investment None Ongoing Cost $ Staffing Effort Low An initial one-time staff effort could be invested to set up a website that would function as an EV landing page, complementing the technical assistance phone line. It is expected that the phone line would not create substantial work for the individual staffing it, as call volumes would likely begin low, but the resource could become very helpful for smaller property owners with less sophisticated understanding of the options. Example Action 4.3: Conduct direct outreach and experiential events (such as Ride and Drives at farmers markets, community celebrations, and busy locations). Expand awareness of less expensive ways to purchase EVs (such as participating in programs like Bay Area SunShares, coupling EVs with residential solar, and more). Upfront Investment None Ongoing Cost $ to $$ Staffing Effort Low to Moderate Given the county’s geographic breadth, EV promotion events could be offered with relative frequency without saturating the audience; therefore, staff time required could add to a moderate level. Participation in National Drive Electric Week and promotion of EVs throughout the calendar year would require maintaining active partnerships with OEMs, dealers, and cities and towns in which events would be held. OEMs may be more willing to contribute staff time in locations more likely to result in immediate upticks in their sales, so the design of these events would need to factor in a strategy to bring the events to parts of the county that have historically lagged in EV adoption. Example Action 4.4: Enhance local knowledge of the network of DC fast-charging by achieving Federal Highway Administration’s EV “Corridor-Ready” designation, and eventually installing signage for the remaining highway corridors in Contra Costa County not yet nominated (Routes 4 and 24). Upfront Investment $ to $$$ Ongoing Cost Minimal Staffing Effort Low This action would be taken in partnership with the California Department of Transportation, East Bay Clean Cities Coalition, and other regional entities, applying for a “Corridor-Ready” designation through FHWA’s Alternative Fuel Corridors program. If the findings proved that these corridors did not need additional DCFC infrastructure to achieve designation, the costs would be minimal, but if a few new DCFC ports were required, costs could be significant. Maps developed for this project could provide a good starting point for self-assessment of these routes relative to FHWA criteria. 82 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Example Action 4.5: Reinforce and educate HOAs and condo associations about the state's “right to charge” law (SB 1016). This allows homeowners to install EV chargers, subject only to “reasonable restrictions” from HOA. Upfront Investment None Ongoing Cost None Staffing Effort Low Staff would need to work with planning and zoning offices in each jurisdiction within the county to obtain a list of HOAs and their contact information. This would be a one-time effort to compile information, after which outreach needs would be minimal. More targeted investigations and more active outreach could be conducted if it was known or suspected that certain HOAs were imposing unreasonable EV charging restrictions. Example Action 4.6: Incorporate considerations for EV charging etiquette in outreach efforts. Upfront Investment $ Ongoing Cost $ Staffing Effort Low It is important for drivers charging their EVs to understand how to optimize charger use for themselves and for the rest of the EV community at large. For this action, 511 Contra Costa staff would integrate information within outreach materials about when to charge, how to keep track of active charging, and unplugging from charging ports once the vehicle battery is full. New materials may need to be created, incurring a low level of upfront investment. Ongoing costs could include updating existing materials and developing new materials as needed. Staff also would encourage jurisdictions to do the same, so all drivers receive consistent information. Example Action 4.7: Expose TNC drivers and riders to EVs through partnerships such as Uber’s EV Champions Initiative and/or by providing incentives for riders to select EVs when requesting a ride through a TNC. The Sacramento Municipal Utility District offers one example of an entity providing a per-trip incentive to Uber drivers completing trips in a zero-emission vehicle within its service area. Upfront Investment $ Ongoing Cost $ Staffing Effort Low Establishing an incentive would require upfront investments and ongoing costs to maintain, but the incentive need not be very large ($1-$2) as a large number of TNC trips are relatively low-cost. Staff time would be needed to coordinate with TNCs and manage the incentive program. Example Action 4.8: Target education and outreach investments toward critical consumer decision points, such as buying ads to promote EV initiatives to run at gas stations (as done by San Diego Gas and Electric) and/or convincing dealerships to offer discounts to residents who demonstrate they received EV education from the County.78 Outreach and education provided by third parties can save time for dealers who do not have resources to provide the education themselves. Upfront Investment $-$$ Ongoing Cost $-$$ Staffing Effort Low 78 An initiative by the University of Oregon, Eugene Water & Electric Board, and City of Eugene could serve as a model for dealer discounts. The three agencies hosted free workshops about buying and owning an EV and provided attendees with exclusive EV rebates at participating auto dealers. 83 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Staff time would be required to coordinate advertising or in-person outreach and education efforts. The investment amount would vary, depending on how extensive the education campaign would be. 5.2.5 Strategy #5: Adopt and Promote EV Reach Codes New construction offers a blank slate to provide adequate accommodations for EV charging as well as a great opportunity for substantial impacts as the infrastructure is much less expensive to install during construction than after the fact. The upcoming mandatory adoption of the California Green Building Standards Code (CALGreen Code) that goes into effect on January 1, 2020, will help ensure these savings are realized by requiring higher amounts of EV-capable parking spaces. However, jurisdictions have an opportunity to go beyond CALGreen Code requirements with their own reach codes, which is easiest to do during adoption of the new three-year cycle. Multiple levels of EV readiness exist, ranging from “EV Capable,” which requires installations of raceway and panel capacity, to “EV Ready,” which includes wiring, to fully requiring EVSE installations. Research in support of reach code adoption for Oakland, San Francisco, and Fremont indicated that, depending on the scenario, building parking spaces to EV-ready standards could save $1,000 to $5,000 on later installation of EV charging, per port.79 Therefore maximizing benefits of EV-ready codes should provide a critical component in the County’s effort to cost-effectively expand its charging infrastructure. Lead As directed by the Public Managers’ Association Partners CCTA; Contra Costa County Department of Conservation and Development – Application and Permit Center; local jurisdictions’ permitting departments Barrier(s) Addressed • Limited access to EV charging • Soft costs associated with EV charging permitting and processes • Technological barriers • Equitable adoption barriers Impact on Barriers High Key Metrics • Number of jurisdictions with EV reach codes approved • Level of ambition of each EV reach code, in terms of percentage thresholds of EV-capable, EV-ready, and EVSE-installed parking stalls Resources • AB 1236 Tool Kit: EV Charging Stations Ordinance • Creating EV-Ready Towns and Cities: A Guide to Planning and Policy Tools • Solano Electric Vehicle Transition Program • AchiEVe: Model State & Local Policies to Accelerate Electric Vehicle Adoption 79 https://energy-solution.com/wp-content/uploads/2016/08/PEV-Infrastructure-Cost-Effectiveness-Summary- Report-2016-07-20a.pdf 84 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Example Action 5.1: Conduct, commission, or adapt findings of a cost-effectiveness study to provide support for the County and local jurisdictions in adopting more stringent EV-ready installation requirements. Coordinate an effort to encourage as many county jurisdictions as possible to align around standard and ambitious EV charging requirements. Peninsula Clean Energy (PCE) has conducted a study resulting in development of a new model reach code with ambitious EV ready, EV capable, and EVSE required thresholds for residential and nonresidential buildings. Upfront Investment $ to $$ (Depending on Whether Conducting a New Study or Leveraging Recent Work by PCE) Ongoing Cost None Staffing Effort Low As cost-effectiveness studies have been conducted multiple times, staff could likely achieve this action with a relatively small upfront cost. For instance, the cost needed to adapt similar studies for local factors or different, desired EV ready and EV capable thresholds than studies already conducted. The cost-effectiveness study conducted by PCE for jurisdictions within its service territory will be a helpful resource, particularly if jurisdictions in Contra Costa County are interested in similar thresholds to those proposed for jurisdictions within PCE territory, which are presented in its model reach code that encourages jurisdictions to adopt.80 Example Action 5.2: Act quickly to increase EV reach code requirements in this code cycle and spread awareness for local cities and towns to spur action. Upfront Investment Covered Above Ongoing Cost None Staffing Effort Low Staff effort would involve customizing EV model reach code language, securing the buy-in for implementation, passing a City Council vote, and filing the new code with the State Buildings and Standards Commission. Each of these steps would need to be taken by October 2019 to take effect for January 1, 2020, with the new CALGreen Code cycle. 5.2.6 Strategy #6: Adopt and Promote Streamlined Permitting California Assembly Bill 1236 requires statewide streamlining of EV permit processes. However, due to a lack of understanding of requirements and/or lack of resources, many jurisdictions have been slow to adopt and enforce AB 1236, thereby slowing EV market saturation and inhibiting organic trends in EV adoption. To implement this strategy, Contra Costa County would coordinate a countywide effort to uniformly enforce the bill and streamline permitting processes more broadly. The County can work with jurisdictions to establish blanket strategies and, on an individual basis, diagnose and provide support to resolve barriers preventing timely adoption of AB 1236. Lead As directed by the Public Managers’ Association Partners CCTA; Contra Costa County Department of Conservation and Development – Application and Permit Center; local jurisdictions’ permitting departments 80 https://peninsulareachcodes.org/ 85 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Barrier(s) Addressed • Limited access to EV charging • Soft costs associated with EV charging permitting and processes • Equitable adoption barriers Impact on Barriers Depends on baseline permit procedures in each city and town – expected to be moderate Key Metrics • Number of permits processed • Number of jurisdictions adopting all AB1236 practices • Average number of days processing time Resources • AB 1236 Tool Kit: EV Charging Stations Ordinance • Creating EV-Ready Towns and Cities: A Guide to Planning and Policy Tools • Solano Electric Vehicle Transition Program • AchiEVe: Model State & Local Policies to Accelerate Electric Vehicle Adoption Example Action 6.1: Host workshops with jurisdiction representatives to brainstorm and develop strategies for communicating about and enforcing California Assembly Bill 1236. Work with jurisdictions individually to diagnose barriers to enforcement, devise solutions to overcome these, and provide support in applying solutions. Aim for a uniform streamlined permitting process across the county. Upfront Investment None Ongoing Cost None Staffing Effort Moderate This action primarily is expected to be a one-time effort. Staff time would be required to schedule workshops and meetings. Technical assistance could be provided to cities and towns with the least ability to directly invest efforts in reforming their practices. Low-cost ways of complying with AB1236 (e.g., adopting template checklists and allowing email permit submissions if an online permit database is cost-prohibitive) could be some of the first actions cities and towns could implement. Example Action 6.2: Populate a database of EV permitting processes and submit these to the Governor’s Office of Business Development (GO-Biz) to spread the word about newly streamlined processes, which may attract contractors’ interest in performing more installs in county jurisdictions.81 Upfront Investment None Ongoing Cost None Staffing Effort Moderate The staff time required would be distributed among all municipalities in the county and would require a central County department to push this initiative forward, though the time investment is expected to be light. 81 GO-Biz intends to create an AB1236 scorecard for every jurisdiction in the state. Contra Costa County volunteering its municipalities as a test case for this scorecard would provide impetus for each jurisdiction to make improvements to their processes and would support countywide efforts to show that the County is ready to receive grants to install more infrastructure. 86 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Example Action 6.3: Leverage existing outreach and education campaigns to provide technical assistance directly to MUD management companies and developers that may struggle to understand and/or abide by technical requirements for EVSE permitting and installation. Schedule on-site consultations with MUD owners and connect them with local installers and technicians to bridge knowledge gaps and reduce effort/steps on behalf of owners. Upfront Investment None Ongoing Cost None Staffing Effort (In-House or Outsourced) Moderate to High Technical assistance provision would likely be outsourced to an entity better equipped to do site visits, assemble cost estimates, and determine how to proceed with EVSE installations. In a large county, with valuable funding opportunities to be leveraged, demand for technical assistance could grow substantially in coming years. The program could be jointly developed with MCE or another organization and may not need to be paid for or administered directly using County funds.82 Example Action 6.4: Provide incentives to new construction permit applications in cases where project developers planned to implement more EV charging stations than required by code. This could involve being bumped to the front of the queue for development review, or reducing or waiving permit fees. Upfront Investment None Ongoing Cost $ Staffing Effort None The policy’s cost would come from reductions in permit revenues associated with discounts or waivers. No changes to staff time investments would be required. 5.2.7 Strategy #7: Contribute to a Regional Charging Network and Engage in Statewide Policy CCTA’s approach to EV readiness acknowledges that Contra Costa County cannot successfully spur widespread EV adoption without a world-class regional charging network. Contra Costa’s success hinges on success of the state as a whole and success of surrounding counties, as daily inter-county travel flows are substantial, and driver perceptions of widespread EV charging availability have not substantially improved in recent years.83 Lead CCTA Partners BAAQMD, MCE, PG&E, Electrify America, California Governor’s Office Barrier(s) Addressed • Limited access to EV charging • Technological barriers • Equitable adoption barriers Impact on Barriers Medium Key Metrics • Participation in regional and statewide charging discussions • Comments added to proposed policies • Origin-destination data from drivers charging in Contra Costa County 82 Other CCAs have created and funded similar technical assistance programs, such as PCE. https://www.peninsulacleanenergy.com/ev-charging-incentives/ 83 https://its.ucdavis.edu/blog-post/automakers-policymakers-on-path-to-electric-vehicles-consumers-are-not/ 87 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Resources • Alternative Fuel Toolkit • FHWA Alternative Fuel Corridors Webpage • AchiEVe: Model State & Local Policies to Accelerate Electric Vehicle Adoption • EV Infrastructure Planning Tool Example Action 7.1: Join with counties and agencies across the Bay Area and beyond to assess how Contra Costa EV charging assets contribute to a regional network (particularly in the case of DCFC). Upfront Investment None Ongoing Cost None Staffing Effort Low Staffing could include efforts to obtain data on utilization rates of DCFC and Level 2 charging regionwide and use the data to support arguments for increased investments, explore opportunities for enticing suppliers to expand the regional network, potentially through revenue floors, and other risk-transfer strategies. Staffing would include sending representatives to regional convenings, such as the Bay Area PEV Coordinating Council, and to conferences to continue harvesting best practices from around the country. Example Action 7.2: Join in specific topical discussions, such as how AB1236 compliance is evaluated, how local and regional entities can support the Clean Miles Standard (SB 1014), how utility programs are approved and designed, and other topics. Upfront Investment None Ongoing Cost None Staffing Effort Low Staff time costs could include reviewing dockets, broadly scanning literature, pilot project reports, program evaluations, and other efforts to maintain a local database of knowledge and to disseminate that knowledge to key practitioners in the county, its jurisdictions, and surrounding counties. Example Action 7.3: Encourage standardization of EVSE technologies in certain vehicle segments. For instance, the county’s transit agencies and school districts must navigate a landscape of proprietary chargers that only operate with certain OEMs, and software solutions that are not yet sufficiently sophisticated to consistently allow advanced management of charging patterns. Upfront Investment None Ongoing Cost None Staffing Effort Low Staffing time required for this activity would include periodic listening tours with County departments to understand their opportunities and frustrations with current efforts to electrify, and discussions with peer counties to coordinate advocacy for standardization. 5.2.8 Strategy #8: Integrate EV Readiness with Growth Management CCTA’s Growth Management Program (GMP) is designed to help Contra Costa County plan for and accommodate expected increases in population, households, and jobs through 2035. For jurisdictions within Contra Costa to become eligible to receive 18% Local Street Maintenance and Improvement and Transportation for Livable Communities program funds, they must demonstrate compliance through CCTA’s GMP Compliance Checklist. The checklist can be used to encourage jurisdictions to incorporate EV readiness into their growth and development planning processes. 88 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority CCTA is best suited to coordinate efforts to update GMP requirements by engaging with jurisdictions to achieve a consensus on how requirements can be changed without causing undue burdens on the jurisdictions. Lead CCTA Partners Local jurisdictions Barrier(s) Addressed • Limited access to EV charging Impact on Barriers Medium Key Metrics • EV readiness elements integrated into GMP Compliance Checklist • Jurisdictional buy-in to the revised requirements • Compliance with the revised requirements Resources • Community PEV Readiness Toolkit • Zero-Emission Vehicles in California: COMMUNITY READINESS GUIDEBOOK • Electric Vehicle Readiness Plan for Ventura, Santa Barbara, and San Luis Obispo Counties (Central Coast) • Bay Area Plug-In Electric Vehicle Readiness Plan Example Action 8.1: Revise the Compliance Checklist to include an item requiring jurisdictions to indicate how they contribute to a countywide EV charging network through direct EVSE installations. Upfront Investment None Ongoing Cost None Staffing Effort Medium Staff time needed to coordinate with jurisdictions on new requirements to include in the GMP Compliance Checklist, update the GMP Compliance Checklist and all materials providing associated guidance, and determine if jurisdictions satisfy additional requirements during compliance checks. Example Action 8.2: Revise the Compliance Checklist to include an item requiring jurisdictions to indicate how they use zoning code and development levers to encourage EVSE installations (such as by counting EV spaces as multiple parking spaces toward parking minimums, awarding new developments with density bonuses for installing EV spaces, requiring fully operational EV spaces for new developments, or defining EV charging stations as an allowed accessory use). Upfront Investment None Ongoing Cost None Staffing Effort Medium Staff time needed to coordinate with jurisdictions on new requirements to include in the GMP Compliance Checklist, update the GMP Compliance Checklist and all materials providing associated guidance, and determine if jurisdictions satisfy additional requirements during compliance checks. 5.2.9 Strategy #9: Track Progress Establish a process for tracking implementation progress of the EV Readiness Blueprint, including the reporting frequency and accountability to stakeholders. As market and policy conditions evolve, it will be important to revisit the Blueprint, report on progress, and refine strategies as needed to ensure effective and continued progress. Contra Costa County and jurisdictions within the county should 89 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority collaborate early in the implementation of the EV Readiness Blueprint to develop a clear and achievable process for tracking progress. This process would keep stakeholders on target and moving forward on planned components. Lead CCTA Partners 511 Contra Costa, Contra Costa County Department of Conservation and Development, local jurisdictions Barrier(s) Addressed • Limited access to EV charging • Cost and financial barriers • Consumer perception barriers • Technological barriers • Soft costs associated with EV charging permitting and processes • Equitable adoption barriers Impact on Barriers Relative to each strategy Key Metrics • Process established for continued stakeholder engagement • Implementation of selected actions • Iteration on strategies as conditions shift Resources • The ABCs of EVs: A Guide for Policy Makers and Consumer Advocates • Greenlining EV Equity Toolkit • EV charging status: Plugshare and DOE Alternative Fuel Data Center station locator • EV adoption: DMV and California Clean Vehicle Rebate Project datasets Example Action 9.1: Create a staff position for countywide EV readiness activities. Upfront Investment $$ Ongoing Cost $$ Staffing Effort High Creating a new staff position would incur recruiting and personnel costs, but it could alleviate burdens from other staff members spending at least a portion of their time related to EV readiness. Someone in this position would serve as the point person for ongoing stakeholder engagement to keep momentum and progress going on the Blueprint. Note: the staffing effort level required for this action would not be strictly additive with staff efforts listed for other actions and could provide a way to fill these staffing needs. Example Action 9.2: Establish a central information clearinghouse about countywide EV planning efforts, and foster CCTA's reputation as the principal resource for coordinated EV planning. Upfront Investment $$ Ongoing Cost $ Staffing Effort Low Setting up an information clearinghouse (such as through a website) would incur initial design and development costs, but ongoing costs to keep it maintained would be relatively low and would rely on staff support. 90 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Example Action 9.3: Set targets for countywide public EV charging infrastructure and EV registrations and synchronize EV readiness efforts across County and local planning efforts. Provide input and context for cities as they develop their CAPs or CAP updates, sustainability strategies, zoning, codes, and other policies that would impact EV readiness in the county. Upfront Investment None Ongoing Cost None Staffing Effort Low Initial staff time would be required to coordinate with stakeholders in establishing suitable targets and interim milestones. Periodic staff support on the County’s behalf would be necessary to ensure city-level efforts are coordinated with County efforts. 5.2.10 Strategy #10: Electrify County Fleets and Encourage Fleets Within Jurisdictions to Electrify Electrifying public fleets demonstrates leadership and can reduce vehicle lifecycle costs. The Contra Costa Public Works Fleet Services department can take the lead in maximizing opportunities for EVs within the County’s fleet and to encourage other public fleets within the county to do the same by—for example—sharing lessons learned and coordinating on vehicle procurement. Lead Contra Costa Public Works Fleet Services Partners Local jurisdiction fleet managers Barrier(s) Addressed • Cost and financial barriers • Consumer perception barriers Impact on Barriers Medium Key Metrics • Proportion of EVs in fleets • EV charging infrastructure installed for fleet use Resources • Climate Mayors • Alternative Fuel Toolkit • AchiEVe: Model State & Local Policies to Accelerate Electric Vehicle Adoption • DriveClean Plug-In Electric Vehicle Resource Center • Alameda County Electric Vehicle Programs Example Action 10.1: Establish or revisit fleet transition plans and evaluate if additional vehicles can be replaced with EVs. As more EV models became available on the market, additional opportunities may appear to replace ICE or hybrid vehicles. Upfront Investment $$$ Ongoing Cost Negative (Savings) Staffing Effort Moderate Upfront EV costs may be higher than those of conventional vehicles, but their total ownership cost is less, resulting in lower ongoing costs. Staff support would be needed to evaluate fleet needs and manage the procurement process. Example Action 10.2: Encourage jurisdictions to participate in the Climate Mayor’s Electric Vehicle Purchasing Collaborative. Upfront Investment None Ongoing Cost None Staffing Effort None 91 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Staff would inform and remind cities and towns in the county of no-cost perks offered by the Climate Mayor’s group, enabling them to have a subset of their fleets reviewed for EV suitability and advising them on how to leverage cooperative EV procurement. Example Action 10.3: Innovatively deploy electric school buses and other heavy vehicles as grid resources via managed charging and/or V2G pilots. Upfront Investment $$$ Ongoing Cost $$ Staffing Effort Moderate As overgeneration of solar during midday continues to pose challenges for effective grid management, electric vehicles parked during midday can provide valuable resources. One way to do this is to respond to signals from the utility that request a load increase (at times of excess supply, as in PG&E’s Excess Supply Program, which Pittsburg Unified School District participates in). Another way is to use V2G technologies to feed energy back to the grid at times when it is needed, such as that taking place in upstate New York, where a school district has collaborated with the local utility to establish a pilot project that utilizes electric school buses as mobile batteries during summer months to help manage grid needs.84 Projects such as these take one capital asset and utilize it for two purposes—transportation and grid services. This project type could be especially valuable in a county like Contra Costa, where summer months are expected to see electricity demand spikes as the climate warms. School buses offer a particularly good match as they are generally parked during times of day when they may be called upon to charge and because replacing diesel school buses could drive air quality co-benefits targeted at youth, who are especially vulnerable to air pollution effects. Upfront costs could be substantial for the entity procuring the vehicles and installing the chargers, but could be at least partially defrayed by regional and state grants and/or investments from partners. Example Action 10.4: Integrate renewable energy sources into fleet electrification implementation. Upfront Investment $$ Ongoing Cost Negative (Savings) Staffing Effort Moderate On-site renewable energy sources (such as solar) can offset additional electricity needs that would be generated from an increase in EVs charging from the grid, and can especially offset costs associated with demand charges. Public sector entities that take service from PG&E (not MCE) can evaluate whether the Renewable Energy Self-Generation Bill Credit Transfer program would increase the value proposition of solar. Those public sector fleets taking service from MCE can explore what similar options may exist for applying excess generation credits to multiple benefiting accounts.85 Planning for and installing solar capacity would require dedicated staff time and substantial upfront investment, but, in the long-term, it can result in cost savings in comparison to a scenario without on-site renewables. There would be associated maintenance costs, but those would be relatively low. Many jurisdictions within the county may have the expertise and knowledge to evaluate solar and EV adoption projects, whereas others may need assistance and guidance. 84 https://nyrevconnect.com/utility-profiles/consolidated-edison/ 85 https://www.pge.com/en_US/for-our-business-partners/interconnection-renewables/export- power/distributed-generation-handbook/net-energy-metering/res-bct-program.page?ctx=business 92 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority 5.3 Medium-Term (3-5 years) 5.3.1 Strategy #11: Implement Scalable Shared, Electric, Connected, and Autonomous Vehicle Pilots The convergence of electrification and automation with shared mobility is predicted to have a transformative effect on mobility. Additionally, shared autonomous vehicles (SAVs) and shuttles have the potential to reduce private vehicle ownership and provide innovative opportunities to lower cost and offer flexible public transportation systems. To test and scale this concept, CCTA can fund pilots and support municipalities to develop and implement shared, electric, connected, and autonomous solutions. As these services scale, the cost will come down so more people can utilize them and become accustomed to the ease of travel without having to rely on their personal car for every trip. Combined, shared, connected vehicles with automation can provide traveler cost savings and reduce the need for parking. These solutions could also potentially reduce the number of vehicles in Contra Costa County, saving costs and opening land for other uses. CCTA could leverage a variety of funding sources (e.g., CARB, USDOT, etc.) and work with other jurisdictions and County departments to apply for funding and forge partnerships to implement pilots targeting specific use cases, with a special emphasis on underserved users and communities (e.g., people with disabilities, shift workers requiring late night transportation, etc.). Lead CCTA Partners Local jurisdictions and County departments Barrier(s) Addressed • Cost and financial barriers • Consumer perception barriers • Technological barriers • Equitable adoption barriers Impact on Barriers High Key Metrics • Vehicle miles traveled in pilot vehicles • Passenger miles traveled in pilot vehicles • Average occupancy of pilot vehicles • Demographic profile of passengers • Spatial/demographic distribution of locations served • Average cost per mile Resources • Greenlining EV Equity Toolkit • ReadySet Charge California! A Guide to EV-Ready Communities • The ABCs of EVs: A Guide for Policy Makers and Consumer Advocates 93 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Example Action 11.1: Implement a pilot for campus applications. Electric SAVs could provide short- distance, point-to-point travel in campus environments that can be easily mapped by software. These locations include: theme parks, resorts, malls, business parks, college campuses, airport terminals, construction sites, downtown centers, real estate developments, gated communities, industrial centers, and others (e.g., Bishop Ranch, Diablo Valley College, Rossmoor, etc.). Upfront investment $$$ Ongoing cost $$ Staffing effort Moderate Upfront investment would be needed to acquire pilot vehicles, mapping software, and dedicated charging infrastructure, and any of these expenses could be supported by grants and matching funds. The exact level of investment is dependent on the size and design of the pilot. Ongoing cost would potentially include safety drivers, program monitoring, and charging and maintenance of vehicles. Example Action 11.2: Implement a pilot for first mile/last mile connectivity in electric vehicles. Traditionally, public transit has been limited by fixed routes and fixed schedules. Due to these limitations, travelers may find it difficult to complete the first or last mile of their journey using public transit. SAVs may be able to help bridge first and last mile gaps in the public transportation network. Upfront investment $$$ Ongoing cost $$ Staffing effort Moderate As described in Action 13.1. Example Action 11.3: Implement a pilot for low density service. SAVs have the potential to provide lower cost and more frequent or responsive transit solutions in rural, exurban, and low-density suburban areas where low ridership and high labor costs often contribute to inefficient or cost prohibitive fixed route service. Upfront investment $$$ Ongoing cost $$ Staffing effort Moderate As described in Action 13.1. Example Action 11.4: Implement a pilot for off-peak/late night service. SAVs can complement public transit by providing service during off-peak times, especially late at night when service is difficult and costly to provide. Upfront investment $$$ Ongoing cost $$ Staffing effort Moderate As described in Action 13.1. Example Action 11.5: Implement a paratransit pilot. Paratransit services could be provided by SAVs to meet the needs of people with disabilities; nevertheless, human assistance may still be required. Upfront investment $$$ Ongoing cost $$ Staffing effort Moderate As described in Action 13.1. 94 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority 5.3.2 Strategy #12: Expand Pilot Programs to Provide Electric Mobility Services to Underserved Populations Programs in this category are intended to provide EV mobility services to underinvested communities. This can include any policy or program that uses clean transportation options and either targets or only serves underinvested communities. Often these example actions help facilitate public transit access in the cases where the final destination of an individual or household who uses public transportation is located too far away to access public transportation without a private vehicle. Precise roles and responsibilities would vary depending on the specific action implemented. CCTA could lead with potential partners such as state or federal programs and matching funds; PG&E and other utility and infrastructure partners to provide EV charging; and/or other public transportation services to implement or partner with private sector transportation services. Lead CCTA Partners 511 Contra Costa, PG&E, MCE, local advocacy groups, public transit agencies Barrier(s) Addressed • Limited access to EV charging • Consumer perception barriers • Equitable adoption barriers Impact on Barriers Medium Key Metrics • Demographic profile of EV drivers or EV charger users • Availability of affordable transportation options for all users (including but not limited to people with disabilities, unbanked households, low-income households, low-density communities, and late-night shift workers) • Spatial distribution of service availability, costs, and wait times • Equivalent level of service (as defined by the Federal Transit Administration) Resources • Greenlining EV Equity Toolkit • Tahoe-Truckee Plug-in Electric Vehicle Toolkits • California Drive Clean Incentive Search • DOE EV Tax Credits and Other Incentives • Pacific Gas & Electric EV Tools • CALeVIP • PG&E Electric Vehicle Incentives Example Action 12.1: Run a pilot program of EV carsharing in DACs. Upfront investment $$ Ongoing cost $$ Staffing effort Low Investment types may vary but could include in-kind support to apply for state and federal funding, matching funds, and rights-of-way access for vehicles. Other investments could include charging infrastructure and grants for EV procurement. 95 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Example Action 12.2: Pilot demand-responsive EV transportation services in DACs, such as microtransit, partnerships with TNCs, or others. Upfront investment $$ Ongoing cost $$ Staffing effort Moderate Investment types may vary but could include in-kind support to apply for state and federal funding, matching funds, grants for EV procurement, charging infrastructure, per trip subsidies, and loading zones for services. Example Action 12.3: Provide custom solutions to alleviate financial barriers and “digital divide” barriers that preclude participation in existing and upcoming shared electric mobility services for underserved populations. This could include offering ways to pay with cash for unbanked customers, providing ways to summon Uber/Lyft/TNCs without the use of a smartphone (e.g., Go Go Grandparent), and providing ways to reserve shared vehicles or services without having Wi-Fi. Upfront investment $ Ongoing cost $$ Staffing effort Low to Moderate Costs may vary but could include subsidies for income qualified participants, and coordination time to develop solutions in partnership with the operators of the shared electric mobility services. Example Action 12.4: Develop relationships with third parties providing free services through ad sponsorship and other innovative business models to enhance pilot affordability, particularly in underinvested communities. Several companies are currently testing ways to provide electric mobility to users for free using sponsors. For example, WaiveCar offers a fleet of shared EVs, Circuit (formerly “The Free Ride”) provides electric shuttle service, and Volta delivers free charging through its stations, all for free. Using such models can lower barriers of adoption and increase participation from underinvested communities. Upfront investment None Ongoing cost None Staffing effort Low Only staff time would be required to coordinate with the third-parties to determine where to deploy their services and to monitor implementation. 5.3.3 Strategy #13: Integrate EV Carpool and Shuttle Services into County 511 Programs The Metropolitan Transportation Commission (MTC) currently engages in numerous regional initiatives and partnerships to support carpooling and other transportation demand management, air quality, and climate action initiatives such as 511 Traveler Information, Guaranteed Ride Home, Spare the Air, and Park-and-Ride, among others. MTC manages the regional 511 Carpool Program to assist Bay Area commuters with finding carpool and vanpool partners. In recent years, employer shuttles and carpool matching apps have entered the Bay Area marketplace, potentially changing how commuters travel and how carpool matching is facilitated. Given the capacity limitations of the Bay Area’s regional highway and public transit networks, increasing passenger occupancies in the county through ridesharing using EV carpools and shuttle services can be a quick and cost-effective way to provide more transportation capacity to Contra Costa commuters while reducing emissions. 96 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority A variety of stakeholders could play a crucial role in supporting EV carpooling. One of the most effective ways to support EV carpooling is through incentives (e.g., cash for commuters) and supporting employer transportation demand management programs. Potential partners could include MTC, BAAQMD, local jurisdictions, property managers (e.g., commercial buildings and office parks), and major employers. Lead 511 Contra Costa Partners MTC, BAAQMD, local jurisdictions, property managers, and major employers Barrier(s) Addressed • Limited access to EV charging • Technological barriers • Consumer perception barriers • Equitable adoption barriers Impact on Barriers Medium Key Metrics • Average vehicle occupancy • Number of single-occupancy trips avoided by time and by origin/destination Resources • Alternative Fuel and Electric Vehicle Program • Fleets for the Future Procurement and Transition Planning Guides • Creating EV-Ready Towns and Cities: A Guide to Planning and Policy Tools Example Action 13.1: Provide bonus incentives for carpool drivers that are using EVs, through a cash for commuters or similar program. The program could be administered internally or in partnership with a third party for program administration (e.g., Ride Amigos, Scoop, Waze Carpool, etc.). Upfront investment $ Ongoing cost $$ Staffing effort Low If the bonus incentives are being conducted through an existing incentive program, upfront investment would be minimal and staff support would be needed to promote the program. Ongoing funding would be needed to continue distributing incentives and staff support would be needed to administer the program. Example Action 13.2: Require employers to implement innovative new tools as part of trip reduction programs, which could include EV shuttles (e.g., circulator, first/last-mile to BART, etc.), subsidies for EV carpool participation, and preferential parking and reduced parking fees for EVs carpools and vanpools. Upfront investment $ Ongoing cost $ Staffing effort Moderate Staff support would be needed to develop, implement, and promote the new policy, and enforce it. 97 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority 5.4 Long-Term (5+ years) 5.4.1 Strategy #14: Incorporate EV Resilience Planning into County Preparedness Strategies As EVs comprise an increasingly large proportion of the vehicle fleet within Contra Costa County, they must be accounted for when planning for emergencies such as grid failures. By integrating EVs into preparedness strategies, Contra Costa County can maximize the opportunities EVs provide by being mobile sources of power and ensure the resilience of operations relying on EVs during emergencies. The Contra Costa County Office of Emergency Services may be well suited to lead implementation of this strategy as part of its responsibility to conduct planning, outreach, and training related to disaster management and emergency preparedness. The Office of Emergency Services would need significant input and buy-in from other stakeholders such as PG&E, MCE, renewable energy providers, emergency preparedness departments within individual jurisdictions, and fleet managers. Lead Contra Costa County Office of Emergency Services Partners PG&E, MCE, renewable energy providers, emergency preparedness departments within individual jurisdictions, and fleet managers Barrier(s) Addressed • Limited access to EV charging • Consumer perception barriers • Technological barriers Impact on Barriers Limited Access to EV charging (High) Consumer Perception Barriers (Medium) Technological Barriers (Medium) Key Metrics • Inclusion of EV considerations within the Contra Costa County Emergency Operations Plan • Inclusion of EV considerations within emergency preparedness exercises Resources • Enhancing Grid Resilience with Integrated Storage from Electric Vehicles Example Action 14.1: Designate selected emergency response centers to provide EV charging via backup generators during grid failures and other emergencies. Upfront investment $$ Ongoing cost $ Staffing effort Low Upfront investment would be needed to acquire backup generators where needed. Ongoing costs to test and maintain the backup generators are anticipated to be minimal. A staff member would need to coordinate with emergency response centers to establish procedures for the use of the backup generators. 98 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Example Action 14.2: Establish detailed contingency plans to continue critical operations of fleet EVs during grid failures and other emergencies. Resilience measures to incorporate within the plans include stand-alone electricity generation options, energy storage, and islandable microgrids that can operate connected to the utility grid or independently during. Upfront investment $$$ Ongoing cost $$ Staffing effort Moderate Upfront investment for the resilience solutions could be high depending on the technologies selected, through ongoing operating costs (especially for renewable energy solutions) would be low. Additional costs may be incurred by the need to have backup non-electric vehicles for critical operations. Ongoing costs would also include funds to perform exercises to practice implementation of the plans. Staff time would be needed to develop contingency plans, create awareness of the plans, and perform exercises. The need to cope with frequent outages may increase as increased wildfire risks driven by a changing climate force PG&E to implement more Public Safety Power Shutoff events. Example Action 14.3: Establish plans to deploy off-grid solar carports, solar and storage integration, and/or islandable microgrids that can operate connected to the utility grid or independently to provide power to private EV owners during grid failures and other emergencies. Upfront investment $$$ Ongoing cost $ Staffing effort Moderate Upfront investment for the resilience solutions could be high depending on the technologies selected, through ongoing operating costs (especially for renewable energy solutions) would be low. Ongoing costs would also include funds to perform exercises to practice implementation of the plans. Staff time would be needed to develop plans, create awareness of the plans, and perform exercises. Example Action 14.4: Use charged EVs to provide short-term power to critical facilities during grid failures and other emergencies. A prioritized list of facilities would need to be developed and updated as needed. Upfront investment $$$ Ongoing cost $ Staffing effort Moderate Upfront investment could be high to establish vehicle-to-grid capabilities to allow for transfer of power between EVs and critical facilities. Ongoing costs include testing of the vehicle-to-grid capabilities with available EVs. Staff time would be needed to establish emergency plans and coordinate between EV owners and critical facilities during times of emergency. 99 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Example Action 14.5: Adopt smart charging for new fleet charging infrastructure and replace existing infrastructure with smart charging as feasible. Smart charging is comprised of programs and technology that actively manage the EV charging in a way that pulls electricity when it is most efficient (i.e., not during peak demand hours) and that supports grid stability. Smart charging could take the form of one-way controlled charging, demand response, or vehicle-to-grid applications. Upfront investment $$ Ongoing cost Possibly negative (savings) Staffing effort Moderate Upfront investment would be needed to purchase smart chargers and replace existing charging infrastructure. Ongoing costs would be relatively low for maintenance of the infrastructure. Staff time would be needed to identify opportunities for new installations or charger replacement and monitor usage. Opportunities may exist to generate revenue by participating in PG&E’s Excess Supply Program (XSP) or a future similar program through MCE. 5.4.2 Strategy #15: Pilot Wireless Inductive Charging on Streets Wireless inductive charging, in both stationary and dynamic applications, provides electricity to EVs without the car having to be plugged in. Stationary wireless inductive charging works to charge an EV’s battery when the EV is parked on top of the inductive charging pad. These wireless parking pads are convenient for homes, but they could also be piloted at parking spots in public lots or on the street. Dynamic or “in-motion” wireless charging is a rapidly developing technology that could be deployed along stretches of road such as toll roads or HOV lanes. Dynamic wireless charging can charge an EV’s battery while it is in motion above the inductive charger. As the technology advances, its efficiency is improving and the speeds at which an EV can be traveling and it still charge the vehicle are also increasing. Wireless inductive charging has the potential to significantly ease EV operation and facilitate other technological breakthroughs and improvements. Notably, AVs could move indefinitely if dynamic wireless charging were available; even stationary wireless charging could mean an AV just needs to park on top of an inductive charging pad instead of requiring a human to plug it in. Wireless chargers also require minimal space, freeing up land for other uses. Additionally, with easier access to charging, EVs could have smaller battery units. CCTA could lead this effort with significant support from Public Works, Department of Conservation and Development, and County Planning Commission. Ultimately, a wider range of County departments would likely want to be involved as the technology becomes more commonplace and proliferates throughout the region. Lead CCTA Partners County agencies such as Public Works, Department of Conservation and Development, and County Planning Commission Barrier(s) Addressed • Limited access to EV charging • Consumer perception barriers • Technological barriers 100 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Impact on Barriers High Key Metrics • Number of stationary wireless inductive pads; • Miles of wireless inductive charging; • Kilowatt hours (kWh) of wireless electricity transferred Resources • Wireless Charging for Electric Vehicles Example Action 15.1: Pilot test stationary wireless charging pads on public street parking spots for general use by EV owners, coordinating with wireless charging technology providers (such as WiTricity, Plugless, or Qualcomm Halo) to select a wireless charging mat that functions with the greatest number of EVs possible. Upfront investment $$$ Ongoing cost $$ Staffing effort Moderate Upfront investment in the chosen technology would be needed, as well as ongoing cost to power and maintain the charging mat. The exact level of investment is dependent on the size and design of the pilot. Staff time would be needed to plan, implement, and evaluate the pilot program. Example Action 15.2: Pilot test stationary wireless charging at bus stops. Electric buses offer a prime opportunity to pilot test wireless EV charging since they drive a defined route and have periodic stops at specific locations. Wireless charging at bus stops would not fully replace the need for plugged-in charging at night, but it is a good opportunity to test the technology and it can add greater range to the buses during the day. As wireless charging becomes more prevalent, bus battery size can be reduced, reducing weight and ultimately efficiency. Other public entities are exploring wireless charging for electric buses, including in Washington State and Maryland. Upfront investment $$$ Ongoing cost $$ Staffing effort Moderate Upfront investment would be needed to acquire and install wireless charging technology. The exact level of investment is dependent on the size and design of the pilot. Ongoing cost would include powering and maintain the charging mats. Staff time would be needed to plan, implement, and evaluate the pilot program. Example Action 15.3: Undertake research to better understand dynamic wireless charging technology, its benefits, its limits, and ways in can be integrated into the streetscape. Dynamic wireless charging technology is still developing and pilot testing may be far off. Upfront investment None Ongoing cost None Staffing effort Low No upfront investment or ongoing cost would be needed, but some staff time could be used to stay up to date on developments with this technology and prepare for a pilot if the technology matures. 5.4.3 Strategy #16: Implement and Enhance Shared Mobility Hubs with Electric Options Shared mobility hubs can be an important strategy to connect different modes of travel and other services (e.g., goods delivery, traveler information services, etc.) in a single place to help travelers 101 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority quickly make connections. Influencing mobility hubs may include different policy strategies, features, and improvements. Each mobility hub can be customized to the unique needs of each Contra Costa community (both incorporated and unincorporated areas). For instance, some of these hubs may be conducive to extensive TNC services and micromobility services, while others may simply be connection points to transit with dedicated charging for users of the facility who park there. With support from Caltrans, MTC, and public transit agency partners, CCTA could lead efforts to develop policies and improvements to support the development of mobility hubs that include electric options. Other stakeholders such as PG&E and BAAQMD could also have a role developing EV infrastructure that could be paired with mobility hubs. Lead CCTA Partners PG&E, BAAQMD, 511 Contra Costa Barrier(s) Addressed • Consumer perception barriers • Technological barriers • Limited access to EV charging • Equitable adoption barriers Impact on Barriers Medium Key Metrics • Number of electric mobility services at each hub • Number of jobs and housing units within walking distance of mobility hubs Resources • Shared Use Mobility Reference Guide • Greenlining EV Equity Toolkit • Twin Cities Shared Mobility Action Plan • ReadySet Charge California! A Guide to EV-Ready Communities • The ABCs of EVs: A Guide for Policy Makers and Consumer Advocates Example Action 16.1: Provide charging infrastructure for carsharing, shared micromobility, TNCs, and other modes at each shared mobility hub. This could include multiple different levels of EV charging as well as charging docks for electric bikes and scooters and other mobility devices. The County could explore options to help site operators keep charging costs low, such as by providing the land for the site, capping operator profits, employing a revenue guarantee for the operator, or maximizing utilization by charging County-owned vehicles during non-peak hours. Having affordable DCFC options within or near shared mobility hubs could be particularly advantageous for TNC drivers with lower incomes or who experience other socioeconomic barriers to driving EVs. Data on TNC driver income varies, but even generous estimates for full-time work indicate an income below the national median, which is not complemented with any benefits.86 86 https://www.forbes.com/sites/eriksherman/2018/03/06/uber-and-lyft-driver-income-study-was-flawed-but- gigs-are-still-a-problem/#4fc8026fef66 102 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Upfront investment $$$ Ongoing cost $$ Staffing effort Moderate Upfront investment would be needed to acquire and install charging infrastructure, and ongoing cost would be incurred for maintenance and power. Staff time would be needed to develop guidance for its use and monitor the infrastructure. Example Action 16.2: Enhance shared mobility waiting areas through investments in seating, landscape architecture, lighting, covered areas, Wi-Fi, and real-time transit information. A more enjoyable experience can encourage greater use of mobility options. Upfront investment $$ Ongoing cost $ Staffing effort Moderate Upfront investment in physical infrastructure and technology would vary depending on which enhancements are selected but maintenance would be an ongoing cost in all cases. Staff support would be needed to plan and implement the enhancements. Example Action 16.3: Dedicate parking, curb space, and loading zone (and other rights-of-way) for shared mobility to enhance accessibility and mobility. Circulation at mobility hubs can be enhanced by providing designated curb space, parking, and pick up/drop off zones to facilitate shared micromobility, carsharing, TNCs, and other shared modes. Easy access can support multimodal connections. Upfront investment $$ Ongoing cost $ Staffing effort Low Upfront investment would be needed for any changes necessary to existing curb space and for signage development. Ongoing costs would include maintenance and enforcement. Staff support would be needed to select dedicated areas for shared mobility and publicize their repurposed use. Example Action 16.4: Locate EV pilots at shared mobility hubs to help increase exposure to EVs. Upfront investment $ Ongoing cost $ Staffing effort Low Upfront investment would be dependent on the pilot selected but integrating the pilot with the locations of shared mobility hubs would increase awareness of both. Ongoing cost would also be dependent on the selected pilot and location may not have a large impact. Likewise, the level of staff support associated with the pilot may not be influenced much by where the pilot is located. Example Action 16.5: Implement land use/zoning policies and joint development to help increase activity around mobility hubs and enable mixed-use, walkable destinations. Land use policies that support mixed-use development/redevelopment at and adjacent to mobility hubs, as well as joint development, are one way that Contra Costa County can help encourage shared mobility hubs to become mixed-use, multimodal activity centers. Upfront investment $$ Ongoing cost $$ Staffing effort Moderate Policy changes at the municipal and County level require minimal investment and cost. More investment may be needed for joint development (e.g. incentives, low-interest loans, and other public 103 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority sector funding or support). In both cases, staff support is necessary for policy development, new initiative development, and implementation. 5.4.4 Strategy #17: Explore Options to Disincentivize Usage of ICE Vehicles and Incent Their Replacement To complement incentives for EV usage, disincentives for ICE vehicle usage can greatly spur the transition to cleaner transportation. In addition to transitioning to EVs, disincentives for ICE vehicles may push people toward other sustainable options such as public transportation. Disincentives are needed as studies have shown that incentives, even when they completely cover the cost of a transportation option, are not always effective in influencing a person’s transportation choices. CCTA could spearhead this strategy, with support from the Department of Conservation and Development and Sustainability Commission and coordination with local jurisdictions. Lead 511 Contra Costa Partners CCTA, Department of Conservation and Development, Sustainability Commission, local jurisdictions Barrier(s) Addressed • Cost and Financial Barriers Impact on Barriers High Key Metrics • New EVs registered • New ICE vehicles registered • Retired ICE vehicles that are replaced with an EV Resources • Survey of Global Activity to Phase Out Internal Combustion Engine Vehicles • Using Vehicle Taxation Policy to Lower Transport Emissions: An Overview for Passenger Cars in Europe Example Action 17.1: Designate and encourage local jurisdictions to designate ICE-free zones. ICE- free zones are areas where ICE vehicles are banned from operating. EVs and other smaller forms of mobility (bicycles, scooters, etc.) would be allowed to enter these zones. Zones may be entire regions of the city or specific streets or areas such as parks and they could take place only on certain days of the week or month. These bans are typically enforced using tickets for any vehicle caught violating the ban. Upfront investment $$ Ongoing cost $$ Staffing effort Moderate Upfront investment would include signage to mark designated ICE-free zones and ongoing cost would include continued enforcement. This action would result in revenue from ticket violations. Staff time would be needed to design, implement, promote, and monitor the initiative. 104 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Example Action 17.2: Implement and encourage local jurisdictions to implement higher parking fees or otherwise make parking more restricted and limited. Raising parking fees for ICE vehicles, whether for a resident’s street-parking permit, in public lots, or for street parking would in turn make the cost proposition for EVs look better by comparison. Higher parking rates may also push drivers to switch to public transportation or simply not take the trip, instead. Parking restrictions for ICE vehicles could take the form of reducing the number of parking spots overall, with any new parking spots becoming for EV use only. Upfront investment $$ Ongoing cost $$ Staffing effort Moderate Upfront investment would include signage to reflect updated parking policies and new material development conveying updated fees and policies. Ongoing cost would include continued enforcement. This action would result in revenue from ticket violations. Staff time would be needed to design, implement, promote, and monitor the updated fees and policies. Example Action 17.3: Promote and advertise BAAQMD’s Clean Cars for All program, which provides incentives for low-income Bay Area residents to retire their older vehicle and replace it with an EV, among other options. The program could be highlighted on social media, at events or through other existing communications channels. Furthermore, the County could contribute additional funding specifically for county residents who take advantage of the program, or replicate and administer a program of their own. Upfront investment $ (promotion) $$$ (program replication) Ongoing cost $ (promotion) $$$ (program replication) Staffing effort Moderate Upfront investment and ongoing cost would be minimal to promote the program but would become more substantial if Contra Costa County provided additional funding on top of the existing program or replicated the program entirely. Likewise, minimal staff support would be needed to promote the Clean Cars for All program through existing channels but would increase if the program was added to or replicated. 105 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority 6 Conclusion CCTA has laid the groundwork to establish Contra Costa County as an EV-ready community. Transitioning to EVs and broadly electrifying transportation is vastly beneficial and necessary. Through robust engagement with stakeholders, CCTA has developed an EV Readiness Blueprint that positions Contra Costa County to lead on EV adoption and EVSE deployment in ways that benefit all county residents. The implementation strategies included in the Blueprint offer a starting framework to use for building partnerships, verifying roles and responsibilities, and selecting actions to execute. This Blueprint establishes CCTA as the lead entity in Contra Costa to align stakeholders on a common clean transportation vision and to enable them to achieve greater results through coordination and collaboration. In the short term, this Blueprint suggests continuing to assess EV readiness needs, installing infrastructure in priority areas, implementing low-income customer outreach and education, amplifying outreach done by regional partners, adopting and promoting EV reach codes, adopting and promoting streamlined permitting for EV charging, engaging in regional and state policy and plans, integrating EV readiness with growth management, tracking progress, and electrifying local public sector fleets. Additional medium- and long-term strategies relate to pilots on connected autonomous vehicle electrification, electrification of mobility as a service and mobility on demand, embracing new technologies and business models, and incorporating climate resilience into EV planning. In addition, the Blueprint has developed recommendations, ideas, and analysis to support development of a workforce training program and development of electric shared mobility hubs. Collectively, these efforts will require substantial investment and collaboration. The charging infrastructure needs and EV adoption rates needed to achieve ambitious climate goals and reduce pollution require transforming our transportation systems. CCTA, County departments, jurisdictions, regional coordination entities, and other key stakeholders are all part of this solution and can build on the momentum initiated through the Blueprint development process to significantly ramp up efforts to realize a substantial transition to EVs. Effective implementation of the Blueprint through proper funding and support would have lasting, significant impacts in Contra Costa County and beyond. Realizing the vision laid out by CCTA and its stakeholders can result in improved health, avoidance of climate impacts, and more equitable access to mobility options. I'm excited to be part of the County's EV readiness journey because there's tremendous potential for jurisdictions around the County to develop innovative partnerships with emerging and established transportation technology companies, as we have done in Richmond with EVgo and Volta. It is important that we future- proof our infrastructure, leverage our public resources such as the public right of way appropriately, and plan our EV charging models proactively to anticipate and mitigate maintenance and ongoing costs. - Denee Evans, Transportation Services, Office of the City Manager, City of Richmond A-1 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Stakeholder Workshop Participants The following agencies and organizations engaged in the EV Blueprint development process through participation in the stakeholder workshops. Regional Agencies: • Bay Area Air Quality Management District • East Bay Regional Park District County Agencies: • 511 Contra Costa • Contra Costa County Department of Conservation and Development • Contra Costa County Board of Supervisors • Contra Costa County Sustainability Commission • Contra Costa County Public Works Department • Contra Costa Transportation Authority • Workforce Development Board of Contra Costa County Local Jurisdictions: • City of Brentwood • City of Clayton • City of Concord • City of El Cerrito • City of Richmond • City of San Pablo • City of Walnut Creek • Town of Danville Transit Agencies • Alameda-Contra Costa Transit District • County Connection • Tri Delta Transit Other Public Entities: • CivicSpark • MCE A-2 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority • Pittsburg Unified School District and Pittsburg Adult Education Center • Transportation Partnership and Cooperation (TRANSPAC) Private Sector Companies and Organizations: • Bishop Ranch • Contra Costa Centre Transit Village • Energy Solutions • ChargePoint • ELIX Wireless • EVBox • Greenlots • Pacific Gas and Electric Company • SolEnergy Consulting • Tesla B-1 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Best Practices Tool Box To help standardize EV deployment guidance for jurisdictions within Contra Costa County, CCTA developed a Best Practices Tool Box. The Tool Box was developed through a review of existing EV and EVSE resources including tools, toolkits, calculators, websites, plans, guides, and templates. CCTA organized the resources within categories of interest most relevant to stakeholders within the county working to advance EV deployment: • Site Selection/Analysis • Incentives/Rebates • EV Cost Forecasting or Analysis (Financial and/or Environmental) • Funding • Financing • Charging Infrastructure • Outreach/Education • Regulatory/Permitting • Municipal Fleet Electrification • Equity • Model Ordinances or Codes For each resource, the Tool Box includes the resource name, a short description, the authoring organization, the year in which the resource was developed, a link to the resource, the audiences the resource targets, and shading corresponding to each of the 11 categories above to indicate to what level of depth the resource addresses the category topic. In addition, the Tool Box includes links to and descriptions of other EV readiness plans and a list of EV readiness strategies accompanied by examples of where the strategies have been implemented. Based on stakeholder feedback, CCTA selected the top resource in each category so users could quickly refer to the best guidance available. CCTA selected the resources most pertinent for jurisdictions within the county, those that were developed relatively recently, and those that provide straightforward and comprehensive guidance. The top resources are shown below and are also available online at https://www.ccta.net/. B-2 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Table 15. Top Resources from Best Practices Tool Box Category Recommended Reading What's Included Site Selection/Analysis NYSERDA Best Practice Guides for Charging Stations NYSERDA provides three guides detailing best practices for site selection focused on (1) factors for good EV charging locations, (2) key siting and design issues, and (3) EV parking spaces. Incentives/ Rebates PG&E Electric Vehicle Incentives This resource lets users input information and display personalized results for incentives they are eligible for, including at the utility, federal, state, and local levels. EV Cost Forecasting or Analysis (Financial and/or Environmental) AFLEET Tool The Alternative Fuel Life-Cycle Environmental and Economic Transportation (AFLEET) Tool compares petroleum use, greenhouse gas emissions, air pollutant emissions, and cost of ownership of light- duty and heavy-duty vehicles. Funding CARB Funding Wizard The Funding Wizard is a searchable database of grants, rebates and incentives to help government agencies and other entities pay for sustainable projects, including for EVs and EV charging stations. Financing (EVs) Fleets for the Future Guide to Financing Alternative Fuel Vehicle Procurement This document lays out the common strategies available for public and private fleets attempting to finance an investment in alternative fuel vehicles Financing (EVSE) EV Charging Financial Analysis Tool This tool uses the discounted cash flow (DCF) analysis method to determine the expected financial returns for EV charging infrastructure investments over the expected lifetime of the charging equipment based on inputs provided by the user. B-3 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Category Recommended Reading What's Included Charging Infrastructure Zero emission Vehicles in California: COMMUNITY READINESS GUIDEBOOK This guidebook provides information on identifying EV charging infrastructure needs in communities. Outreach/ Education Literature Review of Electric Vehicle Customer Awareness and Outreach Activities This document reviews the literature on consumer awareness and describes exemplary outreach campaigns and strategies from the leading EV markets in the US and around the world. It concludes with a set of principles that EV outreach programs should apply. In addition to reviewing this literature review and the case studies it references, consumer outreach efforts of entities that are active in EV education locally (e.g. PG&E, MCE, BAAQMD) should be reviewed to understand how municipal outreach can complement existing efforts. Additionally, numerous organizations have substantial experience in EV promotion and should be monitored as they disseminate lessons from their ongoing outreach (e.g. Veloz, Plug-in America, Forth, Clean Cities Coalitions, Electric Drive Transportation Association, MidwestEVOLVE, Sierra Club, Center for Sustainable Energy). Regulatory/ Permitting Electric Vehicle Charging Station Permitting Guidebook This guidebook focuses primarily on the permitting process, detailing obstacles and emerging challenges and spotlighting best practices from jurisdictions and station developers across California. Municipal Fleet Electrification Fleets for the Future Procurement and Transition Planning Guides Fleets for the Future has several alternative fuel vehicle resources for fleets on topics such as the benefits of deploying EVs, EV-specific considerations involved in the procurement process, strategies to finance an investment in alternative fuel vehicles, and planning a coordinated bulk procurement of alternative fuel vehicles. B-4 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Category Recommended Reading What's Included Equity Greenlining EV Equity Toolkit This toolkit is intended for stakeholders interested in creating equitable EV policies and programs and provides tools, tips, and resources to make passenger EVs accessible to underserved communities. Model Ordinances or Codes AB 1236 Tool Kit: EV Charging Stations Ordinance These resources provided by the California Building Officials are templates written for either City or County jurisdictions which must adopt an ordinance with an expedited, streamlined process for permits for electric vehicle charging stations. C-1 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority PG&E Distribution System Capacity at Key Shared Mobility Hubs Shared mobility hubs are prime locations to provide charging for EVs and support electrification of transportation services. Central to understanding the potential is identifying the capacity of the local distribution grid to absorb additional demand. The following tables provide key technical specifications that describe the grid capacity and charger equivalencies for the three main types of shared mobility hubs covered in this analysis. The images illustrate the layout of parking and grid infrastructure at specific sites. The colored lines in the images indicate existing distribution infrastructure, except for the yellow-gold lines, which are our additions that indicate parking lots (outlined by yellow rectangles), the most direct route for interconnection lines (lines connecting parking to local feeders).87 We have included feeder ID numbers in yellow and have labeled existing charging facilities where possible. Park & Rides Table 16. Distribution System Capacity: Park & Rides Site Name Substation Name Feeder ID Feeder Nominal Voltage (kV) Lowest Minimal Impact of Line Segments (kW) Greatest Minimal Impact of Line Segments (kW) L2 at 6.6kW - Worst (rolled up to location) L2 at 6.6kW - Best (rolled up to location) Alhambra ALHAMBRA 14101105 12 90 3392 13 513 Bethaney Baptish Ch ALHAMBRA 14101101 12 79 2021 11 306 Brentwood BRENTWOOD 14592108 21 34 4012 22 1386 Brentwood BRENTWOOD 14592106 21 117 5144 Breuner EL_CERRITO_G 12501109 12 0 0 0 0 Breuner EL_CERRITO_G 12501113 12 0 0 Concord MEADOW_LANE 14302109 21 411 3601 80 1256 Concord MEADOW_LANE 14302110 21 119 4698 Concord Elk's Lodge WILLOW_PASS 13911101 12 99 2161 15 327 Crockett FAIRVIEW 13432207 21 51 6276 7 950 Danville RESEARCH 14692101 21 348 3601 52 545 Discovery Bay BRENTWOOD 14592105 21 23 5144 3 779 Good Shep.Lutheran C CLAYTON 12022217 21 130 3601 19 545 87 Feeders contain many line segments, each of which may have unique capacity limitations. The lowest Minimal Impact kW data characterizes the capacity available on the most constrained line segment on a particular feeder, while the greatest Minimal Impact kW data characterizes the capacity available on the least constrained line segment. Since the map does not show specific line segments, we always used the Minimal Impact kW to be conservative in our estimate of the available capacity, presenting the worst-case situation according to the 2015 data. C-2 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Site Name Substation Name Feeder ID Feeder Nominal Voltage (kV) Lowest Minimal Impact of Line Segments (kW) Greatest Minimal Impact of Line Segments (kW) L2 at 6.6kW - Worst (rolled up to location) L2 at 6.6kW - Best (rolled up to location) Hillcrest CONTRA_COSTA 13652110 21 220 4698 33 711 Hilltop SAN_PABLO 14371105 12 148 3025 22 458 Ignacio Val.Bap.Chrc CLAYTON 12022215 21 135 5144 20 779 Lafayette Christian ROSSMOOR 14161101 12 77 2325 17 919 Lafayette Christian ROSSMOOR 14161104 12 45 3745 Oak Park Assbly Of G LAKEWOOD 13532225 21 61 2423 9 367 Orinda MORAGA 13801101 12 206 1583 31 239 Pacheco TIDEWATER 14652107 21 136 4012 20 607 Pittsburg KIRKER 14452103 21 29 17427 4 2640 Raleys Supermarkets CONTRA_COSTA 13652115 21 206 3429 31 519 Rudgear LAKEWOOD 13532224 21 218 2971 33 450 Saint Mark's Meth Ch MORAGA 13801102 12 0 2164 0 327 Shadelands CLAYTON 12022216 21 183 4698 41 1230 Shadelands LAKEWOOD 13532112 21 98 3429 Valley Masonic Templ CLAYTON 12022217 21 130 3601 19 545 Willow FRANKLIN 13921101 12 103 4942 24 1641 Willow FRANKLIN 13921104 12 62 5900 Total 526 18039 Average 22 752 C-3 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Figure 24. Breuner Figure 25. Lafayette Christian 12501109 12501113 C-4 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Figure 26. Brentwood C-5 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Figure 27. Shadelands C-6 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Figure 28. Concord C-7 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority BART Stations Table 17. Distribution System Capacity: BART Stations Site Name Substation Name Feeder ID Feeder Nominal Voltage (kV) Lowest Minimal Impact of Line Segments (kW) Greatest Minimal Impact of Line Segments (kW) L2 at 6.6kW - Worst (rolled up to location) L2 at 6.6kW - Best (rolled up to location) DCFC at 150kW - Worst (rolled up to location) DCFC at 150kW - Best (rolled up to location) BART - Antioch Station CONTRA_COSTA 13652203 21 0 4012 0 607 0 26 BART - Concord TIDEWATER 14652109 21 111 4698 256 1300 10 56 BART - Concord MEADOW_LANE 14302102 21 1587 3893 BART - El Cerrito del Norte RICHMOND_R 13471128 12 59 3025 8 800 0 35 BART - El Cerrito del Norte EL_CERRITO_G 12501112 12 0 2263 BART - El Cerrito Plaza EL_CERRITO_G 12501108 12 0 0 0 395 0 17 BART - El Cerrito Plaza EL_CERRITO_G 12501113 12 0 2613 BART - Lafayette SOBRANTE 14671101 12 124 2407 29 791 0 34 BART - Lafayette SOBRANTE 1102 14671102 12 74 2819 BART - North Concord/Martinez TIDEWATER 14652104 21 28 4012 4 607 0 26 BART - Orinda MORAGA 13801102 12 0 2164 0 837 0 36 BART - Orinda MORAGA 13801101 12 0 3367 BART - Pittsburg Center KIRKER 14452103 21 0 17559 0 2660 0 117 BART - Pittsburg/Bay Point WILLOW_PASS 13912107 21 106 4012 16 607 0 26 BART - Pleasant Hill LAKEWOOD 13532225 21 61 2423 39 1067 1 46 BART - Pleasant Hill LAKEWOOD 13532107 21 200 4623 BART - Richmond RICHMOND_R 13471130 12 116 2263 18 684 0 30 BART - Richmond RICHMOND_R 13471119 12 11 2263 BART - Walnut Creek LAKEWOOD 13532226 21 27 4698 4 1490 0 65 BART - Walnut Creek LAKEWOOD 13532108 21 0 5144 Total 374 11845 11 514 Average 31 962 1 42 C-8 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Figure 29. Lafayette BART Figure 30. North Concord/Martinez C-9 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Figure 31. Orinda BART Figure 32. Pittsburg Center BART C-10 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Figure 33. Pittsburg/Bay Point BART Figure 34. Richmond BART C-11 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Figure 35. El Cerrito Plaza BART Figure 36. Walnut Creek BART C-12 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Figure 37. El Cerrito Del Norte BART Figure 38. Concord BART C-13 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Figure 39. Pleasant Hill BART C-14 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Transit Centers Table 18. Distribution System Capacity: Transit Centers Site Name Substation Name Feeder ID Feeder Nominal Voltage (kV) Lowest Minimal Impact of Line Segments (kW) Greatest Minimal Impact of Line Segments (kW) L2 at 6.6kW - Worst (rolled up to location) L2 at 6.6kW - Best (rolled up to location) DCFC at 150kW - Worst (rolled up to location) DCFC 150kW - Best (rolled up to location) Pacheco Transit Center TIDEWATER 14652107 21 136 4012 20 607 0 26 San Ramon Transit Center SAN_RAMON 14232116 21 328 3601 88 1256 3 55 San Ramon Transit Center SAN_RAMON 14232105 21 261 4698 DVC Transit Center TIDEWATER 14652110 21 127 4012 19 607 0 26 Richmond Parkway Transit Center SAN PABLO 14371106 12 3 3025 0 458 0 20 Hercules Transit Center FRANKLIN 13921103 12 0 3292 15 1764 0 75 Hercules Transit Center FRANKLIN 13921101 12 103 4942 Hercules Transit Center FRANKLIN 13921102 12 0 3422 Total 142 4692 3 202 C-15 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Figure 40. DVC Transit Center Figure 41. Pacheco Transit Center C-16 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Figure 42. Richmond Transit Center C-17 Contra Costa Electric Vehicle Readiness Blueprint Prepared for the Contra Costa Transportation Authority Figure 43. San Ramon Transit Center Figure 44. Hercules Transit Center RECOMMENDATION(S): (1) AUTHORIZE the Public Works Director, or designee, to apply for federal funding through the Charging and Fueling Infrastructure (CFI) Discretionary Grant Program, up to $15,000,000. (2) RATIFY the County’s application submission for the CFI Program via Grants.Gov on June 8, 2023. FISCAL IMPACT: If approved, the grant would provide up to $15,000,000 for EV Chargers at County libraries and an additional $3,000,000 match from the County Vendor Electric Vehicle Charging Solutions (EVCS). No capital cost coverage required from the County. If awarded, staff time required for project coordination and management will be covered through the Sustainability Fund, provided by Measure X allocations. EV Charger utilization will generate revenue at a rate of $0.07/kilowatt hour (kWh). The estimated annual revenue is $7,500 per charger or $75,000 per charger for the term of the agreement. As a condition of the grant, use/reallocation of project revenue will be discussed with community-based-organizations and community stakeholders to support equitable and reliable access to charging for those community members experiencing the greatest need. (100% Sustainability Fund, Measure X) APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Brendan Havenar-Daughton (925) 957-2473 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 35 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:June 27, 2023 Contra Costa County Subject:$15,000,000 Federal funding application for Direct Current Fast Chargers and Level 2 EV Chargers at (15) County libraries, Countywide. BACKGROUND: On March 7, 2023, Contra Costa County Board of Supervisors authorized Public Works to contract with EV Charging Solutions, Inc. (EVCS) to seek funding, design, implement and operate Direct Current Fast Chargers (DCFC) at County libraries. On March 14, 2023, the US Department of Transportation (USDOT) issued Notice of Funding Opportunity (NOFO) No. 693JJ323NF00004, for Charging and Fueling Infrastructure (CFI) programs up to $15 million for Community Program Grants and no limit for Corridor Program Grants. This Notice of Funding Opportunity (NOFO) was updated with greater detail on May 12, 2023, allowing the County and EVCS to begin crafting the project proposal. This NOFO includes a $2.5 billion Clean Fuel Infrastructure (CFI) program and is tied to the ($5 billion) National Electric Vehicle Infrastructure (NEVI) program, with both programs funded by the Bipartisan Infrastructure Law (BIL). EVCS will be the “Private Party” responsible for planning and implementing the majority of program tasks and will provide the required 20% match funding to apply for a Community Grant. Staff identified the opportunity to install publicly accessible DCFC stations at County libraries and other eligible sites across the County with no capital cost to the County. This opportunity was created through a public private partnership with EV Charging Solutions, Inc. EV Charging Solutions, Inc., will own, operate, and maintain the DCFC units and will establish new electrical service meters with PG&E to supply sites with dedicated electrical capacity. EV Charging Solutions, Inc., will be responsible for all material and labor costs associated with design, construction, maintenance, and operation of DCFC units, including electricity costs. The County is seeking funding for 52 DCFC units and 60 Level 2 units to be installed across 15 sites, accessible by all County fleet vehicles as well as the public. Cities within Contra Costa County that own library facilities have been notified and have expressed written interest in this opportunity (letters of support attached in Appendix A representing a subset of the 15 project sites). CFI program funds will provide critical DCFC access to both County fleet vehicles and privately owned vehicles throughout the County. This project aligns with the Board of Supervisors’ policy and direction on electric vehicles and charging infrastructure as well as the County’s EV Readiness Blueprint. - On January 28, 2019, the Board of Supervisors directed Public Works to develop an EV charging station installation plan to help advance greater implementation of EVs in the County fleet. - On March 30, 2021, the Board of Supervisors directed Public Works to develop recommendations for a Sustainability Fund that could be used to support investments in County facilities that further the County’s environmental sustainability and climate change goals. - On July 26, 2021, Public Works presented a summary of vehicle purchases, a list of existing and proposed EV chargers, and draft revisions to Administrative Bulletin 507.9 and 508.5 addressing electric vehicle charging, vehicle rental, purchasing and replacement policies to the Board of Supervisors. Proposed Library Project Site List: 1. Antioch Library 2. Brentwood Library 3. Concord Library 4. Martinez Library 5. Pittsburg Library 6. Prewett Library 7. San Pablo Library 8. Pleasant Hill Library 9. Hercules Library 10. Clayton Library 11. Dougherty Station Library 12. Moraga Library 13. Pinole Library 14. El Sobrante Library 15. Crockett Library CONSEQUENCE OF NEGATIVE ACTION: The County would lose out on lucrative federal funding from the Bipartisan Infrastructure Law to fund expensive DCFC installations, lessening the County’s ability to provide accessible and reliable DCFC’s for the benefit and use of the County fleet and the public at large. ATTACHMENTS Electric Vehicle Program Blueprint Site Host Agreement Grant Application Commitment Letters RECOMMENDATION(S): APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to accept the funding in an amount not to exceed $1,453,277 from the California Department of Social Services through the Foundation for California Community Colleges for one-time per child stipends for childcare providers caring for children receiving a state child subsidy. FISCAL IMPACT: Additional federal revenue of $1,453,276.44, which is 100% federal funded by California Department of Social Services (CDSS). Additional revenue and expenditures will be reflected in future Appropriations and Revenue Adjustment. $418,280.94 is for C2AP $802,299.96 is for CAPP $232,695.54 is for General Childcare and Development (CCTR) AL # 95.575 APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: V. Kaplan, (925) 608-5052 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 36 To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Date:June 27, 2023 Contra Costa County Subject:ARPA Child Care Stabilization Funds - AB 179 BACKGROUND: 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 179, child care and development contractors and providers serving children receiving specified state-subsidized child care services will receive a flat-rate, one-time stipend in the amount of $1,442 per child enrolled in April 2022. Payments are based on April 2022 801A enrollment data. California Department of Social Services (CDSS) is issuing the stipends funding to its contractors in Fiscal Year 2022-2023. CDSS contracted with 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 $1,453,276.44 in May 2023 from FCCC for CalWORKS Stage Two Alternative Payment (C2AP), California Alternative Payment Program (CAPP), and General Childcare Development Programs (CCTR). EHSD as a contractor responsible to distribute stipends to C2AP and CAPP providers should receive an additional allocation for administrative cost. All providers eligible for stipends pursuant to AB 179 must submit an ARPA survey. Funding is contingent on updated surveys submission from EHSD and child care providers to CDSS as requirement for program continuation. EHSD intends to allocate the funding proportionally to EHSD Directly Operated Centers, Childcare Partner agencies, and Childcare Alternative Providers based on their respective April 2022 enrollment data in C2AP, CAPP and CCTR programs. Through these funds, EHSD will provide stipends to its existing contracted partner agencies including Young Men’s Christian Association of the East Bay, KinderCare and Tiny Toes. In addition, other providers such as those providing Stage 2 child care services and alternative payment providers who submit a survey, as a condition to receive such funding, may also receive funds through these stipends. The stipends are financial relief meant to help with hardships caused by the COVID-19 pandemic. There were increased operational costs for the child care providers to keep children and staff safe, but often with reduced revenue due to capacity limitations. CONSEQUENCE OF NEGATIVE ACTION: If not approved, funding to assist with CDSS, operating costs will be forfeited. 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 throughout Contra Costa County. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to accept a Grant Award #28-637-32 with the U.S. Department of Health and Human Services, Health Resources & Services Administration (HRSA), to pay the County an amount not to exceed $251,474, for the Ryan White, Part C, HIV Early Intervention Services Program, for the period from May 1, 2023 through April 30, 2024. FISCAL IMPACT: Acceptance of the Grant Award will result in payment to the County up to $251,474 in funding from the U.S. Department of Health and Human Services HRSA. No County match required. BACKGROUND: West Contra Costa County has been significantly impacted by the AIDS epidemic, with 25% of those living with AIDS residing in the City of Richmond. Unfortunately, a large percentage of those living with HIV/AIDS are of low income having to rely on Basic Health Care (BHC) for their medical care, or forced to pay for their medical care because they do not qualify for BHC services. The County’s AIDS Program works closely with other staff in Public Health Division, physicians and medical social workers at Contra Costa Regional Medical Center and Health Centers, community-based partners, and private providers throughout the County to reduce the transmission of HIV, improve access to health care, and to enhance quality of life for those with HIV. Contra Costa County has been awarded this grant since 1999. On July 12, 2022, the Board of Supervisors approved Grant Award #28-637-30 with HRSA, to pay the County in an amount not to exceed $62,868, for the Ryan White, Part C, HIV Early Intervention Services Program, for the period from May 1, 2022 through April 30, 2023. On February 7, 2023, the Board of Supervisors approved Grant Award #28-637-31 with HRSA, to increase the amount payable to the County by $13,066 to a new total of $75,934 for the White, Part C, HIV Early Intervention Services Program with no change in the original term. This Grant Award is late due to delays from HRSA issuing the notice of award, as well as transition of staff duties in the Department’s HIV Program. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Ori Tzvieli, M.D., 925-608-5267 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: Marcy Wilhelm C. 37 To:Board of Supervisors From:Anna Roth, Health Services Director Date:June 27, 2023 Contra Costa County Subject:Grant Award #28-637-32 with the U.S. Department of Health and Human Services (Health Resources & Services Administration) BACKGROUND: (CONT'D) Approval of Grant Award #28-637-32 will allow the County’s AIDS Program to continue to receive funding to provide outpatient medical services to low-income HIV positive recipients in West Contra Costa County through April 30, 2024. CHILDREN'S IMPACT STATEMENT: If this grant is not approved, the County will not receive funds to assist the low-income HIV positive recipients in West Contra Costa County with outpatient medical services. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Standard Agreement (Amendment) #29-203-103 (State #22-10241, A-2) with the California Department of Public Health, to increase the total amount payable to the County by $276,636 to a new total of $16,588,344, for additional Supplemental Food Program for Women, Infants and Children (WIC) services with no change in the original term of October 1, 2022 through September 30, 2025. FISCAL IMPACT: Approval of this agreement will result in an additional amount payable to the County of $276,636 from the California Department of Public Health for the Supplemental Food Program for Women, Infants and Children (WIC) through September 30, 2025. (No County match required) BACKGROUND: Since 1974, the County has participated in the WIC Program with the State. This is a mandated program under the Community Health Services Division of the State Department of Health Services. WIC is a nutrition education, counseling and food supplement program for low-income, pregnant, postpartum and breast-feeding women, infants and children at nutritional risk. This program serves approximately 22,200 clients. On September 13, 2022, the Board of Supervisors approved Standard Agreement #29-203-101 with the California Department of Public Health, in an amount not to exceed $15,881,124 for the WIC Program, for the period from October 1, 2022 through September 30, 2025. This agreement including agreeing to indemnify and hold the State harmless for claims arising out of the County’s performance under this agreement. On March 21, 2023, the Board of Supervisors approved Standard Agreement #29-203-102 with the California Department of Public Health, to increase the amount payable to the County by $430,584 to a new total of $16,311,708 for the WIC Program, with no change in the original term. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Ori Tzvieli, M.D. 925-608-5267 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: Marcy Wilhelm C. 38 To:Board of Supervisors From:Anna Roth, Health Services Director Date:June 27, 2023 Contra Costa County Subject:Amendment Agreement #29-203-103 with the California Department of Public Health BACKGROUND: (CONT'D) Approval of Standard Agreement (Amendment) #29-203-103 will allow for additional funding from the State for the WIC Supplemental Food Program through September 30, 2025. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, County will not receive funding to support the continuation of the WIC Supplemental Food Program. CLERK'S ADDENDUM Speaker: Caller 6770. RECOMMENDATION(S): APPROVE and AUTHORIZE the Agricultural Commissioner, or designee, to execute a contract with the California Department of Food and Agriculture in an amount not to exceed $71,264 to reimburse the County for trapping and detection of the European Grapevine Moth for the period of January 1, 2023 through December 31, 2023. FISCAL IMPACT: This agreement reimburses the Department of Agriculture in an amount not to exceed $71,264. There is no County match of funds or cost share requirements. This revenue is budgeted in the FY 2023 budget. (100% State funds) APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Megan Maddox, 8-6600 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 39 To:Board of Supervisors From:Matt Slattengren, Ag Commissioner/Weights & Measures Director Date:June 27, 2023 Contra Costa County Subject:European Grapevine Moth contract BACKGROUND: This agreement will reimburse the Department for conducting insect trapping to verify we are free of the European Grapevine Moth in Contra Costa County and to protect California grape growers from potential infestation of this devastating grape pest. CONSEQUENCE OF NEGATIVE ACTION: Failure to accept this agreement will cause a loss of revenue to the Department to protect local growers from an injurious pest. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #74-475-86(8) with Allied Medical and Consultation Services, P.C., in an amount not to exceed $1,100,000, 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 $1,100,000 and will be funded 50% by Federal Medi-Cal ($550,000) and 50% by State Mental Health Realignment Funds ($550,000). BACKGROUND: On January 14, 1997 the Board of Supervisors adopted Resolution #97/17, authorizing the Health Services Director to contract with the State Department of Mental Health, (now known as the Department of Health Care Services) to assume responsibility for Medi-Cal specialty mental health services. Responsibility for outpatient specialty mental health services involves contracts with individual, group and organizational providers to deliver these services. The county has contracted with Allied Medical and Consultation Services, P.C., for Medi-Cal services since 2018. On June 21, 2022, the Board of Supervisors approved Contract #74-475-86(7) with Allied Medical and Consultation Services, P.C., in an amount not to exceed $1,000,000, for the provision of Medi-Cal specialty mental health services for the period from July 1, 2022 through June 30, 2023. Approval of Contract #74-475-86(8), will allow the contractor to continue providing Medi-Cal specialty mental health services through June 30, 2024. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Suzanne Tavano, Ph.D., 925-957-5169 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: S Cordova, C Viscarra C. 40 To:Board of Supervisors From:Anna Roth, Health Services Director Date:June 27, 2023 Contra Costa County Subject:Contract #74-475-86(8) with Allied Medical and Consultation Services, P.C. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, services provided to Contra Costa Mental Health Plan Medi-Cal beneficiaries could be negatively impacted, including access to services, choice of providers, cultural competency, language capacity, geographical locations of service providers, and waiting lists. CHILDREN'S IMPACT STATEMENT: The recommendation supports the following children’s outcomes: (1) Families that are Safe, Stable and Nurturing; and (2) Communities that are Safe and Provide a High Quality of Life for Children and Families. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #24-949-39(19) with A Step Forward Child Abuse Treatment and Training Programs, A Marriage, Family and Child Counseling Corporation, a corporation, in an amount not to exceed $290,000, to provide Medi-Cal specialty mental health services for the period July 1, 2023 through June 30, 2024. FISCAL IMPACT: Approval of this contract will result in budgeted expenditures of up $290,000 and will be funded by 50% Federal Medi-Cal ($145,000) and 50% State Mental Health Realignment Funds ($145,000). (Rate increase) BACKGROUND: On January 14, 1997, the Board of Supervisors adopted Resolution #97/17, authorizing the Health Services Director to contract with the State Department of Mental Health, (now known as the Department of Health Care Services) to assume responsibility for Medi-Cal specialty mental health services. Responsibility for outpatient specialty mental health services involves contracts with individual, group and organizational providers to deliver these services. Contractor has been providing these services since June 1998. On July 12, 2022, the Board of Supervisors approved Contract #24-949-39(17) with A Step Forward Child Abuse Treatment and Training Programs, A Marriage, Family and Child Counseling Corporation, in an amount not to exceed $472,000 for the provision of Medi-Cal specialty mental health services, for the period July 1, 2022 through June 30, 2024. On March 31, 2023, the County terminated Contract #24-949-39(17), by giving 30 days advance notice to Contractor effective June 30, 2023. Approval of Contract #24-949-39(19) will allow the contractor to continue providing Medi-Cal specialty mental health services through June 30, 2024. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Suzanne Tavano, Ph.D., 925-957-5169 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: S Cordova, C Viscarra C. 41 To:Board of Supervisors From:Anna Roth, Health Services Director Date:June 27, 2023 Contra Costa County Subject:Contract #24-949-39(19) with A Step Forward Child Abuse Treatment and Training Programs, A Marriage, Family and Child Counseling Corporation CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, services provided to Contra Costa Mental Health Plan Medi-Cal beneficiaries could be negatively impacted, including access to services, choice of providers, cultural competency, language capacity, geographical locations of service providers, and waiting lists. CHILDREN'S IMPACT STATEMENT: The recommendation supports the following children’s outcomes: (1) Families that are Safe, Stable and Nurturing; and (2) Communities that are Safe and Provide a High Quality of Life for Children and Families. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #74-341-70(12) with Bay Area Doctors, Inc., a corporation, in an amount not to exceed $450,000 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 $450,000 and will be funded 50% by Federal Medi-Cal ($225,000) and 50% by State Mental Health Realignment Funds ($225,000). BACKGROUND: On January 14, 1997, the Board of Supervisors adopted Resolution #97/17, authorizing the Health Services Director to contract with the State Department of Mental Health, (now known as the Department of Health Care Services) to assume responsibility for Medi-Cal specialty mental health services. Responsibility for outpatient specialty mental health services involves contracts with individual, group and organizational providers to deliver these services. Contractor has been providing these services since January 2011. On June 21, 2022, the Board of Supervisors approved Contract #74-341-70(10), with Bay Area Doctors, Inc., in an amount not to exceed $1,300,000 for the provision of Medi-Cal specialty mental health services for the period from July 1, 2022 through June 30, 2024. On March 31, 2023, the County terminated Contract #74-341-70(10), by giving 30 days advance notice to Contractor effective June 30, 2023. This cancelation and subsequent renewal request allowed the county and vendor to reestablish appropriate CalAIM-compliant language and reimbursement rates. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Suzanne Tavano, Ph.D., 925-957-5169 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: S Cordova, C Viscarra C. 42 To:Board of Supervisors From:Anna Roth, Health Services Director Date:June 27, 2023 Contra Costa County Subject:Contract #74-341-70(12) with Bay Area Doctors, Inc. BACKGROUND: (CONT'D) Approval of Contract #74-341-70(12) will allow the contractor to continue providing mental health services through June 30, 2024. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, services provided to Contra Costa Mental Health Plan Medi-Cal beneficiaries could be negatively impacted, including access to services, choice of providers, cultural competency, language capacity, geographical locations of service providers, and waiting lists. CHILDREN'S IMPACT STATEMENT: The recommendation supports the following children’s outcomes: (1) Families that are Safe, Stable and Nurturing; and (2) Communities that are Safe and Provide a High Quality of Life for Children and Families. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of County Contract #26-661-15 containing mutual indemnification with Planned Parenthood: Shasta-Diablo, Inc., a non-profit corporation, in an amount not to exceed $1,325,688, to provide prenatal services for Contra Costa Regional Medical Center (CCRMC) and Health Center patients, for the period July 1, 2023 through June 30, 2024. FISCAL IMPACT: Approval of this contract will result in annual expenditures of up to $1,325,688 and will be funded as budgeted by the department in FY 2023-24, by 100% Hospital Enterprise Fund I. (No rate increase) BACKGROUND: Due to the limited number of specialty providers available within the community, CCRMC and Health Centers rely on contracts to provide necessary specialty health services to their patients. CCRMC has contracted with Planned Parenthood, Shasta Diablo, Inc. for prenatal services since January 19, 2010. On July 12, 2022, the Board of Supervisors approved Contract #26-661-14 with Planned Parenthood, Shasta Diablo, Inc., in an amount not to exceed $1,325,688 to provide licensed and certified personnel to perform prenatal services to CCRMC and Contra Costa Health Centers’ patients at County’s leased clinic facilities located in Concord, Richmond and Antioch, for the period from July 1, 2022 through June 30, 2023. Approval of Contract #26-661-15 will allow this contractor to continue to provide prenatal services for CCRMC and Contra Costa Health Center patients through June 30, 2024. This contract includes mutual indemnification to hold harmless both parties for any claims arising out of the performance of this contract. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved contractor will be unable to provide services to a significant number of low-income women in the county who would either be without services or directed to County Health Services sites. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Samir Shah, M.D., 925-370-5525 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: L Walker, M Parkinen C. 43 To:Board of Supervisors From:Anna Roth, Health Services Director Date:June 27, 2023 Contra Costa County Subject:Contract #26-661-15 with Planned Parenthood: Shasta-Diablo, Inc. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #23-457-19 with Health Care Interpreter Network, a non-profit corporation, in the amount not to exceed $1,577,500, to provide qualified foreign language and sign language interpretation services via video conferencing, for the period from July 1, 2023 through June 30, 2025. FISCAL IMPACT: This contract will result in contractual service expenditures of up to $1,577,500 over a two-year period and will be funded 100% by Hospital Enterprise Fund I revenues. (No rate increase) BACKGROUND: Individuals with limited English proficiency are at risk of receiving lower quality health treatment because of language barriers. When an interpreter is not readily available patients may rely on family members, even children, to interpret health treatment instructions. California law has required hospitals to provide language assistance since 1990. The Healthcare Interpreter Network’s system will allow physicians at Contra Costa Regional Medical Center and Contra Costa Health Centers and various Health Services Divisions to use a software program to route calls to a video conferencing device allowing in-house interpreters and interpreters at other hospitals or remote locations to be connection within seconds to a patient. The County has contracted with Healthcare Interpreter Network for these services since 2009. On June 8, 2021, the Board of Supervisors approved Contract #23-457-18 with Health Care Interpreter Network, in the amount not to exceed $1,577,500 for the provision of consulting and technical assistance on the Healthcare Interpreter Network System including, but not limited to: providing qualified foreign language and sign language interpretation services via video conferencing, for the period from July 1, 2021 through June 30, 2023. Approval of Contract #23-457-19 will allow the contractor to continue to provide interpretation services through June 30, 2025. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Patrick Godley, 925-957-5405 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: L Walker, M Parkinen C. 44 To:Board of Supervisors From:Anna Roth, Health Services Director Date:June 27, 2023 Contra Costa County Subject:Contract #23-457-19 with Health Care Interpreter Network CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, county will not be able to schedule translation appointments to ensure the translator is available at a specific time. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract Amendment Agreement #26-748-9 with Mauricio Kuri, M.D., PC, a corporation, effective May 1, 2023, to amend Contract #26-748-8, to increase the payment limit by $274,000, from $1,823,000 to a new payment limit of $2,097,000, with no change in the term of July 1, 2021 through June 30, 2024. FISCAL IMPACT: Approval of this amendment will result in additional contractual service expenditures of up to $274,000 and will be funded as budgeted 100% by Hospital Enterprise Fund I. (No rate increase) BACKGROUND: Due to the limited number of specialty providers available within the community, Contra Costa Regional Medical Center (CCRMC) and Contra Costa Health Centers relies on contracts to provide necessary specialty health services to its patients. CCRMC has been contracting with Mauricio Kuri, M.D., PC, since July 2013, for his expertise in plastic surgery services. On April 27, 2021, the Board of Supervisors approved Contract #26-748-8 with Mauricio Kuri, M.D., PC, in an amount not to exceed $1,823,000, to provide plastic surgery services including clinic coverage, consulting, training and medical and/or surgical procedures at CCRMC and Contra Costa Health Centers, for the period July 1, 2021 through June 30, 2024. Approval of Contract Amendment Agreement #26-748-9 will allow the contractor to provide additional plastic surgery services through June 30, 2024. The delay of this amendment is due to an increase workload, higher than what was originally anticipated, requiring added funds for additional plastic surgery services provided by contractor. CONSEQUENCE OF NEGATIVE ACTION: If this amendment is not approved, the necessary specialty plastic surgery 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. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Samir Shah, M.D., 925-370-5525 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: Edney Suisala, Cristeta Rovira-Hernandez C. 45 To:Board of Supervisors From:Anna Roth, Health Services Director Date:June 27, 2023 Contra Costa County Subject:Amendment #26-748-9 with Mauricio Kuri, M.D., PC ATTACHMENTS RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract Amendment Agreement #76-547-9 with Arati Pratap, M.D., an individual, effective May 1, 2023, to amend Contract #76-547-7, to increase the payment limit by $270,000, from $270,000 to a new payment limit of $540,000, with no change in the term of November 1, 2022 through October 31, 2025. FISCAL IMPACT: Approval of this amendment will result in additional contractual service expenditures of up to $270,000 and will be funded as budgeted 100% by Hospital Enterprise Fund I. (No Rate increase) BACKGROUND: Due to the limited number of specialty providers available within the community, Contra Costa Regional Medical Center (CCRMC) and Contra Costa Health Centers rely on contracts to provide necessary specialty health services to their patients. Contractor’s gastroenterology services will include clinic coverage, on-call services, medical and surgical procedures. The county has been contracting with Arati Pratap, M.D., since September 2016 to provide gastroenterology services. On September 13, 2022, the Board of Supervisors approved Contract #76-547-7 with Arati Pratap, M.D., in an amount not to exceed $270,000, to provide gastroenterology services at CCRMC and Contra Costa Health Centers, for the period November 1, 2022 through October 31, 2025. Approval of Contract Amendment Agreement #76-547-9 will allow the contractor to provide additional gastroenterology services through October 31, 2025. The delay of this amendment is due to an increase workload, higher than what was originally anticipated, requiring added funds for additional gastroenterology services provided by contractor. CONSEQUENCE OF NEGATIVE ACTION: If this amendment is not approved, the necessary specialty gastroenterology 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. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Samir Shah, M.D., 925-370-5525 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: Edney Suisala, Cristeta Rovira-Hernandez C. 46 To:Board of Supervisors From:Anna Roth, Health Services Director Date:June 27, 2023 Contra Costa County Subject:Amendment #76-547-9 with Arati Pratap, M.D. ATTACHMENTS RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #26-936-17 with Kevin Beadles, M.D., an individual, in an amount not to exceed $1,500,000, to provide ophthalmology services at Contra Costa Regional Medical Center (CCRMC) and Health Centers for the period from June 1, 2023 through May 31, 2026. FISCAL IMPACT: Approval of this contract will result in contractual service expenditures of up to $1,500,000 over a 3-year period and will be funded 100% by Hospital Enterprise Fund I revenues. (Rate increase) 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. CCRMC has contracted with Dr. Beadles for ophthalmology specialty services since August 1996. On June 16, 2020, the Board of Supervisors approved Contract #26-936-16 with Kevin Beadles, M.D, in an amount not to exceed $1,445,000, to provide ophthalmology services at CCRMC and Contra Costa Health Centers, for the period from June 1, 2020 through May 31, 2023. Approval of Contract #26-936-17 will allow the contractor to continue providing ophthalmology services at CCRMC and Contra Costa Health Centers through May 31, 2026. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, the necessary specialty ophthalmology 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. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Samir Shah, M.D., 925-370-5525 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: Edney Suisala, Cristeta Rovira-Hernandez C. 47 To:Board of Supervisors From:Anna Roth, Health Services Director Date:June 27, 2023 Contra Costa County Subject:Contract #26-936-17 with Kevin Beadles, M.D. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #26-602-19 with Traditions Psychology Group, Inc. (dba Traditions Behavioral Health), a corporation, in an amount not to exceed $39,500,000 to provide physician management and psychiatric staffing for the Inpatient Psychiatric Crisis Stabilization Unit at Contra Costa Regional Medical Center, the County’s Main Detention Facility and Mental Health Clinics, for the period from June 1, 2023 through May 31, 2025. FISCAL IMPACT: Approval of this contract will result in annual expenditures of up to $39,500,000 over a two-year period and will be funded as budgeted 100% by Hospital Enterprise Fund I. As appropriate, patients and/or third party payors will be billed for services. This contract provides cost savings compared to using contracts with individual psychiatrists and temporary staffing companies. (Rate increase) BACKGROUND: This contractor has provided staffing and medical staff leadership of the Inpatient Psychiatric and Crisis and Stabilization Units, George and Cynthia Miller Wellness Center at Contra Costa Regional Medical Center and Contra Costa Health Centers, the Main Detention Facility and Mental Health Clinics including, but not limited to, providing a required number of psychiatrists necessary for clinical coverage of patients twenty-four hours a day, seven days a week, a lead psychiatrist to direct administrative and clinical supervision and supervision of all non-clinical areas related to the medical staff of the Department of Psychiatry, since 2007. On June 7, 2022, the Board of Supervisors approved Cancelation Agreement #26-602-17 effective at the end of business on May 31, 2022, and new Contract #26-602-18 with Traditions Psychology Group, Inc. (dba Traditions Behavioral Health), in an amount not to exceed $18,000,000 to provide physician management and psychiatric staffing at the Inpatient Psychiatric Crisis Stabilization Unit at CCRMC, Main Detention Facility and Mental Health Clinics, for the period from June 1, 2022 through May 31, 2023. Approval of Contract #26-602-19 will allow this contractor to continue providing psychiatric staffing, through May 31, 2025. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Samir Shah, M.D., 925-370-5525 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: L Walker, Mitch Parkinen C. 48 To:Board of Supervisors From:Anna Roth, Health Services Director Date:June 27, 2023 Contra Costa County Subject:Contract #26-602-19 with Traditions Psychology Group, Inc. (dba Traditions Behavioral Health) CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, the Department would not have adequate psychiatric coverage and quality and performance compliance in the County’s Inpatient Psychiatric and Crisis Stabilization Units at Contra Costa Regional Medical Center and Health Centers, the County’s Main Detention Facility and Mental Health Clinics. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #77-592 with Symplr Care Management, LLC., in an amount not to exceed $900,000, to provide credentialing support regarding health care operations for Contra Costa Health Plan (CCHP) for the period July 1, 2023, through June 30, 2026. FISCAL IMPACT: Approval of this contract will result in annual contractual service expenditures of up to $900,000 and will be funded 100% by CCHP Enterprise Fund II. BACKGROUND: This contract meets the needs of the County by providing CCHP services regarding its healthcare operations by increasing the efficiency of credentialing medical providers contracted in CCHP's provider network. CCHP is mandated by its contracts with Department of Health Care Services and Department of Managed Health Care to use a National Committee for Quality Assurance certified vendor to perform primary source verification on all providers and vendors who will deliver services to CCHP Members. Symplr Care Management, LLC. was chosen for its expertise in the field, and response time of the primary source verification process. Approval of this new Contract #77-592, allows the contractor to provide credentialing services for healthcare providers contracted in CCHP's provider network for the period July 1, 2023, through June 30, 2026. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, county’s providers will not be credentialed, and CCHP would be at-risk for non-compliance with Federal, State, and contractual requirements, and could subject County to potential sanctions, civil penalties, and corrective action plans. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Sharron A. Mackey, 925-313-6104 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: F Carroll, L Bright C. 49 To:Board of Supervisors From:Anna Roth, Health Services Director Date:June 27, 2023 Contra Costa County Subject:Contract #77-592 with Symplr Care Management, LLC. RECOMMENDATION(S): APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a contract amendment with Quality Assurance Engineering, Inc. (dba Consolidated Engineering Laboratories), effective June 27, 2023, to extend the term from June 26, 2023 through June 25, 2024 with no change to the payment limit, to provide as-needed materials testing and inspection services. FISCAL IMPACT: No fiscal impact. BACKGROUND: On June 26, 2018, the Board of Supervisors approved a Standard Contract in the amount of $850,000 through the period of June 26, 2021. On December 27, 2018, the Public Works Department approved an Administrative Amendment to the Contract, Amendment No. 1, to increase rates. On November 5, 2019, the Board of Supervisors approved Amendment No. 2 in the amount of $400,000 to a new payment limit of $1,250,000, and to extend the term from June 26, 2021 through June 26, 2022. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Jeffrey K. Acuff 925-9570-2487 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 50 To:Board of Supervisors From:Brian M. Balbas, Public Works Director/Chief Engineer Date:June 27, 2023 Contra Costa County Subject:Approve and Authorize Amendment No. 5 with Quality Assurance Engineering, Inc. (dba Consolidated Engineering Laboratories) BACKGROUND: (CONT'D) On January 9, 2020, the Public Works Department approved an Administrative Amendment to the Contract, Amendment No. 3, dated June 26, 2019 to increase rates. On May 3, 2022, the Board of Supervisors approved Amendment No. 4 in the amount of $250,000 to a new payment limit of $1,500,000, and to extend the term from June 26, 2022 through June 26, 2023. Amendment No. 5 is necessary to allow for continued material testing and inspection services through project completion for an existing ongoing construction project, the Chiller Replacement Project at 1305 Macdonald Avenue, Richmond CA. Quality Assurance Engineering, Inc. (dba Consolidated Engineering Laboratories) has been providing all required material testing and inspection services for this project to date, and additional material testing and inspection services are still required to complete the project. Amendment No. 5 is a project-specific amendment which will only extend the contract term for the completion of the Chiller Replacement Project at 1305 Macdonald Avenue. CONSEQUENCE OF NEGATIVE ACTION: Without Board of Supervisors approval, a replacement firm would need to be engaged to replace Quality Assurance Engineering, Inc. (dba Consolidated Engineering Laboratories) on the ongoing project to complete material testing and inspection services. A construction delay and associated increased costs would likely result. Furthermore, the Country would lose single-point-of-responsibility for material testing and inspection services performed on the project, potentially exposing the project to increased risk of coordination defects or gaps in service. RECOMMENDATION(S): APPROVE and AUTHORIZE the Director of Conservation and Development, or designee, to execute a contract with the Contra Costa Centre Association in an amount not to exceed $450,680 for transportation demand management services for the Contra Costa Centre area, for the period July 1, 2023 through June 30, 2024. FISCAL IMPACT: No impact to the County General Fund. 100% County Service Area M-31 funds. The commercial property owners at Contra Costa Centre voted to approve the formation of County Service Area M-31 to fund County mandated transportation demand management services in the area. BACKGROUND: Contra Costa County (County) has required a Transportation Demand Management (TDM) program for the Contra Costa Centre area since 1986 to encourage the use of alternative modes of transportation by station area employees in order to mitigate the traffic impacts resulting from the development of the area. Property owners in Contra Costa Centre area were required to establish a County Service Area with an annual assessment to fund the TDM Program. The County has entered an agreement with the Contra Costa Centre Association to manage the TDM program for the Contra Costa Centre area each year since 1990. The TDM program offers commute alternative service to BART station area employees. While there is no mandate requiring participation by employers or any penalty for non-participation, there has been high participation in the program by both employers and employees. The TDM program goals of achieving over 30% of the area employees travel to work via alternative modes (transit, carpool, van-pools, bicycle, walk, telecommute, etc.) have consistently been met. The project agreement covers a 12-month period from July 1, 2023 to June 30, 2024. It funds the operation of van-pools and a noon-time shuttle service to nearby commercial areas, bicycle services, on-site transit ticket sales, and marketing and management of a variety of transit subsidy and incentive programs. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Maureen Toms (925) 655-2895 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 51 To:Board of Supervisors From:John Kopchik, Director, Conservation & Development Department Date:June 27, 2023 Contra Costa County Subject:Contract with Contra Costa Centre Association CONSEQUENCE OF NEGATIVE ACTION: The Contra Costa Centre Association members who have paid an annual assessment for transportation demand management services would be unable to provide them through this contract. RECOMMENDATION(S): APPROVE and AUTHORIZE the Director of Risk Management to execute a contract with BSI America Professional Services, Inc. in an amount not to exceed $4,505,578 to provide on-site environmental health & safety and sustainability consulting support for the period of July 1, 2023 through June 30, 2025. FISCAL IMPACT: Costs will be funded through the Workers' Compensation Internal Service Fund (40%) and charges to user departments (60%). BACKGROUND: BSI America Professional Services, Inc. (BSI) consists of consultants possessing specialized technical skills in occupational and environmental health and safety (OEHS) compliance. BSI OEHS consultants provide support in response to Occupational Safety Health Administration (OSHA) compliance inspections on behalf of County Departments. BSI consultants conduct various facility hazard assessments such as safety, indoor air quality and ergonomic assessments; perform safety program and training development and implementation for county departmental safety coordinators; responds to requests for research and interpretation of federal and state regulatory standards; and provides on-site First Aid/CPR/AED and other safety compliance training. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Karen Caoile, 925-335-1400 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 52 To:Board of Supervisors From:Karen Caoile, Director of Risk Management Date:June 27, 2023 Contra Costa County Subject:Contract with BSI America Professional Services, Inc. CONSEQUENCE OF NEGATIVE ACTION: County will be hindered in its ability to meet Cal/OSHA regulatory requirements. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County, 26 contracts with the community based mental health service providers specified below, to provide outpatient Medi-Cal mental health services to Contra Costa County residents, for the period from July 1, 2023 through June 30, 2024. FISCAL IMPACT: The contracts are funded by a combination of Federal Medi-Cal, Mental Health Realignment and Mental Health Services Act revenue. As part of the CalAIM implementation, the Department of Health Care Services (DHCS) created a payment/billing reform plan which included the transition of all Medi-Cal behavioral health services from Healthcare Common Procedure Coding System (HCPCS) codes to Current Procedural Terminology (CPT) codes. The contracts meet the newly enacted CalAIM payment requirements. BACKGROUND: California Advancing and Innovating Medi-Cal (CalAIM) is a far-reaching, multiyear plan to transform California’s Medi-Cal program and to make it integrate more seamlessly with other social services. July 1, 2023 is the deadline to implement the Payment Reform module. This adjustment necessitated the implementation of DHCS-designated rates for all service types by rendering service provider across the State of California. Along with this change, several other requirements to conform to the new payment reform were required including boilerplate adjustments to existing contracts, a transition to the use of intergovernmental transfers for the payment of services, and other various requirements to align with CalAIM Payment Reform. In order to determine the rates to be utilized for services under the Payment Reform, DHCS requested an initial budget submission in September 2022 to review historical data of services rendered and operating costs for all Community Based Organizations (CBOs) for past fiscal years. Based on the results, DHCS began slowly releasing some of the rates by rendering service provider in late November 2022 and the primary rate breakdown by CPT code at the end of December 2022. Several counties found the rates to not be sufficient to cover county costs and to properly reimburse CBOs for services rendered, therefore CalMHSA organized a second, more comprehensive statewide review of the current costs for services along with a projection of all costs associated with services after the implementation of CalAIM, effective July 1, 2023. These results were collected and submitted to CalMHSA for review, to generate basic calculations on behalf of the counties, and submit the findings to DHCS. Although the initial rates were released in November, additional rates by CPT code continued to be released throughout early 2023 with the final rates being released in mid-April 2023. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Suzanne Tavano, Ph.D., 925-957-5201 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: Marcy Wilhelm C. 53 To:Board of Supervisors From:Anna Roth, Health Services Director Date:June 27, 2023 Contra Costa County Subject:Approval of Community Based Mental Health Contracts BACKGROUND: (CONT'D) Only after receiving all rates was the Health Services Department’s Finance division finally able to make clear projections for county costs moving forward and to determine the final rates to be offered to CBOs for services to be rendered. Along with the delay in the release of rates, CalMHSA delayed the release of their guidance for contract revisions to align with Payment Reform on multiple occasions, as DHCS continued to release revisions to various requirements. The initial guidance was released in March 2023. These constant delays from both DHCS and CalMHSA stalled the ability to generate the documents and rates required to renew contracts for FY 23-24 until late May 2023. Contractor Contract #Contract Payment Limit A Better Way, Inc.74-586-10 $1,012,657 Alternative Family Services, Inc.74-317-25 $1,503,682 Aspiranet 74-402-20 $700,495 Bay Area Community Resources, Inc 74-321-23 $2,002,050 Berkeley Youth Alternatives 74-495-13 $200,000 Center For Psychotherapy 74-525-12 $2,173,442 Child Therapy Institute of Marin 74-517-13 $1,646,600 Community Health for Asian Americans 24-927-36 $3,547,983 Contra Costa Interfaith Transitional Housing, Inc.74-399-21 $715,000 Desarrollo Familiar, Inc 74-218-26 $1,141,955 Early Childhood Mental Health Program 24-308-56 $3,944,625 Embrace 74-315-25 $2,052,425 Fred Finch Youth Center 24-928-37 $3,041,859 La Cheim School, Inc.24-133-80 $6,377,168 La Clinica de la Raza, Inc.74-452-15 $1,234,262 Lincoln 24-925-41 $9,068,043 Vistability 24-707-69 $2,959,392 Mountain Valley Child and Family Services, Inc 24-773-37 $4,765,041 Mt. Diablo Unified School District 74-371-16 $7,081,524 Paradise Adolescent Homes, Inc.74-622-7 $395,910 Portia Bell HUME Behavioral Health and Training Center 74-513-10 $6,649,512 Seneca Family of Agencies 74-058-39 $8,006,031 We Care Services for Children 24-705-74 $2,794,151 Contra Costa Youth Services Bureau 24-409-48 $5,388,308 Youth Homes Incorporated 74-322-25 $6,670,954 YWCA Of Contra Costa/Sacramento 74-543-11 $1,171,823 CONSEQUENCE OF NEGATIVE ACTION: If these contracts are not approved, the residents of Contra Costa County may experience reduced or discontinued mental health services. CHILDREN'S IMPACT STATEMENT: This Early and Periodic Screening, Diagnostic, and Treatment (EPSDT) program supports the following Board of Supervisors’ community outcomes: “Children Ready For and Succeeding in School”; “Families that are Safe, Stable, and Nurturing”; and “Communities that are Safe and Provide a High Quality of Life for Children and Families”. Expected program outcomes include an increase in positive social and emotional development as measured by the Child and Adolescent Functional Assessment Scale (CAFAS). RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #23-563-6 with JWG Consulting, LLC, a limited liability company, in an amount not to exceed $638,000, to provide consulting, training and technical assistance services to the Department’s Information Systems Unit, for the period from July 1, 2023, through June 30, 2025. FISCAL IMPACT: This contract will result in contractual service expenditures of up to $638,000 over a 2-year period and will be funded 100% by Hospital Enterprise Fund I revenues. (Rate increase) BACKGROUND: This contract meets the needs of the monitoring of the Department of Health Care Services (DHCS) and Centers for Medicare & Medicaid Services (CMS) billing requirement announcements/changes. The county began contracting with this contractor in January 2015. The Health Services Department solicited for services regarding medical billing and accounts receivable, including the collection of revenue and monitoring of the Department of Health Care Services (DHCS) and Centers for Medicare & Medicaid Services (CMS) billing requirement announcements/change but has yet to receive qualified responses. Due to the lack of response, JWG Consulting, LLC, the current service provider was given a sole-source contract for these services. On June 22, 2021, the Board of Supervisors approved Contract #23-563-5 with JWG Consulting, LLC., in an amount not to exceed $580,000, for the provision of consulting services including, but not limited to: technical, operational support, and training on Patient Financial Services for the Health Services Department Information Systems Unit for the period from July 1, 2021, through June 30, 2023. Approval of Contract #23-563-6 will allow the contractor to continue to provide services through June 30, 2025. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Rajiv Pramanik, 925-765-8689 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: F Carroll, L Bright C. 54 To:Board of Supervisors From:Anna Roth, Health Services Director Date:June 27, 2023 Contra Costa County Subject:Contract #23-563-6 with JWG Consulting, LLC CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, the Information Systems Unit will not have access to contractor’s consulting services. The unit’s billing and accounts receivable activities will be affected, impacting the Department’s ability to collect revenue. Further issues may include non-compliance with DHCS and CMS billing requirements. RECOMMENDATION(S): APPROVE and AUTHORIZE the County Counsel, or designee, to execute, on behalf of Contra Costa County, a third amended and restated legal services contract, effective June 27, 2023, among Soluri Meserve, a Law Corporation, and the Counties of Contra Costa, Solano, and San Joaquin, to pay the firm an amount not to exceed $299,000 in connection with the firm’s legal work for these three Delta Counties Coalition counties through December 31, 2023. FISCAL IMPACT: Water Agency funds will be used to pay one-third of the attorney’s fees and expenses charged by the firm through December 31, 2023. BACKGROUND: Osha Meserve of the law firm Soluri Meserve represents the Counties of Contra Costa, San Joaquin, and Solano on Delta Counties Coalition matters, including legal and policy matters connected with the state’s proposed Delta Conveyance Project. The current legal services contract between the counties and the firm will expire on June 30, 2023. The three counties desire to extend the legal services contract through December 31, 2023, and increase the payment limit APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Stephen M. Siptroth, Assistant County Counsel, (925) 655-2200 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: Stephen M. Siptroth, Assistant County Counsel, Ryan Hernandez, Contra Costa County Water Agency C. 55 To:Board of Supervisors From:Thomas L. Geiger, County Counsel Date:June 27, 2023 Contra Costa County Subject:Delta Counties Coalition Legal Services Contract with Soluri Meserve, A Law Corporation BACKGROUND: (CONT'D) by $25,000, to a new payment limit of $299,000, to allow the firm to continue representing the counties through the end of this year. There will be no increase in the firm’s hourly rates, and each of the three counties will continue to pay one-third of the amount charged for the firm’s legal services. CONSEQUENCE OF NEGATIVE ACTION: The legal services contract would expire on June 30, 2023. RECOMMENDATION(S): APPROVE and AUTHORIZE the Department of Conservation and Development (DCD) Director, or designee, to execute an electronic signature services agreement with GMO GlobalSign, Inc. containing modified indemnification language, in an amount not to exceed $28,740 to provide electronic signature services for the period June 27, 2023 through June 26, 2024, and year to year thereafter until terminated. FISCAL IMPACT: No impact to the County General Fund. DCD costs will be covered by revenues from building permit fees and land development application fees. BACKGROUND: DCD has been utilizing the digital signature certificate services from GMO GlobalSign since 2015 to digitally sign issued building permits. The agreement will be used by DCD and the Public Works Department (PWD). PWD will begin utilizing the same digital signature certificate services for PWD issued permits and/or other documents. The contract limits GlobalSign’s liability for claims arising out of the agreement to no more than the amount of fees paid by County for the services in the one year period prior to the event that gave rise to the claim. CONSEQUENCE OF NEGATIVE ACTION: If this agreement is not approved, then DCD will not be able to digitally sign permits. DCD will have to revert to adding live signatures to issued permits which will then require the need to scan the wet-signed document for archiving. PWD will have to follow the same process to add the live signatures to documents. This process will delay permit issuance. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Patricia Zaragoza, 925-655-2789 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 56 To:Board of Supervisors From:John Kopchik, Director, Conservation & Development Department Date:June 27, 2023 Contra Costa County Subject:EPKI Service Agreement with GMO GlobalSign, Inc. Liveable Communities Trust Fund List of Projects Project No.Board Date Grant Recipient Project Smart Growth Action Plan Goal District I District II District III District IV District V Total Expenditures* Remaining Balance Rate of Expenditure 1,766,549$ 379,458$ 450,000$ 1,753,977$ 465,000$ 2,829,875.40$ 1,985,108.24$ 59% 2023-01 2/7/2023 YES Nature to Neighborhoods YES Nature to Neighborhoods Non- Construction Design 4. Economic Revitalization in Urban Infill Communities 150,000$ -$ -$ -$ -$ -$ 150,000$ 0% 2022-13 11/1/2022 CCTA Northern Waterfront Ferry 5. Fund transit & other transportation improvements which foster smart growth -$ -$ -$ -$ 40,000$ 40,000$ -$ 100% 2022-12 10/11/2022 PWD Pedestrian Signage - Blackhawk Rd 5. Fund transit & other transportation improvements which foster smart growth -$ 6,000$ -$ -$ -$ 6,000$ -$ 100% 2022-10 10/4/2022 Choice in Aging Aging in Place Campus 2. Construct, develop, or renovate affordable housing to meet regional housing goals -$ -$ -$ 490,590$ -$ 46,988.32$ 443,602$ 10% 2022-09 9/20/2022 Monument Crisis Center Family Resource Center 4. Economic Revitalization in Urban Infill Communities -$ -$ -$ 250,000$ -$ -$ 250,000$ 0% 2022-08 6/21/2022 City of Orinda Orinda Park Master Plan - Conceptual Design Update 3. Innovative land use planning: mixed use & infill development -$ 25,000$ -$ -$ -$ -$ 25,000$ 0% 2022-07 6/21/2022 The Lafayette Park Trust Lafayette Theater Project 3. Innovative land use planning: mixed use & infill development -$ 25,000$ -$ -$ -$ 25,000$ -$ 100% 2022-06 6/21/2022 Moraga Community Foundation Moraga Commons Enhancement 4. Economic Revitalization in Urban Infill Communities -$ 25,000$ -$ -$ -$ -$ 25,000$ 0% 2022-05 5/10/2022 PWD SRV Street Smarts - 2022/23 5. Fund transit & other transportation improvements which foster smart growth -$ 20,000$ -$ -$ -$ 20,000$ -$ 100% 2022-04 5/10/2022 PWD SRV Street Smarts - 2021/22 4. Economic Revitalization in Urban Infill Communities -$ 20,000$ -$ -$ -$ 20,000$ -$ 100% 2022-03 5/10/2022 Clayton Community Foundation Misc. Library Programs 4. Economic Revitalization in Urban Infill Communities -$ -$ -$ 250,000$ -$ 50,000$ 200,000$ 20% Liveable Communities Trust Fund List of Projects 2022-02 5/10/2022 Walnut Creek Library Foundation Misc. Library Programs 4. Economic Revitalization in Urban Infill Communities -$ -$ -$ 250,000$ -$ -$ 250,000$ 0% 2022-01 5/10/2022 Pleasant Hill Library Foundation Misc. Library Programs 4. Economic Revitalization in Urban Infill Communities -$ -$ -$ 250,000$ -$ 150,000$ 100,000$ 60% 2020-02 12/15/2020 PWD SRV Street Smarts - 2020/21 5. Fund transit & other transportation improvements which foster smart growth -$ 10,000$ -$ -$ -$ 10,000$ -$ 100% 2020-01 9/22/2020 Community HSG Dev. Corp. NR Heritage Point Commercial 4. Economic Revitalization in Urban Infill Communities 505,336$ -$ -$ -$ -$ -$ 505,336$ 0% 2019-08 10/22/2019 PWD SRV Street Smarts - 2019/20 5. Fund transit & other transportation improvements which foster smart growth -$ 20,000$ -$ -$ -$ 20,000$ -$ 100% 2019-07 7/30/2019 DCD District V Code Enforcement 4. Economic Revitalization in Urban Infill Communities -$ -$ -$ -$ 100,000$ 100,000$ -$ 100% 2019-06 7/30/2019 PWD PWD - Beautification Bay Point 4. Economic Revitalization in Urban Infill Communities -$ -$ -$ -$ 50,000$ 50,000$ -$ 100% 2019-05 7/30/2019 Sheriff's Office Bay Point Resident Deputy Program 4. Economic Revitalization in Urban Infill Communities -$ -$ -$ -$ 200,000$ 200,000$ -$ 100% 2019-04 6/18/2019 Innovation Tri Valley 2040 Tri Valley Vision Plan Investment 3. Innovative land use planning: mixed use & infill development -$ 10,000$ -$ -$ -$ 10,000$ -$ 100% 2019-03 3/26/2019 RYSE Center RYSE Center Capital Expansion 4. Economic Revitalization in Urban Infill Communities 51,174$ -$ -$ -$ -$ 51,174$ -$ 100% 2019-02 3/26/2019 PWD RYSE Acq. - Phase 2 4. Economic Revitalization in Urban Infill Communities 42,500$ -$ -$ -$ 42,500$ -$ 100% 2019-01 1/15/2019 PWD Friends of the El Sobrante Library 4. Economic Revitalization in Urban Infill Communities 15,045$ -$ -$ -$ -$ 15,045$ -$ 100% 2018-07 12/18/2018 Choice in Aging Infrastructure Workforce Development 1. Clean up land for redevelopment and create jobs near existing housing.-$ -$ -$ 13,200$ -$ 13,200$ -$ 100% 2018-06 12/4/2018 PWD SRV Street Smarts - 2018/19 5. Fund transit & other transportation improvements which foster smart growth -$ 20,000$ -$ -$ -$ 20,000$ -$ 100% Liveable Communities Trust Fund List of Projects 2018-05 6/12/2018 PWD RYSE Acq. - Phase 1 4. Economic Revitalization in Urban Infill Communities 25,000$ -$ -$ -$ -$ 25,000$ -$ 100% 2018-04 3/27/2018 Innovation Tri Valley Tri Valley Rising Report 3. Innovative land use planning: mixed use & infill development -$ 10,000$ -$ -$ -$ 10,000$ -$ 100% 2018-03 3/27/2018 PWD Newell Avenue Pathway 5. Fund transit & other transportation improvements which foster smart growth -$ 75,000$ -$ -$ -$ 75,000$ -$ 100% 2018-02 2/27/2018 H3 Contra Costa Housing Security Fund 2. Construct, develop, or renovate affordable housing to meet regional housing goals -$ 10,000$ -$ -$ -$ 10,000$ -$ 100% 2018-01 1/16/2018 PWD SRV Street Smarts - 2017/18 5. Fund transit & other transportation improvements which foster smart growth -$ 20,000$ -$ -$ -$ 20,000$ -$ 100% 2017-03 9/19/2017 Garden Park Apartments Community Garden Park Apartments 2. Construct, develop, or renovate affordable housing to meet regional housing goals -$ -$ -$ 125,000$ -$ 125,000$ -$ 100% 2017-02 3/14/2017 Mobility Matters Rides for Veterans 5. Fund transit & other transportation improvements which foster smart growth -$ 33,458$ -$ 50,187$ -$ 83,645$ -$ 100% 2017-01 3/7/2017 Aglantis Agra Tech Solar Light Greenhouse 4. Economic Revitalization in Urban Infill Communities -$ -$ -$ 25,000$ 25,000$ 50,000$ -$ 100% 2016-03 12/20/2016 DCD Agriculture Policy Study 3. Innovative land use planning: mixed use & infill development -$ -$ 150,000$ -$ -$ 113,829.44$ 36,170.56$ 76% 2016-02 12/20/2016 DCD Marsh Creek Trail 5. Fund transit & other transportation improvements which foster smart growth -$ -$ 250,000$ -$ -$ 250,000$ -$ 100% 2016-01 6/14/2016 CHDC Heritage Point Apartments 2. Construct, develop, or renovate affordable housing to meet regional housing goals 927,494$ -$ -$ -$ -$ 927,494$ -$ 100% 2013-01 10/22/2013 DCD Northern Waterfront 4. Economic Revitalization in Urban Infill Communities 50,000$ 50,000$ 50,000$ 50,000$ 50,000$ 250,000.00$ -$ 100% 1,766,549$ 379,458$ 450,000$ 1,753,977$ 465,000$ 2,829,875.40$ 1,985,108.24$ 59% * Reflects expenditures made by DCD, including payments to other County departments or non-profit organizations. RECOMMENDATION(S): 1. APPROVE allocation of $10,000 from the Livable Communities Trust (District II portion) to Danville Area Chamber of Commerce, a private non-profit organization, as recommended by Supervisor Andersen. 2. AUTHORIZE the Conservation and Development Director, or designee, to execute a contract, subject to approval by the County Administrator and approval as to form by County Counsel, with Danville Area Chamber of Commerce in an amount not to exceed $10,000 for the Women's Enterprise Initiative Program to mentor, instruct, and train women business owners and their staff. FISCAL IMPACT: No General Fund Impact. The $10,000 required for the contract will come from the District II allocation of the deposits into the Livable Communities Trust (Fund). The current available balance in the District II portion of the Fund is $1,455,846 (this total does not reflect the proposed $10,000 allocation). BACKGROUND: The Livable Communities Trust (Fund) is a Special Revenue Mitigation Fund that was established by the Board of Supervisors on November 15, 2005, following the approval of the Camino Tassajara Combined General Plan Amendment Project, also known as the Alamo Creek and Intervening Property residential projects, and was required as a condition of approval. The Fund was established to implement the County's Smart Growth Action Plan. The residential developers pay an $8,000 per unit fee (excluding the affordable housing portions of the project) into the Fund. The Department of Conservation and Development administers the Fund. On December 3, 2013, the Board of Supervisors determined that revenue from the Fund should be spent equally among each supervisorial district. At complete build-out, deposits to the Fund will total $8,448,000. As of June 12, 2023, the account has collected $8,376,000 in revenue fees, and $1,050,520 in accrued interest with $4,401,536.35 remaining in uncommitted funds. The previously approved expenditures are attached. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Kristin Sherk 925-655-2889 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 57 To:Board of Supervisors From:John Kopchik, Director, Conservation & Development Department Date:June 27, 2023 Contra Costa County Subject:Allocation of Funds from the Livable Communities Trust to Danville Area Chamber of Commerce BACKGROUND: (CONT'D) The Danville Area Chamber of Commerce (Chamber) is requesting, and Supervisor Andersen recommends, $10,000 of Livable Communities Trust funds to support the Chamber's Women Enterprise Initiative Program, which is a new leadership and mentoring program for women business owners, with a particular emphasis on women of color. The main goal of the program is to mentor, instruct, and train women business owners and their staff on a range of subjects including budgeting, project management, marketing, and corporate governance. The programming is meant to give each participant practical new skills and deep connections with peers and community leaders. Designed for women and open to men, the program's target demographic is young female entrepreneurs in retail, service, hospitality, restaurant, health, wellness, finance, and professional service industries. Women who have recently re-entered the workforce or amid a career transition can also participate and find substantial value in the program. The program supports Smart Growth Action Plan goal number four: To promote economic revitalization in urban infill communities by supporting economic development and greater diversity in the community. ATTACHMENTS LCT Project List RECOMMENDATION(S): APPROVE and AUTHORIZE the County Administrator, or designee, to execute a contract amendment with The Congress of Neutrals to increase the payment limit by $10,001 to a new payment limit of $130,001, and extend the term through July 31, 2023 for additional mediation services through the County Dispute Resolution Program. FISCAL IMPACT: 100% Restricted Dispute Resolution funds. No Net County Costs. Program costs offset by $8.00 case filing fees on civil actions filed in the Superior Court. BACKGROUND: The Congress of Neutrals provides Small Claims/Civil Harassment/Unlawful Detainer mediation and Family Law Contempt mediation for all branches of the Superior Court to improve court efficiency, assist court staff, and reduce court caseload. They introduce disputants to the principles of conciliation and negotiated settlement. Mediations are conducted at the court, prior to the court hearing and/or on the day of the court hearing. The Congress of Neutrals recruits and trains community volunteers, certified law students, and attorneys as mediators. On APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Chrystine Robbins, 925-655-2055 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 58 To:Board of Supervisors From:Monica Nino, County Administrator Date:June 27, 2023 Contra Costa County Subject:Contract Amendment with The Congress of Neutrals BACKGROUND: (CONT'D) June 20, 2017, the Board approved a contract with The Congress of Neutrals in the amount of $120,000 for FY 2017/18, as a result of the 2017 Dispute Resolution Program request for proposals (RFP). The contract has been renewed annually through FY 2022/23. The 2023 RFP to establish the ongoing Dispute Resolution Program service contract(s) will be complete in July 2023. The proposed contract extension will provide continuity of services while the 2023 RFP is completed and a new contract is executed. CONSEQUENCE OF NEGATIVE ACTION: The County Dispute Resolution Program will experience a disruption in mediation services for the citizens of Contra Costa County. RECOMMENDATION(S): APPROVE and AUTHORIZE the County Administrator, or designee, to execute a contract amendment with Center for Human Development to increase the payment limit by $5,035 to a new payment limit of $65,035, and extend the term through July 31, 2023 for mediation services through the County Dispute Resolution Program. FISCAL IMPACT: 100% Restricted Dispute Resolution funds. No Net County Costs. Program costs offset by $8.00 case filing fees on civil actions filed in the Superior Court. BACKGROUND: Center for Human Development provides mediation and conciliation to APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Chrystine Robbins, 925-655-2055 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 59 To:Board of Supervisors From:Monica Nino, County Administrator Date:June 27, 2023 Contra Costa County Subject:Contract Amendment with Center for Human Development BACKGROUND: (CONT'D) landlords and tenants, consumers and merchants, neighbors, public agencies, citizen groups, families, animal disputes, family transition, and organizations. Specialty services include group facilitation, mediator training, real estate mediation, conflict resolution skills training for agencies, and business mediation and consultation. Guardianship Mediation will continue to offer mediation services with a panel of two mediators to clients referred by the Courts for resolution of child custody and visitation issues in Guardianship Matter. Mediations will be held in the A.F. Bray Courthouse in Martinez. Services include referral, telephone conciliation, and mediation. On June 20, 2017, the Board approved a contract with Center for Human Development in the amount of $60,000 for FY 2017/18, as a result of the 2017 Dispute Resolution Program request for proposals (RFP). The contract has been renewed annually through FY 2022/23. The 2023 RFP to select the ongoing Dispute Resolution Program service contract(s) will be complete in July 2023. The proposed contract extension will provide continuity of services while the 2023 RFP is completed and a new contract is executed. CONSEQUENCE OF NEGATIVE ACTION: The County Dispute Resolution Program will experience a disruption in mediation services for the citizens of Contra Costa County. RECOMMENDATION(S): APPROVE clarification of Board action of June 13, 2023 (C.120) for a contract amendment with Hinderliter, de Llamas and Associates, effective July 1, 2023, to reflect the intent of the parties to change the payment limit from $1,000,000 to $1,125,000. FISCAL IMPACT: The contract costs are based on two factors; a flat annual fee for sales tax information/technical assistance, and 15% of new sales and use tax revenues recovered by the County as a result of HdL's audit. For FY22-23, approximately $46,000 in new sales and use tax revenue is projected to be recovered. (100% General Fund) BACKGROUND: On July 1, 2017, the County Administrator’s Office executed a contract with Hinderliter, de Llamas & Associates in the amount of $425,000, to provide detailed sales tax analysis and forecasting. The contract was first amended on July 1, 2020, for a total payment limit of $725,000, and again amended on January 1, 2021, for a total payment limit of $1,000,000. On June 13, 2023 (C.120), the Board of Supervisors (BOS) approved a contract amendment extending the term of the agreement and increasing its payment limit by $400,000. The board order stated that the increase brought the total payment limit to $1,125,000. However, the increase in the payment limit in the board order should have been $125,000 to effect the stated total payment limit of $1,125,000. The performance requirements described in the original contract amendment remain the same. This board order clarifies the increase in the payment limit under the agreement, as amended. CONSEQUENCE OF NEGATIVE ACTION: The increase in the payment limit and total payment limit under the agreement will not be properly reflected in the board orders. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Adam Nguyen, (925) 655-2048 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 60 To:Board of Supervisors From:Monica Nino, County Administrator Date:June 27, 2023 Contra Costa County Subject:HdL amendment clarification RECOMMENDATION(S): APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a contract with The Act 1 Group, Inc., dba ATIMS, in an amount not to exceed $1,302,404 for yearly maintenance fees and additional work or changes to the Jail Management System as requested for the period February 26, 2023 to February 25, 2028. FISCAL IMPACT: Approval of this request will result in up to $1,302,404 in contractual service expenditures over a 5-year period and will be funded 100% by the Sheriff's Office budgeted General Fund. BACKGROUND: The Act 1 Group, Inc. dba ATIMS installed a new Jail Management System for the Office of the Sheriff that went live on February 25, 2023. The initial cost was funded by ViaPath as part of a telephone contract. On March 2, 2023, the Department was informed of the need to APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Abigail Balana, 925-655-0008 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 61 To:Board of Supervisors From:David O. Livingston, Sheriff-Coroner Date:June 27, 2023 Contra Costa County Subject:The Act 1 Group, Inc dba ATIMS BACKGROUND: (CONT'D) contract for ongoing maintenance and system changes requested. Since that time, the Department has been working with the vendor and following County policy and procedures to execute a draft contract for review and approval. The Department received approval to request Board authorization on June 2, 2023 and immediately worked to get the request on the next Board agenda. Retroactive requests are atypical for the Department, and had staff known sooner about the service terms the contract request would have been submitted timely for all approvals to be received prior to the contract start date. This new contract covers the yearly maintenance fees and any additional work or changes to the system that are not within the scope of the original contract. These fees include 24 hour support, new software version updates, and consultation on customization. CONSEQUENCE OF NEGATIVE ACTION: If the request is not approved, the Office of the Sheriff will not be able to receive further upgrades, needed changes, and critical support for the new system. RECOMMENDATION(S): APPROVE and AUTHORIZE the County Administrator, or designee, to execute a contract with the Industrial Employers and Distributor's Association (IEDA) in an amount not to exceed $77,220 to provided labor negotiations and support services for the period of July 1, 2023 to September 30, 2023. FISCAL IMPACT: The amount of the contract for the period of July 1, 2023 through September 30, 2023 will be $77,220, and will be funded initially by the General Fund and subsequently spread to other funds through the Cost Plan. BACKGROUND: Due to a long-standing contract with IEDA, the County Administrator's Office is requesting an extension with IEDA for labor relations and negotiation services to complete current projects while transitioning to a new provider. IEDA has history representing Contra Costa County in labor relations matters and augments the County’s Labor Relations staff. IEDA has long term, historical knowledge of the policies, practices and intricacies of the County and its operating departments and is instrumental in negotiations. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, the County's ability to negotiate with our recognized employee organizations will be significantly impaired. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: David Sanford, Chief of Labor Relations 925-655-2070 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 , County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 62 To:Board of Supervisors From:Monica Nino, County Administrator Date:June 27, 2023 Contra Costa County Subject:Contract Extension with IEDA for Labor Negotiations and Support Services RECOMMENDATION(S): APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract amendment with Glen Price Group to increase the payment limit by $100,000 to a new payment limit of $235,000 for strategic planning, fund monitoring and grant writing services, and to extend the term through June 30, 2024. FISCAL IMPACT: This contract amendment is funded with 59% Federal, 35% State, 6% County funding, all of which is budgeted in FY 22/23 and FY 23/24. BACKGROUND: The Glen Price Group has a proven track record of success in securing grant funding for organizations and effective strategic planning services. This contract will assist departments with locating and securing fund opportunities as well as establish a strategic direction and plan. The original contract was executed in June 2022 in the amount of $135,000, which did not require a board order. This amendment will increase the contract threshold to $235,000, thus requiring Board approval. The contract term is also extended for one year. CONSEQUENCE OF NEGATIVE ACTION: Employment and Human Services Department will be unable to effectively monitor for and secure relevant fund opportunities nor establish a solid strategic direction to inform policies and practices going forward. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: C. Youngblood (925) 608-4964 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 63 To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Date:June 27, 2023 Contra Costa County Subject:2022-2023 The Glen Price Group strategic planning services - contract amendment CHILDREN'S IMPACT STATEMENT: This contract supports four of the five of Contra Costa County’s community outcomes: (2) "Children and Youth Healthy and Preparing for Productive Adulthood"; (3) "Families that are Economically Self-Sufficient"; (4) "Families that are Safe, Stable and Nurturing"; and (5) "Communities that are Safe and Provide a High Quality of Life for Children and Families" by providing a safe environment where children of families with domestic violence issues can receive appropriate support and follow-up services. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract Amendment Agreement #23-571-8 with Tegria Services Group – US, Inc, a corporation, effective April 15, 2023, to amend Contract #23-571-6, to increase the payment limit by $1,000,000, from $2,500,000 to a new payment limit of $3,500,000, with no change in the original term of January 1, 2021 through December 31, 2023. FISCAL IMPACT: Approval of this amendment will result in additional annual expenditures of up to $1,000,000 and will be funded by the department in FY 2022-24, by 100% Enterprise I Fund revenues (No rate increase). BACKGROUND: Tegria Services Group - US, Inc. provides professional technical support, training, and consulting services on Epic Systems (the electronic health records system used by Contra Costa Health Services (CCHS)) to Health Services IT support, as well as Contra Costa Regional Medical Center (CCRMC) hospital, clinical staff, patients, and health care providers. Further, this contractor has been providing services for Tapestry Management, an application the Contra Costa Health Plan utilizes regarding the CCHS initiative to move to a Single Health Plan Model. This contractor has been providing ongoing support since 2015. The Health Services Department solicited Tapestry Management providers. As a result of the lack of talent resources in this (area of specialty), the bid process and solicitation to multiple vendors have not returned any qualified responses. Due to the lack of response, Tegria Services Group - US, Inc, the current Tapestry Management service provider, was given a sole-source contract for these services. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Rajiv Pramanik, 925-765-8689 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: F Carroll, Laura Bright C. 64 To:Board of Supervisors From:Anna Roth, Health Services Director Date:June 27, 2023 Contra Costa County Subject:Amendment #23-571-8 with Tegria Services Group – US, Inc. BACKGROUND: (CONT'D) On January 5, 2021, the Board of Supervisors approved Contract #23-571-6 with BlueTree Network, Inc., for the provision of consulting, technical support, and training to the Health Services Information Director on Information Systems, including assistance with Epic, the billing system for Contra Costa Regional Medical Center (CCRMC), for the period from January 1, 2021, through December 31, 2023. On November 1, 2022, the Board of Supervisors approved Contract Amendment Agreement #23-571-7 with BlueTree Network, Inc., effective June 15, 2022, to reflect the corporations name change from BlueTree Network, Inc., to Tegria Services Group – US, Inc., with no change in the payment limit or original term. California's Department of Health Care Services (DHCS) initiative, California Advancing and Innovating Medi-Cal (CalAIM) is a long-term commitment to transform and strengthen Medi-Cal, offering Californians a more equitable, coordinated, and person-centered approach to maximizing their health and life trajectory. Due to CCHS' continued CalAIM public health post-pandemic transition work, this services provider increased work limited to a project projected to end in 2023, resulting in additional expenditures. This increase will be offset 100% by CalAIM revenues. Delays in processing this amendment request are due to the wait time to receive approval from Health Services Personnel. Approval of Contract Amendment Agreement #23-571-8 will allow the contractor to continue to provide consulting, technical support, and training services to the Health Services Information Director through December 31, 2023. CONSEQUENCE OF NEGATIVE ACTION: If this amendment is not approved, the department can’t pay invoices for contractual obligations. Any monies owed will remain outstanding, causing the cancelation of services. The result would be a negative effect on patient care. RECOMMENDATION(S): APPROVE and AUTHORIZE the Employment Human Services Director, or designee, to execute an interagency agreement with First 5 Contra Costa and Families Commission for an amount not to exceed $810,000, to develop and implement the Children with Disabilities Project and support providers that are serving young children with disabilities for the period May 1, 2023 through April 30, 2025. FISCAL IMPACT: This interagency agreement is funded with 100% County Measure X funds. BACKGROUND: First 5 Contra Costa is one of seven agencies that participated in the Contra Costa Interagency Care Collaborative, directed by the Measure X Community Advisory Body. Their responsibility included support for consultation and guidance services to child care providers, in support of services and program modifications, to enhance inclusivity of children with disabilities within the community. On February 22, 2022 (D.2, attachment A.5), the Board of Supervisors approved an ongoing annual allocation of $450,000 for the Supporting Children with Disabilities project (the “Project”). APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: 9254945256 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 65 To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Date:June 27, 2023 Contra Costa County Subject:Interagency Agreement with First 5 Contra Costa Children and Families Commission for the Implementing Children with Disabilities Project BACKGROUND: (CONT'D) This interagency agreement was delayed due to the negotiation of the deliverables and timeline of the project. The Project, through this interagency agreement, will allow First 5 Contra Costa and Families Comission to lead a collective impact effort in partnership with local organizations serving young children with disabilities and their families to assess, plan and identify services and resources that most comprehensively address the needs of young children with disabilities and expand access to inclusive care and learning settings. First 5 Contra Costa deliverables will consist of consultation and facilitating data collection on families’ and provider’s needs. First 5 Contra Costa will provide support to providers providing professional development sessions, on-site consultations and monitor services provided to children with disabilities. CONSEQUENCE OF NEGATIVE ACTION: Without approval of the interagency agreement, EHSD will not be able to implement the Children with Disabilities Project. CHILDREN'S IMPACT STATEMENT: The Employment and Human Services Department Community Services Bureau supports three of Contra Costa County’s community outcomes- Outcome 1: “Children Ready for and Succeeding in School,” Outcome 3: “Families that are Economically Self-sufficient,” and, Outcome 4: “Families that are Safe, Stable, and Nurturing.” These outcomes are achieved by offering comprehensive services, including high quality early childhood education, nutrition, and health services to low-income children throughout Contra Costa County. RECOMMENDATION(S): APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract amendment with Pacific Clinics, formerly known as Uplift Family Services, a corporation, to extend the contract term through December 31, 2023, and to increase the payment limit by $169,600 to a new payment limit $508,800 to provide Child Welfare Differential Response Program Path 2 and After Care Case Management Services in East Contra Costa County. FISCAL IMPACT: This contract is funded 100% by State 2011 Realignment funds and is included in the FY 2023-2024 department budget. BACKGROUND: This contractor was selected as a result of RFP# 1170 to continue implementation of the Differential Response (DR) Path 2 Case Management Program, which provides early intervention in the lives of families who have had a report of abuse or neglect. The contract was approved by the Board of Supervisors on June 21, 2022 (C.86) for FY 23/24. This is a six (6) month contract extension through December 31, 2023, to the second year renewal of the contract to ensure service continuity. An RFP to competitively procure Differential Response case management will APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Sebastian Gomez, (925) 266 - 6665 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 66 To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Date:June 27, 2023 Contra Costa County Subject:Amend Contract with Uplift Family Services for Differential Response Program Case Management Services BACKGROUND: (CONT'D) be issued in the upcoming months, with an anticipated contract start date of January 1, 2024. The DR Program works with community-based and/or faith-based organizations to provide case management and home visiting services to high-risk families to address the issues that brought the family to the attention of Children and Family Services (CFS). Selected contractors provide services to impact the family's ability to safely care for their children and avoid the further need for interaction with and further investigation by CFS. CONSEQUENCE OF NEGATIVE ACTION: Employment and Human Services will be unable to provide early intervention services in the lives of families who have had a report of abuse or neglect in East Contra Costa County. CHILDREN'S IMPACT STATEMENT: The services provided under this contract support all five of Contra Costa County’s community outcomes: (1) “Children Ready for and Succeeding in School”; (2) “Children and Youth Healthy and Preparing for Productive Adulthood”; (3) “Families that are Economically Self-Sufficient”; (4) "Families that are Safe, Stable and Nurturing"; and (5) "Communities that are Safe and Provide a High Quality of Life for Children and Families" by ensuring children and families in CFS programs are working with qualified staff on a consistent basis. RECOMMENDATION(S): APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract amendment with Contra Costa Youth Service Bureau, a corporation, to extend the contract term through December 31, 2023, and to increase the payment limit by $156,367 to a new payment limit of $469,102 to provide Child Welfare Redesign Differential Response (DR) Program Path 2 and After Care Case Management Services in West Contra Costa County. FISCAL IMPACT: This contract amendment is funded 100% by State 2011 Realignment funds and is included in the FY 2023-2024 department budget. BACKGROUND: This Contractor was selected as a result of RFP# 1170 to continue implementation of the Differential Response (DR) Path 2 Case Management Program, which provides early intervention in the lives of families who have had a report of abuse or neglect. The contract was approved by the Board of Supervisors on June 21, 2022, (C.84) for FY 23/24. This is a six (6) month extension to the second year renewal of the contract to ensure service continuity. An RFP to competitively procure Differential Response case management will be issued in the upcoming months, with an anticipated contract start date of January 1, 2024. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Sebastian Gomez, (925) 266 6665 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 67 To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Date:June 27, 2023 Contra Costa County Subject:Amend Contract with Contra Costa Youth Services Bureau for Differential Response Program Case Management Services BACKGROUND: (CONT'D) The DR Program works with community-based and/or faith-based organizations to provide case management and home visiting services to high-risk families to address the issues that brought the family to the attention of Children and Family Services (CFS). Selected contractors provide services to impact the family's ability to safely care for their children and avoid the further need for interaction with and further investigation by CFS. CONSEQUENCE OF NEGATIVE ACTION: The Employment and Human Services Department will be unable to provide early intervention services in the lives of families who have had a report of abuse or neglect in West Contra Costa County. CHILDREN'S IMPACT STATEMENT: The services provided under this contract support all five of Contra Costa County’s community outcomes: (1) “Children Ready for and Succeeding in School”; (2) “Children and Youth Healthy and Preparing for Productive Adulthood”; (3) “Families that are Economically Self-Sufficient”; (4) "Families that are Safe, Stable and Nurturing"; and (5) "Communities that are Safe and Provide a High Quality of Life for Children and Families" by ensuring children and families in CFS programs are working with qualified staff on a consistent basis. RECOMMENDATION(S): APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract amendment with Catholic Charities of the Diocese of Oakland dba Catholic Charities of the East Bay, a corporation, to extend the contract term through December 31, 2023, and to increase the payment limit by $135,000 to a new payment limit of $405,000 to provide Child Welfare Redesign Differential Response (DR) Program Path 2 and After Care Case Management Services in Central Contra Costa County. FISCAL IMPACT: This amendment is funded with 100% State 2011 Realignment funds and is included in the FY 2023-2024 department budget. BACKGROUND: This Contractor was selected as a result of RFP# 1170 to continue implementation of the Differential Response (DR) Path 2 Case Management Program, which provides early intervention in the lives of families who have had a report of abuse or neglect. The contract was approved by the Board of Supervisors on June 21, 2022 (C.81) for FY 23/24. This is a six (6) month extension to the second year renewal of the contract to ensure service continuity. An RFP to competitively procure Differential Response case management will be issued in the upcoming months, with an anticipated contract start date of January 1, 2024. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Sebastian Gomez, (925) 266 6665 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 68 To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Date:June 27, 2023 Contra Costa County Subject:Amend Contract with Catholic Charites of the East Bay for Differential Response Program Case Management Services BACKGROUND: (CONT'D) The DR Program works with community-based and/or faith-based organizations to provide case management and home visiting services to high-risk families to address the issues that brought the family to the attention of Children and Family Services (CFS). Selected contractors provide services to impact the family's ability to safely care for their children and avoid the further need for interaction with and further investigation by CFS. CONSEQUENCE OF NEGATIVE ACTION: The Employment and Human Services Department will be unable to provide early intervention services in the lives of families who have had a report of abuse or neglect in Central Contra Costa County. CHILDREN'S IMPACT STATEMENT: The services provided under this contract support all five of Contra Costa County’s community outcomes: (1) “Children Ready for and Succeeding in School”; (2) “Children and Youth Healthy and Preparing for Productive Adulthood”; (3) “Families that are Economically Self-Sufficient”; (4) "Families that are Safe, Stable and Nurturing"; and (5) "Communities that are Safe and Provide a High Quality of Life for Children and Families" by ensuring children and families in CFS programs are working with qualified staff on a consistent basis. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County, as follows: (1) Cancelation Agreement #77-327-1 with Aspire Neuro Psychological Services, Inc., a corporation, effective at the end of business on June 30, 2023; and (2) Contract #77-327-2 with Aspire Neuro Psychological Services, Inc., a corporation, in an amount not to exceed $300,000, to provide medical specialty services, including but not limited to behavioral health treatment, neuropsychological testing and bariatric surgery evaluation services for Contra Costa Health Plan (CCHP) Members and County recipients, for the period July 1, 2023 through June 30, 2025. FISCAL IMPACT: This contract will result in contractual service expenditures of up to $300,000 over a 2-year period and will be funded 100% by CCHP Enterprise Fund II revenues. (Rate increase) BACKGROUND: CCHP has an obligation to provide certain medical specialty behavioral health treatment services for 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 behavioral health treatment, neuropsychological testing and bariatric surgery evaluation services since December 2021. On December 7, 2021, the Board of Supervisors approved Contract #77-327 with Aspire Neuro Psychological Services, Inc., in an amount not to exceed $300,000, for the provision of behavioral health treatment, neuropsychological testing and bariatric surgery evaluation services for CCHP Members and County recipients for the period December 1, 2021 through November 30, 2023. In consideration of the contractor’s agreement to continue providing services and the departments need to increase rates to maintain an adequate network for CCHP members to meet Department of Health Care Services (DHCS) and Department of Managed Health Care (DMHC) mandates, the department and contractor have agreed to (1) mutual cancelation of the current contract in accordance with General Conditions APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Sharron A. Mackey, 925-313-6104 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: Noel Garcia, Marcy Wilhelm C. 69 To:Board of Supervisors From:Anna Roth, Health Services Director Date:June 27, 2023 Contra Costa County Subject:Cancelation Agreement #77-327-1 and Contract #77-327-2 with Aspire Neuro Psychological Services, Inc. BACKGROUND: (CONT'D) Paragraph 5 (Termination), of the contract (Cancelation Agreement #77-327-1) will accomplish this cancelation, and (2) establishment of a new contract with the correct terms and conditions for the next two years. Under new Contract #77-327-2, this contractor will provide behavioral health treatment, neuropsychological testing and bariatric surgery evaluation services for CCHP Members and County recipients with the new contract term of July 1, 2023 through June 30, 2025. CONSEQUENCE OF NEGATIVE ACTION: If this cancelation and new contract are not approved, certain specialized behavioral health, neuropsychological testing and bariatric surgery evaluation services for CCHP members under the terms of their Individual and Group Health Plan membership contracts with the county will not be provided. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #77-026-3 with KCI USA, Inc., a corporation, in an amount not to exceed $900,000, to provide durable medical equipment (DME), training services and related supplies to Contra Costa Health Plan (CCHP) members, for the period July 1, 2023 through June 30, 2026. FISCAL IMPACT: Approval of this contract will result in contractual service expenditures of up to $900,000 over a three-year period and will be funded 100% by CCHP Enterprise Fund II. (No Rate increase) BACKGROUND: CCHP has an obligation to provide certain specialized health care services including DME equipment, services and supplies for 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 since July 1, 2017. On May 26, 2020, the Board of Supervisors approved Contract #77-026-2 with KCI USA, Inc., a corporation, in an amount not to exceed $600,000, to provide durable medical equipment (DME), services and related supplies to Contra Costa Health Plan (CCHP) members, for the period July 1, 2020 through June 30, 2023. Approval of Contract #77-026-3 will allow the contractor to continue providing DME, supplies and related services to CCHP members through June 20, 2026. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, certain specialized DME health care services for CCHP members under the terms of their Individual and Group Health Plan membership contracts with the county will not be provided, which may lead to service delays for members. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Sharron Mackey, 925-313-6104 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: K Cyr, M Wilhelm C. 70 To:Board of Supervisors From:Anna Roth, Health Services Director Date:June 27, 2023 Contra Costa County Subject:Contract #77-026-3 with KCI USA, Inc. RECOMMENDATION(S): APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Pacific Clinics, a non-profit corporation, in an amount not to exceed $1,225,000 to provide family preservation and support services to families referred from existing child welfare cases and/or the County Probation Department for the period July 1, 2023 through June 30, 2025. FISCAL IMPACT: This contract is funded by 30% County General and 70% State 2011 Realignment funds, half of which is budgeted in FY 23/24 and half will be budgeted in the FY 24/25 budget. BACKGROUND: The Employment and Human Services Department (EHSD), Children and Family Services (CFS) Bureau selected this contractor from the competitive procurement, Request for Proposal (RFP) #1193 in February 2023. The Contractor will provide family preservation and support services, including ongoing case management that engage and establish a positive rapport with families who have been referred from existing child welfare cases and/or County Probation Department and who are experiencing multiple stressors impacting their ability to parent effectively and consequently are at risk of having their children placed in out-of-home care. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: V. Kaplan, (925) 608-5052 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 71 To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Date:June 27, 2023 Contra Costa County Subject:Contract with Pacific Clinics for Family Preservation Services FY 23/24 & 24/25 CONSEQUENCE OF NEGATIVE ACTION: Absence of these critical services will result in an increased number of children being removed from their families and placed in foster care. CHILDREN'S IMPACT STATEMENT: This contract supports all five of the community outcomes established in the Children's Report Card: 1) "Children Ready for and Succeeding in School"; 2) "Children and Youth Healthy and Preparing for Productive Adulthood"; 3) "Families that are Economically Self Sufficient"; 4) "Families that are Safe, Stable and Nurturing"; and 5) "Communities that are Safe and Provide a High Quality of Life for Children and Families" by providing family support, stability, and safety of children, thereby preventing out-of-home placement. RECOMMENDATION(S): RESCIND Board action of April 4, 2023 (C.83), which pertained to a contract with Q Metrics, Inc; and APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #77-195-6 with Q Metrics, Inc., a corporation, in an amount not to exceed $116,412 to provide administration of the Timely Access Provider Appointment Availability Survey (PAAS) and post validation services for Contra Costa Health Plan (CCHP) for the period from May 1, 2023 through April 30, 2024. FISCAL IMPACT: This contract will result in contractual service expenditures of up to $116,412 and is funded 100% by CCHP Enterprise Fund II. (Rate increase) BACKGROUND: CCHP has an obligation to provide certain CCHP member services including surveys of CCHP members to facilitate the best practices in providing member services. This contractor provides annual PAAS survey and post validation services for CCHP and has been providing member survey services since June 1, 2018. On May 24, 2022, the Board of Supervisors approved Contract #77-195-4 with Q Metrics, Inc., in an amount not to exceed $70,103, for the provision of Timely Access PAAS services for CCHP for the period from May 1, 2022 through April 30, 2023. On February 28, 2023, the Board of Supervisors approved Contract Amendment #77-195-5 with Q Metrics, Inc., effective February 1, 2023, to increase the payment limit by $13,000 to a new payment limit of $83,103 with no change in the term, to provide additional post validation services as required by the DMHC. On April 4, 2023, the Board of Supervisors approved C.83 with Q Metrics, Inc., in an amount not to exceed $85,000, to provide administration of the Timely Access PAAS and post validation services for CCHP for the period May 1, 2023 through April 30, 2024. The parties have agreed to additional services, therefore approval of this Board Order will change the payment limit from $85,000 to a new payment limit of $116,412. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Sharron Mackey, 925-313-6104 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: L Walker, M Wilhelm C. 72 To:Board of Supervisors From:Anna Roth, Health Services Director Date:June 27, 2023 Contra Costa County Subject:Rescind Prior Board Action Pertaining to Contracted Services with Q Metrics, Inc. CONSEQUENCE OF NEGATIVE ACTION: If the recommendation is not approved, the payment limit will not be corrected, and the contractor will not be able to agreed upon additional administration of the Timely Access PAAS. RECOMMENDATION(S): APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract amendment with CocoKids, Inc., a non-profit corporation, to increase the payment limit by $1,057,204 to a new payment limit of $2,280,944, to provide Emergency Child Care Bridge Program services for foster children, with no change to the term July 1, 2022 through June 30, 2024. FISCAL IMPACT: This amendment is funded with 85% State Capped Allocation and 15% Federal Title IV-E funding, all of which is already budgeted in FY 2023-2024. BACKGROUND: The lack of access to child care for potential eligible families seeking to take in a foster child continues to be one of the top barriers to placing young foster children with families. The Emergency Child Care Bridge Program for Foster Children (Bridge Program) was enacted through Senate Bill 89, (Chapter 24, Statutes of 2017) and implemented in January 2018, to reduce child care barriers for children and parenting youth in the foster care system, their caregiver families, and non-minor dependent parents. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: L. Pacheco (925) 608-4963 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 73 To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Date:June 27, 2023 Contra Costa County Subject:Contract Amendment with CocoKids, Inc. for the Emergency Child Care Bridge Program for Foster Children BACKGROUND: (CONT'D) On April 24, 2023 the California Department of Social Services (CDSS) issued Child Care Bulletin (CCB) No. 23-10 announcing the FY 2023-2025 Bridge Program Opt In Notification and FY2023-2024 noncompetitive planning allocation for all fifty-eight (58) counties in the amount of $86.407 million and available for expenditure July 1, 2023 through June 30, 2024. Contra Costa County Employment and Human Services Department (EHSD) Children and Family Services (CFS) Bureau opted in at the approval of the Board of Supervisors on May 23, 2023 (C.30). The Contractor provides Bridge Program services that include a twelve-month payment (or voucher) for child care with the possibility to extend the voucher beyond the initial twelve months, child care navigator assistance, as well as, trauma-informed care training and coaching to child care providers who care for children in foster care. The contract terms and budget were negotiated with Contractor to allow the Contractor and County to continue to provide Bridge Program services delivering critical emergency child care services to foster youth and their eligible families through June 30, 2024. This is a contract amendment to incorporate the 2023-2024 funding into the current 2022-2024 contract; the most recent contracts with this Contractor for these services were authorized by the Board of Supervisors on January 10, 2023 (C.50) and May 24, 2022 (C.41). CONSEQUENCE OF NEGATIVE ACTION: Without these services, the County will face an increased number of foster youth unable to be placed with eligible families due to lack of access to child care and State/Federal funding will be lost. CHILDREN'S IMPACT STATEMENT: This contract supports all five of the community outcomes established in the Children's Report Card: 1) "Children Ready for and Succeeding in School"; 2) "Children and Youth Healthy and Preparing for Productive Adulthood"; 3) "Families that are Economically Self Sufficient"; 4) "Families that are Safe, Stable and Nurturing"; and 5) "Communities that are Safe and Provide a High Quality of Life for Children and Families" by providing safe housing and support to assist youth in foster care. RECOMMENDATION(S): APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a contract with Integrated Solutions Consulting, Corp. in an amount not to exceed $230,075 to provide consulting, technical assistance, data analytics, and training for the update to the Contra Costa County Local Hazard Mitigation Plan for the period of June 1, 2023 through the end of the grant period. FISCAL IMPACT: Approval of this request will result in up to $230,075 in contractual service expenditures through the end of the grant period in which 75% will be funded by grant funds from the FEMA Hazard Mitigation Fund and 25% will be funded through in-kind local match funding within the Sheriff's operating budget. BACKGROUND: Integrated Solutions Consulting, Corp. will provide a comprehensive update to the 2023 Contra Costa County Local Hazard Mitigation Plan. The contract will support the goal of reducing overall risk to the population and structures from future hazard events, while also reducing reliance on Federal funding in future disasters. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Abigail Balana, 925-655-0008 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 74 To:Board of Supervisors From:David O. Livingston, Sheriff-Coroner Date:June 27, 2023 Contra Costa County Subject:Integrated Solutions Consulting, Corp. CONSEQUENCE OF NEGATIVE ACTION: Negative action on this request will result in the inability to complete the federally required update to the current Contra Costa County Local Hazard Mitigation Plan and forfeiting the County’s ability to qualify for federal pre-disaster mitigation, flood and infrastructure grants. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County, as follows: (1) Cancelation Agreement #26-704-7 with David H. Stone, M.D., an individual, effective at the end of business on June 30, 2023; and (2) Contract #26-704-8 with Mt. Diablo Rheumatology Consultant, Inc., a corporation, in an amount not to exceed $690,000, to provide rheumatology services at Contra Costa Regional Medical Center (CCRMC) and Health Centers, for the period July 1, 2023 through June 30, 2026. FISCAL IMPACT: This contract will result in contractual service expenditures of up to $690,000 over a three-year period and will be funded 100% by Hospital Enterprise Fund I revenues. (Rate increase) BACKGROUND: Due to limited number of specialty providers available within the community, CCRMC and Health Centers rely on contracts to provide necessary specialty health services to their patients. This contractor has been providing rheumatology specialty services, including but not limited to: clinic coverage, consultation, training, medical and surgical procedures, since September 2011. On September 8, 2020, the Board of Supervisors approved Contract #26-704-6 with David H. Stone, M.D., in an amount not to exceed $600,000, for the provision of rheumatology services at CCRMC and health centers, for the period September 1, 2020 through August 31, 2023. David H. Stone, M.D., an individual, will now do business with the county as Mt. Diablo Rheumatology Consultant, Inc., a corporation. In consideration of Contractor’s services expected to be utilized, the change in contractors legal capacity, the recent increase in clinic rates and the agreement to continue providing such services, the department and contractor have agreed to (1) mutual cancelation of the current contract in accordance with the General Conditions Paragraph 5 (Termination), of the contract (Cancelation Agreement #26-704-7), and (2) establishment of a new contract with the correct terms and conditions for the next three years. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Samir B. Shah, MD, 925-370-5525 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: Noel Garcia, Laura Bright C. 75 To:Board of Supervisors From:Anna Roth, Health Services Director Date:June 27, 2023 Contra Costa County Subject:Cancelation Agreement #26-704-7 and Contract #26-704-8 with Mt. Diablo Rheumatology Consultant, Inc. BACKGROUND: (CONT'D) Under Contract #26-704-8, this contractor will continue to provide rheumatology services, now as a corporation with a new contract term of July 1, 2023 through June 30, 2026. CONSEQUENCE OF NEGATIVE ACTION: If the cancelation is not approved, this contractor will not be compensated accurately for the services being provided. If the new contract is not approved, certain specialized rheumatology services for CCRMC patients will not be provided. RECOMMENDATION(S): APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a contract with Seneca Family of Agencies, a non-profit corporation, in an amount not to exceed $770,987 to provide an Enhanced Intensive Services Foster Care Program delivering in home-based placement and intensive supportive services to Contra Costa County dependent foster youth for the period July 1, 2023 through June 30, 2024. FISCAL IMPACT: This contract is funded by 30% County General Fund and 70% State 2011 Realignment revenues, all of which is budgeted in FY 2023-2024. BACKGROUND: In 2017, the Continuum of Care Reform (CCR) was implemented to reduce placing foster children and youth in congregate care and to increase home based placements. The unintended consequences of CCR have greatly impacted child welfare abilities to find suitable placements for youth with acute, complex needs. Many facilities have shifted program models to serve youth with less intensive needs, closed, or are now facing staffing shortages impacting their ability to meet California State Licensing regulations, as well as, experiencing financial crisis. This leaves our County with diminished options for placement of the most vulnerable youth with the most severe behavioral and emotional needs. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: L. Pacheco (925) 608-4963 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 76 To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Date:June 27, 2023 Contra Costa County Subject:Contract with Seneca Family of Agencies for providing Enhanced Intensive Services Foster Care for Contra Costa County Foster Youth BACKGROUND: (CONT'D) Seneca Family of Agencies (Seneca) provides an Enhanced Intensive Services Foster Care (E-ISFC) Program delivering in home-based placement and intensive supportive services for youth who cannot live safely in a family home, do not qualify to be placed in a Regional Center facility and/or are denied entry into lower level placements due to acute, complex, emotional and behavioral needs. Seneca offers alternatives to repeated placement disruptions and provides additional staffing, professional caregivers, supports and services to house, stabilize, provide treatment, and to ultimately transition youth to less restrictive placements, including with family, standard resource family homes, or lower level care licensed facilities as part of each youth’s long-term permanency plan. If approved, Seneca will provide 24 hour per day, 7 days per week housing with professional caregivers and supportive services to CFS referred foster youth. This program will provide intensive supportive services utilizing trained, licensed, qualified professionals and caregivers. Services include, mental health services, trauma-informed intervention, clinical crisis support, psychiatric services, medication assessment/management, therapeutic services, substance abuse education/counseling, anger management, educational support and other enrichment groups (i.e., art, music, dance, cooking classes). Seneca will collaborate with Contra Costa County Health Services to deliver Behavioral Health services as medically necessary and designated per individual youth treatment plans. In August 2022, in alignment with County policy, EHSD Children and Family Services issued Request For Interest (RFI) #746 for High Acuity Needs Youth Residential Placement. Three providers responded to RFI#746, one of which has subsequently closed their facility and withdrew their proposal. EHSD sought and received CAO approval on November 10, 2022 to waive the competitive bidding process as identified in Administrative Bulletin 613.0 and pursue contract with the remaining two respondents. Seneca was one of the two remaining providers that responded to RFI #746 and selected for contract. CONSEQUENCE OF NEGATIVE ACTION: Contra Costa County will not be able to meet the placement and treatment needs of our high acuity, complex care dependent foster youth, and reduce safety risk and additional trauma for this most vulnerable population with severe emotional and behavioral needs. CHILDREN'S IMPACT STATEMENT: The services provided under this contract support all five of Contra Costa County’s community outcomes: (1) “Children Ready for and Succeeding in School”; (2) “Children and Youth Healthy and Preparing for Productive Adulthood”; (3) “Families that are Economically Self-Sufficient”; (4) "Families that are Safe, Stable and Nurturing"; and (5) "Communities that are Safe and Provide a High Quality of Life for Children and Families" by providing residential placement services to youth who have been denied placement and/or cannot live safely in lower level care. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #24-979-45 with Addiction Research and Treatment, Inc., a corporation, in an amount not to exceed $8,474,886, to provide methadone maintenance treatment 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 $8,474,886 and will be funded by 50% Federal Drug Medi-Cal ($4,237,443) and 50% Mental Health Realignment Funds ($4,237,443) revenues. (Rate increase) BACKGROUND: The county has been contracting with Addiction Research and Treatment, Inc., since October 1998 to provide methadone treatment services through its Methadone Maintenance Clinics Program in East and West Contra Costa County. On August 16, 2022, the Board of Supervisors approved Contract #24-979-44 with Addiction Research and Treatment, Inc., in the amount of $8,474,886, to provide methadone treatment services through its Methadone Maintenance Clinics Program (Medi-Cal Drug Abuse Treatment Services) in East and West Contra Costa County, for the period July 1, 2022 through June 30, 2023. Approval of Contract #24-979-45 will allow the contractor to continue providing services through June 30, 2024. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, Contra Costa County residents will not receive the specialized substance abuse 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. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS Contact: Suzanne Tavano, Ph.D, 925-957-5169 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: , Deputy cc: Edney Suisala, M Wilhelm C. 77 To:Board of Supervisors From:Anna Roth, Health Services Director Date:June 27, 2023 Contra Costa County Subject:Contract #24-979-45 with Addiction Research and Treatment, Inc. CLERK'S ADDENDUM CORRECTED TO READ: APPROVE and AUTHORIZE the Health Services Director, or designee, to execute a contract with Addiction Research and Treatment, Inc., in an amount not to exceed $8,474,886 to provide methadone maintenance treatment services to county residents for the period July 1, 2023 through June 30, 2024. (50% Federal Drug Medi-Cal; 50% Mental Health Behavioral Heath Realignment) RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #23-522-6 with 5C Consulting Group LLC., a limited liability company, in an amount not to exceed $670,200, to provide temporary workers, as needed, that will provide technical support, training and consulting services to the Department’s Information Systems Unit for the period from July 1, 2023 through June 30, 2026. FISCAL IMPACT: This contract will result in contractual service expenditures of up to $670,200 over a 3-year period and will be funded 100% by Hospital Enterprise Fund I revenues. (Rate increase) BACKGROUND: Approximately thirty-five thousand (35,000) patients visit the Contra Costa Health Services (CCHS) Emergency Department (ED) and ten thousand (10,000) the Psychiatric Emergency Services (PES) unit annually. This contract meets the needs of CCHS by supporting quality and operational reporting for the ED and PES services. CCHS began contracting with 5C Consulting Group LLC in 2014. The department has continued to renew this service contract based on the contractor’s historical knowledge of the works and high-quality work products produced by the contractor, aiding with regulatory reporting and workflow improvements. On April 28, 2020, the Board of Supervisors approved Contract #23-522-5 with 5C Consulting,LLC, in an amount not to exceed $639,000 for the provision of consulting services regarding data analytics and reporting services, for the period July 1, 2020, through June 30, 2023. Approval of Contract #23-522-6 will allow the contractor to continue to provide services through June 30, 2026. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Rajiv Pramanik, 925-765-8689 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: f Carroll, Laura Bright C. 78 To:Board of Supervisors From:Anna Roth, Health Services Director Date:June 27, 2023 Contra Costa County Subject:Contract #23-522-6 with 5C Consulting Group LLC CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, the department will not receive this contractor’s consultation and technical reporting assistance in its Information Systems Unit, which could negatively affect operations and patient care. RECOMMENDATION(S): APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a contract with Speedway Sonoma, LLC, including mutual indemnification, to provide recruiting space and advertising, in an amount not to exceed $12,000 for the term of June 1, 2023 to December 31, 2023. FISCAL IMPACT: Approval of this request will result in up to $12,000 in contractual service expenditures and will be funded 100% by the Sheriff's Office budgeted General Fund. BACKGROUND: Speedway Sonoma hosts several multi-day racing events throughout the year, with each event being attended by up to 47,000 people for each day of the event. Speedway Sonoma will provide space for the Office of the Sheriff recruiters to set up a recruiting display area to meet with attendees of the events. In addition, Speedway Sonoma will make public address announcements at each major event weekend advertising the Office of the Sheriff's employment opportunities. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Abigail Balana, 925-655-0008 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 79 To:Board of Supervisors From:David O. Livingston, Sheriff-Coroner Date:June 27, 2023 Contra Costa County Subject:Speedway Sonoma, LLC 2023 CONSEQUENCE OF NEGATIVE ACTION: A negative action by the Board would prevent the Office of the Sheriff from reaching the people attending the racing events. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County, as follows: (1) Cancelation Agreement #77-114-2 with Applied Behavior Consultants, Inc., a corporation, effective at the end of business on June 30, 2023; and (2) Contract #77-114-3 with Applied Behavior Consultants, Inc., a corporation, in an amount not to exceed $600,000, to provide Behavioral Health Treatment (BHT) – Applied Behavioral Analysis (ABA) services for Contra Costa Health Plan (CCHP) members and county recipients, for the period July 1, 2023 through June 30, 2025. FISCAL IMPACT: This contract will result in contractual service expenditures of up to $600,000 over a 2-year period and will be funded 100% by CCHP Enterprise Fund II revenues. (Rate increase) BACKGROUND: CCHP has an obligation to provide certain specialized BHT-ABA health care services including, but not limited to; treatment plans to improve the functioning of CCHP members with pervasive development disorder or autism under the terms of their Individual and Group Health Plan membership contracts with the county. This contractor has been part of the CCHP Provider Network providing BHT-ABA services since October 2017. In September 2020, the County Administrator approved and the Purchasing Services Manager executed Contract #77-114-1 with Applied Behavior Consultants, Inc., in an amount not to exceed $60,000, for the provision of BHT-ABA services for CCHP members and county recipients for the period October 1, 2020 through September 30, 2023. In consideration of the contractor’s agreement to continue providing BHT-ABA services and the departments need to increase rates to maintain an adequate network for CCHP members to meet Department of Health Care Services (DHCS) and Department of Managed Health Care (DMHC) mandates, the department and contractor have agreed to (1) mutual cancelation of the current contract in accordance with General Conditions Paragraph 5 (Termination), of the contract (Cancelation Agreement #77-114-2) will accomplish this cancelation, and (2) establishment of a new contract with the correct terms and conditions for the next two years. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Sharron A. Mackey, 925-313-6104 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: Noel Garcia, Laura Bright C. 80 To:Board of Supervisors From:Anna Roth, Health Services Director Date:June 27, 2023 Contra Costa County Subject:Cancelation Agreement #77-114-2 and Contract #77-114-3 with Applied Behavior Consultants, Inc. BACKGROUND: (CONT'D) Under new Contract #77-114-3, this contractor will provide BHT-ABA services for CCHP members and county recipients with the new contract term of July 1, 2023 through June 30, 2025. CONSEQUENCE OF NEGATIVE ACTION: If this cancelation and new contract are not approved, certain specialized behavioral health treatment -applied behavioral analysis services for CCHP members under the terms of their Individual and Group Health Plan membership contracts with the county will not be provided. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #76-819 with Boutros Dental Corporation, a corporation, in an amount not to exceed $400,000, to provide oral surgery services at Contra Costa Regional Medical Center (CCRMC), Contra Costa Health Centers and Martinez Adult Detention Facility, for the period July 1, 2023 through June 30, 2025. FISCAL IMPACT: Approval of this contract will result in contractual service expenditures of up to $400,000 over a 2-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, Contra Costa Health Centers and Martinez Adult Detention Facility relies on contractors to provide necessary specialty health services to its patients. Approval of this new Contract #76-819 allows the contractor to provide oral surgery services for the period July 1, 2023 through June 30, 2025. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, the necessary specialty oral surgery 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. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Samir Shah, M.D., 925-370-5525 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: Edney Suisala, Cristeta Rovira-Hernandez C. 81 To:Board of Supervisors From:Anna Roth, Health Services Director Date:June 27, 2023 Contra Costa County Subject:Contract #76-819 with Boutros Dental Corporation RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #23-545-8 with Syntrix Consulting Group, LLC, a limited liability company, in an amount not to exceed $350,000, to provide temporary workers, as needed, that will provide technical support, training and consulting services to the Department’s Information Systems Unit, for the period from July 1, 2023 through June 30, 2024. FISCAL IMPACT: Approval of this contract will result in annual contractual expenditures of up to $350,000 and will be funded as budgeted by the department in FY 2023-24, by 100% Hospital Enterprise Fund I. (Rate increase). BACKGROUND: This contract meets the needs of the County by providing a consultant and technical proponent who holds historical knowledge regarding the structure and processes of the departments financial data concerning regulatory bodies. The department began contracting with Syntrix Consulting Group in 2014, and this contract was renewed in 2020 for the continuation of services through June 2023. Contra Costa Health solicits service providers for assistance with financial processes but has yet to receive any qualified responses. Due to the lack of response, Syntrix Consulting Group, LLC the current financial service provider was given a sole-source contract for these services. On July 14, 2020, the Board of Supervisors approved Contract #23-545-7 with Syntrix Consulting Group, LLC, for the provision of consulting services to the Department’s Information Systems Unit on information technology analytics, including reporting responsibilities, for the period from July 1, 2020, through June 30, 2023. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Rajiv Pramanik, 925-765-8689 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 , County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: F Carroll, Laura Bright C. 82 To:Board of Supervisors From:Anna Roth, Health Services Director Date:June 27, 2023 Contra Costa County Subject:Contract #23-545-8 with Syntrix Consulting Group, LLC BACKGROUND: (CONT'D) Approval of Contract #23-553-8 will allow the contractor to continue to provide consultation and technical assistance through June 30, 2024. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, there is a possibility Contra Costa Health may not meet various deadlines with regulatory bodies, which may negatively affect business operations, and finances and ultimately hurt patient care. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County, as follows: (1) Cancelation Agreement #77-492-3 with San Pablo Healthcare & Wellness Center, LLC (dba San Pablo Healthcare & Wellness Center), a corporation, effective at the end of business on June 30, 2023; and (2) Contract #77-492-4 with San Pablo Healthcare & Wellness Center, LLC (dba San Pablo Healthcare & Wellness Center), a corporation, in an amount not to exceed $900,000, to provide skilled nursing facility (SNF) services for Contra Costa Health Plan (CCHP) members and county recipients, for the period July 1, 2023 through June 30, 2025. FISCAL IMPACT: This contract will result in contractual service expenditures of up to $900,000 over a 2-year period and will be funded 100% by CCHP Enterprise Fund II revenues. (Rate increase) BACKGROUND: CCHP has an obligation to provide certain specialized SNF health care services for its members under the terms of their Individual and Group Health Plan membership contracts with the county. Members are released from the hospital to recover at an SNF until they are well enough to be sent home. These services include but are not limited to: twenty-four (24) hour medical care, social service and case management coordination, wound care, respiratory therapy, nasogastric and gastric tube feeding, physical and speech therapy services. This contractor has been a member in CCHP Provider Network formerly under a Memorandum of Understanding (MOU) and has been working under a county required contract since October 1, 2022. On September 13, 2022, the Board of Supervisors approved Contract #77-492 with San Pablo Healthcare & Wellness Center, LLC (dba San Pablo Healthcare & Wellness Center), in an amount not to exceed $800,000, for the provision of SNF services for CCHP members and county recipients, for the period October 1, 2022 through September 30, 2024. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Sharron A. Mackey, 925-313-6104 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: Laura Bright, Noel Garcia C. 83 To:Board of Supervisors From:Anna Roth, Health Services Director Date:June 27, 2023 Contra Costa County Subject:Cancelation Agreement #77-492-3 and Contract #77-492-4 with San Pablo Healthcare & Wellness Center, LLC (dba San Pablo Healthcare & Wellness Center) BACKGROUND: (CONT'D) In consideration of the contractor’s agreement to continue providing SNF services and the departments need to increase rates to maintain an adequate network for CCHP members to meet Department of Health Care Services (DHCS) and Department of Managed Health Care (DMHC) mandates, the department and contractor have agreed to (1) mutual cancelation of the current contract in accordance with General Conditions Paragraph 5 (Termination), of the contract (Cancelation Agreement #77-492-3) will accomplish this cancelation, and (2) establish a new contract with the correct terms and conditions for the next two years. Under new Contract #77-492-4, this contractor will provide SNF services for CCHP members and county recipients with the new contract term of July 1, 2023 through June 30, 2025. CONSEQUENCE OF NEGATIVE ACTION: If this new contract is not approved certain specialized SNF health care services for CCHP members under the terms of their Individual and Group Health Plan membership contracts with the county will not be provided and may cause a delay in services to CCHP members. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #26-721-10 with Minh Nguyen, M.D., an individual, in an amount not to exceed $1,840,000, to provide pulmonary critical care services at Contra Costa Regional Medical Center (CCRMC) and Contra Costa Health Centers, for the period June 1, 2023 through May 31, 2026. FISCAL IMPACT: This contract will result in contractual service expenditures of up to $1,840,000 over a three-year period and will be funded 100% by Hospital Enterprise Fund I revenues. (Rate increase) BACKGROUND: Due to limited number of specialty providers available within the community, CCRMC and Health Centers rely on contractors to provide necessary specialty health services to their patients. This contractor has been providing pulmonary services, including but not limited to: on-call and clinic coverage, consultation, critical care, bronchoscopies procedures, and staffing services for patients since June 1, 2012. In July 2020, the County Administrator approved and the Purchasing Services Manager executed Contract #26-721-6 with Minh Nguyen, M.D., in an amount not to exceed $195,000, for the provision of pulmonology services at CCRMC and Contra Costa Health Centers, for the period June 1, 2020 through May 31, 2023. On March 2, 2021, the Board of Supervisors approved Contract Amendment Agreement #26-721-7 with Minh Nguyen, M.D., effective March 1, 2021, to increase the payment limit by $60,000 to a new payment limit of $255,000, for the provision of additional pulmonology services at CCRMC and Contra Costa Health Centers, with no change in the term. On April 27, 2021, the Board of Supervisors approved Contract Amendment Agreement #26-721-8 with Minh Nguyen, M.D., effective April 1, 2021, to increase the payment limit by $69,000 to a new payment limit of $324,000, for the provision of additional pulmonology services at CCRMC and Contra Costa Health Centers, with no change in the term. On July 13, 2021, the Board of Supervisors approved Contract Amendment Agreement #26-721-9 with Minh Nguyen, M.D., effective July 1, 2021, to increase the payment limit by $436,000 to a new payment limit of $760,000, for the provision of additional pulmonology services at CCRMC and Contra Costa Health Centers, with no change in the term. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Samir B. Shah, 925-370-5100 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: Laura Bright, Noel Garcia C. 84 To:Board of Supervisors From:Anna Roth, Health Services Director Date:June 27, 2023 Contra Costa County Subject:Contract #26-721-10 with Minh Nguyen, M.D. BACKGROUND: (CONT'D) Approval of Contract #26-721-10 will allow the contractor to continue to provide pulmonary critical care services through May 31, 2026. CONSEQUENCE OF NEGATIVE ACTION: If the contract is not approved, certain specialized pulmonary services for CCRMC patients will not be provided. ATTACHMENTS RECOMMENDATION(S): APPROVE and AUTHORIZE the County Probation Officer, or designee, to execute an Interagency Agreement with the Contra Costa County Office of Education, in an amount not to exceed $615,500 to provide one-on-one academic support for justice-involved youth, ages 14-17 for the period July 1, 2023 through June 30, 2024. FISCAL IMPACT: This agreement will be funded 100% by Juvenile Justice Crime Prevention Act (JJCPA) revenue. BACKGROUND: This contract enables the Contra Costa County Office of Education (CCCOE) to provide three full time case managers and a part time case manager supervisor, to provide one-on-one academic support for justice-involved youth ages 14-17 attending school in Contra Costa County. The Department and CCCOE recognize the need for intensive education case management for justice-involved youth to help them successfully complete high school, and encourage college and professional career paths. The CCCOE case managers will provide a pro-social support system that enables justice-involved youth to become thriving members of the community. Further, case managers will help prevent youth from engaging in delinquent behaviors and work with parents/guardians to ensure educational goals are met. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Chris De Dios, 925-313-4120 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: C. 85 To:Board of Supervisors From:Esa Ehmen-Krause, County Probation Officer Date:June 27, 2023 Contra Costa County Subject:Interagency Agreement with the Contra Costa County Office of Education - Ages 14-17 CONSEQUENCE OF NEGATIVE ACTION: If unapproved, justice-involved youth attending schools in Contra Costa County would not be able to benefit from one-on-one academic support. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #23-559-8 with KPJ Consulting, LLC, a limited liability company, in an amount not to exceed $1,401,000, to provide consulting, technical assistance, data analytics and training for the Electronic Medical Records Systems for the Department’s Information Systems Unit, for the period from July 1, 2023, through June 30, 2026. FISCAL IMPACT: This contract will result in contractual service expenditures of up to $1,401,000 over a 3-year period and will be funded 100% by Hospital Enterprise Fund I revenues. (Rate increase) BACKGROUND: This contract meets the needs of the County by providing expert-level support regarding Epic Tapestry. Contra Costa Health Services (CCHS) uses Epic Systems Corporations, Epic System for Healthcare, a cloud-based software system to manage electronic medical records. Epic Tapestry is a module in the system that allows healthcare payers to manage operations. Epic Tapestry consists of several modules relating to eligibility, member enrolment, plan benefits, authorization and referrals, CRM, member premium billing, accounts payable, claims and contracting, utilization management, and plan benefits, utilized by CCHS, depending on its needs. KPJ Consulting, LLC consultants bring a high level of expertise to this space, including a long history in supporting CCHS with several high-level finance and health plan efforts. CCHS has been contracting with KPJ Consulting, LLC since 2014 and has continued to renew this contract based on service and expert-level knowledge held by the contractor. CCHS solicited Epic Tapestry experience, even at the senior level, but did not receive any qualified responses. Due to the lack of response, KPJ Consulting, LLC, the current consultant for support with Epic Tapestry, was awarded a sole-source contract for these services. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor John Gioia, District I Supervisor Candace Andersen, District II Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Federal D. Glover, District V Supervisor Contact: Rajiv Pramanik, 925-765-8689 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 , County Administrator and Clerk of the Board of Supervisors By: Laura Cassell, Deputy cc: F Carroll, L Bright C. 86 To:Board of Supervisors From:Anna Roth, Health Services Director Date:June 27, 2023 Contra Costa County Subject:Contract #23-559-8 with KPJ Consulting, LLC BACKGROUND: (CONT'D) On July 14, 2020, the Board of Supervisors approved Contract #23-559-7 with KPJ Consulting, LLC, in an amount not to exceed $951,000 for the provision of consultation, technical assistance and training regarding its medical records system, for the period July 1, 2020, through June 30, 2023. Approval of Contract #23-559-8 will allow the contractor to continue to provide services through June 30, 2026. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, CCHS will be absent the contractor’s services including expert level knowledge regarding Epic Tapestry which will negatively affect its operations, finances, and ultimately patient care. RECOMMENDATION(S): APPROVE and AUTHORIZE the County Probation Officer, or designee, to execute an Interagency Agreement with the Contra Costa County Office of Education, in an amount not to exceed $615,500 to provide one-on-one academic support for Transition Age Youth whom are justice-involved or at risk of involvement for the period July 1, 2023 through June 30, 2024. FISCAL IMPACT: This contract will be 100% funded by Community Corrections Performance Incentive funds (SB 678). BACKGROUND: This contract enables the Contra Costa County Office of Education (CCCOE) to provide three full time case managers and a part time case manager supervisor, to provide one-on-one academic support for transition aged youth whom are justice-involved or at risk of involvement, and enrolled in schools in Contra Costa County. The Department and CCCOE recognize the need for intensive education case management for transition aged youth to help them successfully complete high school, and encourage college and professional career paths. The CCCOE case managers will provide a pro-social support system that enables transition aged youth to become thriving members of the community. Further, case managers will help prevent youth from engaging in delinquent behaviors and work with parents/guardians to ensure educational goals are met. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Chris De Dios, 925-313-4120 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Antonia Welty, Deputy cc: C. 87 To:Board of Supervisors From:Esa Ehmen-Krause, County Probation Officer Date:June 27, 2023 Contra Costa County Subject:Interagency Agreement with the Contra Costa County Office of Education - TAY CONSEQUENCE OF NEGATIVE ACTION: If unapproved, one-on-one academic support services will not be available to the transition aged youth attending schools in Contra Costa County. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #77-557 with San Ramon Regional Medical Center, LLC, a limited liability company, in an amount not to exceed $5,000,000, to provide hospital inpatient and outpatient services for Contra Costa Health Plan (CCHP) members, for the period September 1, 2023 through August 31, 2024. FISCAL IMPACT: Approval of this contract will result in annual contractual service expenditures of up to $5,000,000 and will be funded 100% by CCHP Enterprise Fund II. BACKGROUND: CCHP has an obligation to provide certain specialized hospital inpatient and outpatient services for its members under the terms of their Individual and Group Health Plan membership contracts with the county. Services include, but are not limited to; nursing, ancillary professionals, laboratory testing, imaging, medications and other healthcare services that are not inpatient services. This contractor will be a member of the CCHP Provider Network effective September 1, 2023. Under new Contract #77-557, this contractor will provide inpatient and outpatient healthcare services for CCHP members for the period September 1, 2023 through August 31, 2024. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, certain inpatient and outpatient healthcare services for CCHP members under the terms of their Individual and Group Health Plan membership contracts with the county will not be provided by this contractor, which may delay services to CCHP members. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Sharron Mackey, 925-313-6104 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Antonia Welty, Deputy cc: K Cyr, Amber Forsythe C. 88 To:Board of Supervisors From:Anna Roth, Health Services Director Date:June 27, 2023 Contra Costa County Subject:Contract #77-557 with San Ramon Regional Medical Center, LLC RECOMMENDATION(S): APPROVE and AUTHORIZE the Employment and Human Serbices Director, or designee, to execute, on behalf of the Employment and Human Services Department for the In-Home Supportive Services Public Authority, a contract Subscription Agreement with Excellesoft Partners, a Limited Liability Company, which includes mutual indemnification for the provision and maintenance of a customized software database tracking system for Provider and Consumer Registry, in the amount of $40,000 for the period July 1, 2023 through June 30, 2025. FISCAL IMPACT: This contract is funded with 48% Federal, 33% State, and 19% County General Funds, half of which is budgeted in FY 2023-2024 and half will be included in the FY 2024-2025 budget. (AL#93.778) BACKGROUND: Through a Subscription Agreement with Employment and Human Services Department (EHSD) on behalf of the In-Home Supportive Services Public Authority, Excellesoft, L.L.C. (Excellesoft) will provide maintenance of a customized Nexus Registry software database to enable County In-Home Supportive Services (IHSS) Public Authority (PA) to maintain a user-friendly tracking system for provider and Consumer Registry. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: V. Kaplan, (925) 608-5052 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Antonia Welty, Deputy cc: C. 89 To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Date:June 27, 2023 Contra Costa County Subject:Contract with Excellesoft Partners, L.L.C., for Subscription-Based Services for Provider and Consumer Registry BACKGROUND: (CONT'D) Contractor is the developer and sole owner of Nexus Registry, a fully-hosted, web-based IHSS Public Authority Registry system. In-Home Supportive Services Public Authority will notify providers of the availability of the website and access information. The subscription service website is available Monday through Friday, 6:00AM -6:00PM Pacific Time, with the exception of State and Federal holidays. The System Subscription Agreement includes mutual indemnification. CONSEQUENCE OF NEGATIVE ACTION: Without the online subscription service for in-home supportive services to maintain a user-friendly tracking system for Provider and Consumer Registry, In-Home Supportive Services Public Authority will not be able to provide services for consumers of the In-Home Supportive Services program. CHILDREN'S IMPACT STATEMENT: The services provided under this contract support all five of Contra Costa County’s community outcomes: (1) "Children Ready for and Succeeding in School"; (2) "Children and Youth Healthy and Preparing for Productive Adulthood"; (3) "Families that are Economically Self-Sufficient"; (4) "Families that are Safe, Stable and Nurturing"; and (5) "Communities that are Safe and Provide a High Quality of Life for Children and Families” by providing training and employment opportunities for in-school and out-of-school youth. RECOMMENDATION(S): APPROVE and AUTHORIZE the Purchasing Agent, or designee, to execute a purchase order on behalf of the County Probation Officer, with Blackhawk Network Inc., in the amount of $20,000 to purchase gift cards for adult probationers who have attained rehabilitative goals as part of it's evidence based practices program. FISCAL IMPACT: This will be 100% funded by Community Corrections Performance Incentive funds (SB 678). BACKGROUND: The Probation Department has an Evidence Based Practices (EBP) cognitive behavioral program called Core Correctional Practices (CCP). CCP focuses on the utilization of effective communication and rehabilitative interventions with clients to effect positive behavioral change. The goal is to create a behavioral management system that offers sanctions, incentives and interventions responsive to individual risk and needs. Incentives have been proven to be a positive motivator for sustained behavioral change, and a necessary component to a successful behavior management system. As a result, the Probation Department is requesting to purchase $20,000 worth of gift cards as specified herein; 100-$50 Gas gift cards, 125-$50 Target gift cards, 125-$50 Walmart gift cards, and 49-$50 Uber gift cards. There is also a $50 shipping charge included in the $20,000 total amount. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Chris De Dios, 925-313-4120 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Antonia Welty, Deputy cc: C. 90 To:Board of Supervisors From:Esa Ehmen-Krause, County Probation Officer Date:June 27, 2023 Contra Costa County Subject:Gift Cards for the Probation Department's Evidence Based Incentives Program CONSEQUENCE OF NEGATIVE ACTION: If unapproved, the Probation Department will not be able to provide incentives to individuals on Probation who have attained their goals. RECOMMENDATION(S): APPROVE and AUTHORIZE the County Probation Officer, or designee, to execute a contract with the Seneca Family of Agencies in an amount not to exceed $745,459 to provide Wraparound Services for youth in Contra Costa County for the period July 1, 2023 through June 30, 2025. FISCAL IMPACT: This contract will be 100% funded by State Juvenile Justice Crime Prevention Act (JJCPA) revenue. BACKGROUND: Seneca provides wraparound services for several different populations of youth. Some of these youth include those transitioning from short-term residential therapeutic programs who are in need of additional support, 18-year-old non-minor dependents who hope to remain with their families, and imminent risk/placement avoidance youth. The services are provided to the youth and their families to help develop an individual plan to manage daily life challenges. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Chris De Dios, 925-313-4120 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Antonia Welty, Deputy cc: C. 91 To:Board of Supervisors From:Esa Ehmen-Krause, County Probation Officer Date:June 27, 2023 Contra Costa County Subject:Contract with Seneca Family of Agencies BACKGROUND: (CONT'D) The Employment and Human Services Department (EHSD) previously provided these services. However, after COVID-19, EHSD lost funding to provide these services. JJCPA was developed to provide a stable funding source for local juvenile justice programs aimed at curbing crime and delinquency among at-risk youth and juvenile offenders. The Probation Department has decided these funds can be utilized to support wraparound services for youth so that this program can be continued. CONSEQUENCE OF NEGATIVE ACTION: If unapproved, services will not be available to youth at a difficult time of transition or placement avoidance. RECOMMENDATION(S): APPROVE and AUTHORIZE the County Administrator, or designee, to execute a contract amendment with Great-West Life & Annuity Insurance Company, d/b/a Empower Retirement, with no change in payment limit, to extend the term through July 31, 2024, for recordkeeping and administrative services for the 457 Deferred Compensation Plan. FISCAL IMPACT: The contract is funded by an $18 annual fee for administrative services charged to participant 457 Deferred Compensation Plan accounts. There is no fiscal impact beyond overhead administrative support costs, which are partially offset through the Contra Costa County Deferred Compensation Plan (I.R.C. § 457) (“the Plan”). BACKGROUND: In July of 2019, the County approved a contract with Great-West Life & Annuity Insurance Company, d/b/a Empower Retirement, with regards to the Contra Costa County Deferred Compensation Plan (I.R.C. § 457) ("the Plan"). Empower provides specific administrative and recordkeeping services in connection with the Plan. Empower provides enrollment support to the County and its employees. Empower also provides for initial and ongoing education for new hires and those who choose to participate in the Plan ("Participants"), including face-to-face group sessions and on-on-one consultations. Participants are provided access to a participant website that is customized to their needs and will provide Plan Participants with powerful tools that they can use 24/7. Among other options, Participants are able to do the following on the participant website: APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Salma Sadiq, (925) 655-2176 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Antonia Welty, Deputy cc: C. 92 To:Board of Supervisors From:Ann Elliott, Human Resources Director Date:June 27, 2023 Contra Costa County Subject:Contract extension with Great-West Life & Annuity Insurance Company for 457 Deferred Compensation Plan BACKGROUND: (CONT'D) transfer assets; make beneficiary designations; calculate estimated health care expenses based on individualized information; calculate estimated monthly retirement income and goals based on Participant's financial data; access information about investment options, such as prospectuses. Participants are able to contact Empower through various means: Through the participant website. Participants can access real time conversations with customer service representatives using Live Chat. By phone. Participants are able to contact Empower service representatives through the toll-free number 833-457-2626. Empower's toll free customer service hours include evenings and Saturdays. By a toll-free automated voice response system, Participants are able to inquire or make account changes from a touch-tone telephone. Inquiry services available from the automated voice response system will use share prices, unit values and account balances that are as of the last calculated unit value/share price. Empower's customer service representatives and field onsite representatives are required to hold Financial Industry Regulatory Authority Series 6 and 63 licenses, meaning that, when authorized, they have the capacity to provide professional financial advice to Plan Participants. Empower provides educational and communication materials to Participants regarding financial investing, retirement options, and planning tools pursuant to the Plan. In addition, Empower makes quarterly benefit statements available to Participants, including on the participant website, and circulates Plan notices. Empower offers fully automated loan administration, making it easy for Participants to monitor as well as apply for loans. They also administer distributions to Participants, process Participant rollover contributions and provide Participants with transaction and investment statements. Empower provides annual reports to the County concerning the services it has provided, as well as other information such as investment-related and benefit payment information. The County, as the Plan Sponsor, has access to Empower’s online recordkeeping system which allows for communication regarding inquiries or changes. The agreement with Empower contains modified indemnification language. This is the final extension under the parties’ contract. CONSEQUENCE OF NEGATIVE ACTION: Without the contract amendment, the County will not have a contract in place for the performance of necessary recordkeeping and administrative services in connection with its 457 Plan. RECOMMENDATION(S): APPROVE and AUTHORIZE the Auditor-Controller, or designee, to pay the San Ramon Valley Fire Protection District $33,000 for Emergency Medical Services (EMS) Fire First Responder medical equipment, medical supplies and EMS training to the San Ramon Valley Fire Protection District for Fiscal Year 2022-23, as recommended by the Health Services Director. FISCAL IMPACT: Funding for this expenditure has been budgeted under CSA EM-1, Zone A (Measure H). There is no General Fund impact. BACKGROUND: These funds are allocated to partially offset fire services’ added costs for medical supplies, equipment, and training through participation in an enhanced Emergency Medical Services system established through CSA EM-1. CONSEQUENCE OF NEGATIVE ACTION: Fire services would need to fund medical supplies, equipment and training out of their existing funds. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Marshall Bennett, 925-608-5454 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Antonia Welty, Deputy cc: C. 93 To:Board of Supervisors From:Anna Roth, Health Services Director Date:June 27, 2023 Contra Costa County Subject:Fire Funding for Emergency Medical Services (EMS) Enhancements from Measure H Funds RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #27-456-22 with La Clinica De La Raza, Inc., a corporation, in an amount not to exceed $2,000,000, to provide primary care physician (PCP) and optometry services for Contra Costa Health Plan (CCHP) members and county recipients, for the period July 1, 2023 through June 30, 2024. FISCAL IMPACT: Approval of this contract will result in annual expenditures of up to $2,000,000 and will be funded as budgeted by the department in FY 2023-24, 100% by CCHP Enterprise Fund II revenues. (No rate increase) BACKGROUND: CCHP has an obligation to provide certain 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 contractor is a Federally Qualified Health Center (FQHC) part of the CCHP Provider Network providing these services since December 1999. On June 21, 2022, the Board of Supervisors approved Contract #27-456-21 with La Clinica De La Raza, Inc., in an amount not to exceed $4,000,000, for the provision of PCP and optometry services for CCHP members and county recipients, for the period July 1, 2022 through June 30, 2023. Approval of Contract #27-456-22 will allow the contractor to continue providing PCP and optometry services for CCHP members and county recipients through June 30, 2024. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, certain PCP services for CCHP members under the terms of their Individual and Group Health Plan membership contract with the county will not be provided and such services may be delayed. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Sharron A. Mackey, 925-313-6104 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Antonia Welty, Deputy cc: Laura Bright, Noel Garcia C. 94 To:Board of Supervisors From:Anna Roth, Health Services Director Date:June 27, 2023 Contra Costa County Subject:Contract #27-456-22 with La Clinica De La Raza, Inc. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #77-351-1 with Firststeps for Kids - Bay Area, Inc., a corporation, in an amount not to exceed $400,000, to provide Behavioral Health Treatment (BHT) – Applied Behavioral Analysis (ABA) services for Contra Costa Health Plan (CCHP) members, for the period from July 1, 2023 through June 30, 2025. FISCAL IMPACT: This contract will result in contractual service expenditures of up to $400,000 over a two-year period and will be funded 100% by CCHP Enterprise Fund II revenues. (Rate increase) BACKGROUND: CCHP has an obligation to provide certain specialized health care services, including BHT-ABA for 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 for several years, formerly under a memorandum of understanding (MOU) with CCHP and has been working under a county contract providing these services since July 2021. On July 27, 2021, the Board of Supervisors approved Contract #77-351 with Firststeps for Kids - Bay Area, Inc., in an amount not to exceed $350,000, for the provision of BHT-ABA services for CCHP members, for the period July 1, 2021 through June 30, 2023. Approval of Contract #77-351-1 will allow the contractor to continue to provide BHT-ABA services for CCHP members through June 30, 2025. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, certain specialty BHT-ABA health care services for its members under the terms of their Individual and Group Health Plan membership contracts with the county will not be provided and may cause a delay in services to CCHP members. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Sharron A. Mackey, 925-313-6104 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Antonia Welty, Deputy cc: Noel Garcia, Laura Bright C. 95 To:Board of Supervisors From:Anna Roth, Health Services Director Date:June 27, 2023 Contra Costa County Subject:Contract #77-351-1 with Firststeps for Kids - Bay Area, Inc. RECOMMENDATION(S): APPROVE and AUTHORIZE the County Administrator, or designee, to execute a contract with Sloan Sakai Yeung & Wong LLP, in an amount not to exceed $500,000 to serve as labor negotiators and to provide consulting services regarding labor relations for the period of July 1, 2023 to June 30, 2026. FISCAL IMPACT: The contract provides for billing on an hourly basis, with a total contract amount not to exceed $500,000 for the period of July 1, 2023 to June 30, 2026, and will be funded initially by the General Fund and subsequently spread to other funds through the Cost Plan. BACKGROUND: The County Administrator's Office is requesting to enter a contract with Sloan Sakai Yeung & Wong to serve as labor negotiators and to provide consulting services regarding labor relations to augment the services provided by the County's labor relations staff. This contract is intended to replace the County's expiring contract with Industrial Employers and Distributors Association (IEDA) for similar services. Sloan Sakai Yeung & Wong is one of the preeminent public employment law firms in California and has provided labor negotiations and labor relations support services to public agencies for nearly 20 years. The County is currently in contract with a majority of its labor groups until 2025, 2026 and 2027. While IEDA charges a flat rate for services, the hourly billing model of Sloan Sakai Yeung & Wong allows the County to pay for services as needed. The County's previous contract with IEDA amounted to $910,000 over a three year period, while this contract has APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: David Sanford, Chief of Labor Relations I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 , County Administrator and Clerk of the Board of Supervisors By: Antonia Welty, Deputy cc: C. 96 To:Board of Supervisors From:Monica Nino, County Administrator Date:June 27, 2023 Contra Costa County Subject:Contract with Sloan Sakai Yeung & Wong for Labor Relations Negotiations and Consulting Services BACKGROUND: (CONT'D) a payment limit of $500,000 for the same three year term. As such, the County projects that this contract will save at least $410,000 in consulting costs over the three year period of the contract. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, the County's ability to negotiate with our recognized employee organizations will be significantly impaired. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #23-573-9 with Center for Human Development, a non-profit corporation, in an amount not to exceed $868,907, to provide social need resource linkage, prison and jail reentry support services, health education and community outreach services to patients and residents of Contra Costa County, for the period July 1, 2023 through June 30, 2024. FISCAL IMPACT: Approval of this contract will result in budgeted expenditures of up to $868,907 and will be funded by 25% Medi-Cal Administrative Activities ($217,227) and 75% Health Services Ambulatory Care ($651,680) revenues. (No rate increase) BACKGROUND: The Behavioral Health Services Department has been contracting with Center for Human Development since August 2018 to provide social need resource linkage, prison and jail reentry support services, health education and community outreach services to patients and residents of Contra Costa County. On July 12, 2022, the Board of Supervisors approved Contract #23-573-8 with Center for Human Development in an amount no to exceed $822,098, to provide social need resource linkage, prison and jail reentry support services, health education and community outreach services to patients and residents of Contra Costa County, for the period July 1, 2022 through June 30, 2023. Approval of Contract #23-573-9 will allow the contractor to continue to provide services through June 30, 2024. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, vulnerable patient populations served in the county health centers and who are residents of Contra Costa will not receive these services from this contractor. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Ori Tzvieli, M.D., 925-608-5267 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Antonia Welty, Deputy cc: L Walker, M Parkinen C. 97 To:Board of Supervisors From:Anna Roth, Health Services Director Date:June 27, 2023 Contra Costa County Subject:Contract #23-573-9 with Center for Human Development CHILDREN'S IMPACT STATEMENT: This program supports the following Board of Supervisors’ community outcomes: “Communities that are Safe and Provide a High Quality of Life for Children and Families”. Expected program outcomes include a decrease in reentrant recidivism, a decrease in food insecurity, an increase in patient’s access to Medi-Cal program, health improvements for children with pediatric obesity, adults with diabetes and hypertension and women who are pregnant. RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Contract #77-588 with Breg, Inc., a corporation, in an amount not to exceed $300,000, to provide durable medical equipment (DME), training services and supplies, including orthotics, ambulatory canes, crutches and walkers, for Contra Costa Health Plan (CCHP) members and county recipients for the period July 1, 2023 through June 30, 2025. FISCAL IMPACT: Approval of this contract will result in contractual service expenditures of up to $300,000 over a two-year period and will be funded 100% by CCHP Enterprise Fund II revenues. BACKGROUND: CCHP has an obligation to provide certain specialized DME health care services including all related equipment and medical supplies to CCHP members under the terms of their Individual and Group Health Plan membership contracts with the county. This is a new contractor that will be part of the CCHP Provider Network providing DME services as of July 1, 2023. Under new Contract #77-588, this contractor will provide DME, and related training services and supplies for orthotics and ambulatory canes, crutches and walkers for CCHP members and county recipients for the period July 1, 2023 through June 30, 2025. CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, certain specialized DME services for CCHP members under the terms of their Individual and Group Health Plan membership contract with the county will not be provided and may cause a delay in services to CCHP members. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Sharron A. Mackey, 925-313-6104 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Antonia Welty, Deputy cc: Noel Garcia, Laura Bright C. 98 To:Board of Supervisors From:Anna Roth, Health Services Director Date:June 27, 2023 Contra Costa County Subject:Contract #77-588 with Breg, Inc. RECOMMENDATION(S): APPROVE and AUTHORIZE the Employment & Human Services Director, or designee, to execute a contract with Aspiranet, a nonprofit corporation, in an amount not to exceed $1,520,948, to provide Early Head Start, Early Head Start Childcare Partnership, and CalWORKs Home Visiting Program services for the term July 1, 2023 through June 30, 2024. FISCAL IMPACT: The contract is funded with 64% Federal and 36% State funds, all of which is budgeted in FY 23/24. (CFDA/AL No. 93.600 & 93.558) BACKGROUND: Contra Costa County receives funds from the U.S. Department of Health and Human Services, Administration services to program eligible County residents. EHSD contracts with a number of community-based organizations to provide services. Approval of this Board Order would renew a contract with Aspiranet to provide coordination services of Home-based Early Head Start programs throughout the County. Aspiranet will provide services to 149 pregnant women and/or children ages birth to three years old enrolled in the Early Head Start program. The contract also funds the CalWORKs Home Visiting Program to provide weekly home visits and regular group socialization activities for families enrolled in the program. Since FY 2014-15, Aspiranet has been providing Early Head Start Program Enhancement services to program eligible County residents. On July 13, 2021 ( APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Kizito Agboma 925-608-4915 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Antonia Welty, Deputy cc: C. 99 To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Date:June 27, 2023 Contra Costa County Subject:2023-24 Aspiranet Early Head Start Services Contract BACKGROUND: (CONT'D) C. 57 ), the Board approved a contract renewal with the contractor in an amount not to exceed $1,499,760 for the period July 1, 2021 through June 30, 2022. On June 21, 2020 (C.71), the Board approved a contract renewal with Aspiranet in an amount not to exceed $1,499,760 to provide Early Head Start Program Enhancement and CalWORKS Initiative services for the period July 1, 2022, through June 30, 2023. On June 13, 2023, the Board approved a contract amendment with Aspiranet in an amount not to exceed $2,118,711.96, to provide COLA increases Early Head Start program enhancement and First 5 Contra Costa Home initiative services for the term July 1, 2022 through June 30, 2023. This board order is to approve renewal for Aspiranet to continue serving the community within the Early Head Start, Early Head Start Childcare Partnership, and the CalWORKs Home Visiting Program for the program year 2023-2024 CONSEQUENCE OF NEGATIVE ACTION: If this contract is not approved, fewer eligible families will be served by the County’s Early Head Start, Early Head Start Childcare Partnership, and CalWORKS Home Visiting Program CHILDREN'S IMPACT STATEMENT: The Employment and Human Services Department Community Services Bureau supports three of Contra Costa County’s community outcomes - Outcome 1: “Children Ready for and Succeeding in School,” Outcome 3: “Families that are Economically Self-sufficient,” and, Outcome 4: “Families that are Safe, Stable, and Nurturing.” These outcomes are achieved by offering comprehensive services, including high quality early childhood education, nutrition, and health services to low-income children throughout Contra Costa County. RECOMMENDATION(S): RESCIND Board Order dated April 4, 2023, Item C.74, and APPROVE and AUTHORIZE the County Administrator, or designee, to execute a revised contract amendment with Karpel Computer Systems, Inc., to extend the term by six months through December 31, 2023 and increase the payment limit by $74,522 to a new payment limit of $2,421,644 to provide ongoing hosting, maintenance, and support of the case management system for District Attorney prosecution services. FISCAL IMPACT: The additional contract cost will be funded through appropriations from the District Attorney operating budget. The total contract cost comprises software licensing and configuration and 13 years of vendor-supplied hosting, maintenance, and subscription to electronic discovery. The increase in payment limit will provide for 5 of the 13 years of system maintenance and support, and is offered to the County at the current annual rate. In addition to the contract cost, the project 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: 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. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Julie DiMaggio Enea 925.655-2056 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Antonia Welty, Deputy cc: CAO (Enea) C.100 To:Board of Supervisors From:Monica Nino, County Administrator Date:June 27, 2023 Contra Costa County Subject:CONTRACT AMENDMENT WITH KARPEL COMPUTER SYSTEMS, INC., FOR DISTRICT ATTORNEY CASE MANAGEMENT SYSTEM BACKGROUND: (CONT'D) On April 4, 2023, the Board approved a proposed fourth contract amendment that would have extended the term by five years through June 30, 2028 and increased the payment limit by $851,250 ($170,250 per year) to a new payment limit of $3,198,372 to provide an additional five years of hosting, maintenance, and support of the case management system to ensure that the system remains available without interruption. Karpel had tentatively agreed to these terms but prior to contract execution, rescinded the proposal. To ensure continuing hosting, maintenance and support while new terms are negotiated, a six month contract extension under existing terms is recommended. 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. RECOMMENDATION(S): APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, on behalf of the Family and Children’s Trust Committee, to execute an interagency agreement, with modified indemnification language, with the Mount Diablo Unified School District in an amount not to exceed $80,000 for the Crossroads High School Project serving pregnant and parenting youth for the period July 1, 2023 through June 30, 2024. FISCAL IMPACT: This agreement is funded 25% by the Ann Adler Children and Family Trust Donations and 75% by Federal Community Based Child Abuse Prevention funds. (CFDA #93.590). Amount budgeted for FY23/24. BACKGROUND: Mount Diablo Unified School District was selected through the competitive bid process, Request For Proposal (RFP) 1181 for the FY22-23 agreement. The FY23-24 agreement is a renewal agreement. The previous agreement for these services with the contractor was authorized by the Board of Supervisors on July 26, 2022 (C.81) for FY22/23. On April 6, 1985, the Board of Supervisors created the Family and Children’s Trust (FACT) Committee to make funding recommendations on CAPIT funds (AB 1733), Birth Certificate Funds (AB 2994) and Children’s Trust Fund. Later, the Board directed the FACT Committee to make funding recommendations on Child Care Affordability funds and Community-Based Child Abuse Prevention (CBCAP) funds. Funds are for the prevention/amelioration of child abuse and neglect and the promotion of positive family functioning. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Kizito Agboma-925-608-4915 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: Antonia Welty, Deputy cc: C.101 To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Date:June 27, 2023 Contra Costa County Subject:Interagency Agreement with Mount Diablo Unified School District - Modified Indemnification Language BACKGROUND: (CONT'D) The Board of Supervisors appoints representatives to the FACT Committee; five (5) representatives come from local committees and groups, such as the Mental Health Commission, Local Planning Council and First Five Commission. One representative from each of the five (5) Supervisorial Districts, with each Supervisor recruiting and appointing one representative and (5) at-large members would come from community groups, including, but not limited to, service clubs, faith-based organizations, civic organizations, ethnic/cultural clubs and groups and Parent/Teacher Associations. The FACT Committee performed a site visit on May 26, 2023 and as a result is renewing the agreement and funding the Crossroads High School Project (Project) for FY23-24. The Project will serve pregnant and parenting youth and their children through a culturally and linguistically appropriate approach to inspire academic achievement, intellectual development, and self-sufficiency. Collaboration between the school-based comprehensive program, County, and community agencies allows the Project to create comprehensive strategies to improve, not only the future of the parent-student, but the future of their children. The Project will focus on literacy, intervention, healthy lifestyles, mental health support, and college pathways with a goal to ensure positive parenting and self-reliance to break the cycles of poverty, abuse and violence. This agreement contains a mutual indemnification provision. CONSEQUENCE OF NEGATIVE ACTION: Services could not be provided to support the Crossroads High School Project, supporting pregnant and parenting youth in the Mount Diablo Unified School District. CHILDREN'S IMPACT STATEMENT: This agreement will support three of the five community outcomes established in the Children's Report Card: 3) "Families that are Economically Self Sufficient"; 4) "Families that are Safe, Stable and Nurturing"; and 5) "Communities that are Safe and Provide a High Quality of Life for Children and Families" by providing education and building self-esteem for pregnant and parenting youth and their families. RECOMMENDATION(S): APPROVE and AUTHORIZE the Employment and Human Services Director, or designee, to execute a non-financial Memorandum of Understanding with the Housing Authority of the County of Contra Costa to support and administer the Foster Youth to Independence Voucher Program for the period July 1, 2023 through June 30, 2026. FISCAL IMPACT: This is a nonfinancial agreement, no fiscal impact. BACKGROUND: Through the Foster Youth to Independence (FYI) initiative announced in 2019, the U.S. Department of Housing and Urban Development (HUD) allows Public Housing Agencies (PHAs) to partner with Public Child Welfare Agencies (PCWAs) to request targeted Housing Choice Vouchers (HCVs) to serve eligible youth with a history of child welfare involvement that are homeless or at risk of being homeless. Per HUD Notice PIH 2023-04, issued March 15, 2023, PHAs applying for FYI voucher assistance must first enter into a partnership agreement with the PCWA, which may take the form of a Memorandum of Understanding. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: L. Pacheco (925) 608-4963 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: C.102 To:Board of Supervisors From:Marla Stuart, Employment and Human Services Director Date:June 27, 2023 Contra Costa County Subject:Non-Financial MOU with the Housing Authority of the County of Contra Costa for the Foster Youth to Independence Voucher Program BACKGROUND: (CONT'D) The FYI Program is intended to provide eligible emancipated foster youth ages 18 up to 25, an opportunity to apply for and receive a housing voucher to secure stable housing in Contra Costa County for up to 36 months with a possibility of extension to 60 months. In addition, HUD requires that supportive services be available and offered to applicants receiving an FYI housing voucher. Supportive services include housing navigation, life skills counseling, education, job support, and case management. Employment and Human Services (EHSD) Children and Family Services (CFS) herein identified as the PCWA desires to partner with the Housing Authority of the County of Contra Costa (HACCC) herein identified as the PHA to support and administer FYI housing vouchers to eligible transitional aged former foster youth in Contra Costa County. EHSD CFS has collaborated with the HACCC to administer the FYI Vouchers, coordinated with Contra Costa County Health, Housing and Homelessness (H3) as the local Continuum of Care to deliver housing navigation supportive services under this program and ensured the necessary supportive services are available to be offered as part of the FYI Program. This Memorandum of Understanding (MOU) contains mutual indemnification and insurance language, which has been reviewed and approved by County’s Risk Management Department. CHILDREN'S IMPACT STATEMENT: Funding resulting from this grant will support three of the five community outcomes established in the Children’s Report Card: 2) "Children and Youth Healthy and Preparing for Productive Adulthood"; 3) “Families that are Economically Self Sufficient”; and 4) “Families that are Safe, Stable and Nurturing”. This is accomplished by providing housing and supports to assist transitional aged former foster youth to help achieve independence. 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 RECOMMENDATION(S): APPROVE the 2023/2024 North Richmond Waste and Recovery Mitigation Fee Expenditure Plan (Exhibit A), identifying the activities authorized to be funded with Mitigation Fee revenue and respective funding allocations for the period of July 1, 2023 through June 30, 2024, as recommended by the North Richmond Waste and Recovery Mitigation Fee Joint Expenditure Planning Committee. FISCAL IMPACT: The proposed action will not have an impact on the County’s General Fund. Mitigation Fee revenue is used to cover the costs incurred by the County and City of Richmond (City) for any activities (Strategies) authorized to be funded under the applicable North Richmond Waste and Recovery Mitigation Fee Expenditure Plan approved by the County and City. Each annual Expenditure Plan includes a Contingency line item in the budget to serve as a cushion for potential revenue shortfalls, and staff anticipates that there will be sufficient funding in the Contingency fund for this purpose. BACKGROUND: New Expenditure Plans and/or modifications to existing Expenditure Plans (Amended Expenditure Plans) must be approved by both the County Board of Supervisors and Richmond City Council to officially authorize use of North Richmond Waste and Recovery Mitigation Fee funding. The purpose of this North Richmond Waste and Recovery Mitigation Fee (NRMF) is to mitigate designated impacts resulting from the County and City approved land use permits for the expanded Bulk Material Processing Center (BMPC) located in North Richmond. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Justin Sullivan, (925) 655-2914 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: C.103 To:Board of Supervisors From:John Kopchik, Director, Conservation & Development Department Date:June 27, 2023 Contra Costa County Subject:2023/2024 North Richmond Waste and Recovery Mitigation Fee Expenditure Plan BACKGROUND: (CONT'D) Summary of Recommended 2023/2024 Expenditure Plan At the North Richmond Waste and Recovery Mitigation Fee Committee (NRMFC) meeting on May 26, 2023, the Committee voted to recommend that the County Board of Supervisors and Richmond City Council approve a 2023/2024 Expenditure Plan that allocates funding from July 1, 2023 through June 30, 2024. The recommended 2023/2024 Expenditure Plan (Exhibit A) incorporated the following changes relative to the plan for the prior period: • Increases funding for Strategy 1 – Bulky Item Pick-ups & Disposal Vouchers • Increases funding for Strategy 10 – Community Clean-up Projects • Shifts funding from Strategy 11 – North Richmond Green Community Services Programs to Strategy 12 – North Richmond Green Campaign • Decreases contingency funding All other strategies remained unchanged. Most nonprofits were allocated funding under Strategies 10 and 13 based on a Request for Funding Proposal released by Committee staff on February 9, 2018. One nonprofit within strategy 10 was added per Committee direction at the October 16, 2020 meeting. The nonprofits selected for funding are shown in Attachments 2 and 4 of the Expenditure Plan. The next NRMFC meeting is scheduled for October 20, 2023. CONSEQUENCE OF NEGATIVE ACTION: Each new Expenditure Plan must receive final approval from the County Board of Supervisors and Richmond City Council. Expenditure Plans and any associated amendments recommended or approved by the NRMFC only take effect if/when approved by the Board of Supervisors and the Richmond City Council. Therefore, if the 2023/2024 Expenditure Plan is not approved by the Board prior to July 1, 2023 the previously approved strategies (activities) could not be funded by NRMF in which case, most if not all, would not continue being implemented without interruption. ATTACHMENTS Exhibit A_2023/24 NRMF EP Office Use Only: Contra Costa County 2023 Fish and Wildlife Propagation Fund Application Cover Page Project title: Organization/Individual applying: (Organization type: please check one – government, non-profit, school, other (explain) Address: Telephone: Fax: E-mail: Name and title of contact person: One sentence summary of proposal: Requested grant: Proposal prepared by (name & title): Signature (Typing your name does not count as a signature. If this section is empty, your proposal will not be considered): ________________________________________________ Signed on __3/15/23____ The Contra Costa Watershed Forum and its quadrennial Symposia bring together people working to restore and maintain the health of Contra Costa County's waterways. The Forum and Symposia serve as a nexus for watershed education, networking, and celebrating successes. As a previous sponsor of the Contra Costa County Creek & Watershed Symposium (Symposium), the Contra Costa County Fish & Wildlife Committee (Committee) will be interested to know that we are hard at work planning the next Symposium, which will be held at the Pleasant Hill Community Center on October 26th, 2023. With an anticipated audience of 250 to 300 attendees, this day-long conference is an excellent opportunity for public education and engagement. The program will include presentations from speakers discussing interesting and relevant topics that will help educate, inspire, and celebrate the people doing watershed work in Contra Costa County. The program will also feature a poster session, Q&A sessions, panel discussions, an awards ceremony, refreshments, a catered lunch, and an evening reception. We plan to have a field trip day on October 27th, during which attendees will have the opportunity to visit some of the restoration sites and projects they learned about during the Symposium. The theme for this year's Symposium is Intergenerational Watershed Stewardship. A Symposium focused on intergenerational watershed stewardship seeks to open a dialogue between established watershed advocates and the emerging generation of watershed stewards. As we recognize the implications of our changing climate, how can we strengthen our commitments to collaboration and sharing knowledge among diverse participants in and around Contra Costa? How can we ensure that multi-year projects and plans come to fruition? We will explore answers to these questions with Symposium attendees, and we hope members of the Committee will also take part in the dialogue. We are requesting $10,343 from the Committee. This funding will cover costs for the conference venue; printing of programs, signage, name tags, and a commemorative reusable cup for each attendee as part of the welcome packet; rental equipment; and refreshments provided by a local indigenous-owned restaurant, Cafe Ohlone. Please see the enclosed itemized grant budget. The Symposium meets the requirements of Section 13103(a) of the California Fish and Game Code. The goal of the Symposium is to educate and connect members of the public to restore and maintain watershed health, which directly benefits the fish and wildlife of Contra Costa County. Some of the topics addressed will include restoration, environmental justice, and cross-sectoral collaboration. Environmental stewards can better protect fish and wildlife when they have the latest scientific and social context to inform their work. The Committee will be acknowledged as a Headwaters Sponsor of the event, the top level of sponsorship available ($5,000 and up). This means that the Committee will receive the following benefits of sponsorship: priority logo placement; 10 tickets to the Symposium with a reserved table; verbal recognition during the Symposium; logo featured in the Symposium program, website, slide deck, and poster; 1/2 page advertisement in the Symposium program; and the opportunity to table (with priority placement) at the venue. Project Schedule: The Symposium will be held on October 26th, 2023, with a field trip day to follow on October, 27th, 2023. All requested grant funds will be used before the end of 2023. March 15, 2023 Contra Costa County Fish & Wildlife Committee c/o Contra Costa County Dept. of Conservation and Development 30 Muir Road Martinez, CA 94553 Dear Maureen and Committee members: Project Budget: The Symposium's primary sponsor is the Contra Costa County Flood Control & Water Conservation District. The District has allocated $70,000 for the event. Please note that this is the same amount that was allocated for previous Symposia, even though costs for catering and staff time are notably higher in 2023. The Flood Control District funding primarily goes toward CCRCD staff time, speaker stipends, food, and day-of-event labor costs. Several sponsor organizations (some of the committed sponsors include the U.S. Fish and Wildlife Service's Partners Program, the California Department of Water Resources, the East Contra Costa County Habitat Conservancy, Save Mount Diablo, and Restoration Design Group) help to cover some of those costs, as well. Funding from the Committee will help keep the event’s ticket prices down, meaning that the event will be more accessible to more people. In particular, we are aiming to keep the student ticket price below $20. The CCRCD was in the early stages of planning the Symposium when the 2023 Fish and Wildlife Propagation Fund grant applications were due and wishes to submit this out-of-cycle grant request for funding that would assist with now identified Symposium costs. Please note that in order to ensure that we have materials in time for the October event, we have already purchased the commemorative cups and made a deposit to reserve the venue. We may have to purchase other items on the itemized budget (on next page) before we hear from the Committee regarding a determination about this grant, therefore we are requesting a waiver of policy to permit reimbursement for eligible project costs incurred prior to award of funds. The CCRCD is a non-regulatory special district of the state of California, and its mission is to facilitate the conservation of natural resources in Contra Costa County. The CCRCD accomplishes this mission by partnering with farmers; ranchers; nonprofits; businesses; and local, state, and federal agencies. CCRCD Board of Directors Walter Pease – Board President, Retired City of Pittsburg Public Works Bethallyn Black – Horticulture Professor at Diablo Valley College Lorena Castillo – Co-Executive Director, Groundwork Richmond Renée Fernandez-Lipp – Principal Public Safety Specialist, PG&E Igor Skaredoff – Retired Shell Chemist The Symposium is staffed by the CCRCD, with Lisa Damerel and Lydia Lapporte serving as the Symposium Planning Coordination Team. They facilitate monthly meetings with a Symposium Planning Committee to make decisions about the Symposium as a group. Lisa helped plan the 2019 Symposium and has facilitated the Contra Costa Watershed Forum since early 2022. She has planned numerous educational and outreach events for the CCRCD, the Forum, the Alhambra Watershed Council, and the Walnut Creek Watershed Council. Lydia joined the CCRCD's staff in 2022 and has prior experience in planning Symposia, educational events, and facilitating environmental network collaboration. This experience includes planning and implementing an annual Birds of Berkeley Festival, a bi-annual Seaweed Symposium in Maine, and organizing the Seaweed Commons network that connected stakeholders in Maine and beyond. Additional CCRCD staff assist with Symposium planning, as needed. A Pleasant Hill Recreation & Park District facility rental permit has been obtained for use of the Pleasant Hill Community Center on October 26th, 2023. A Pleasant Hill Recreation & Park District alcohol permit has been obtained for the purpose of serving alcohol during the evening reception at the venue on October 26th, 2023. (This incurs a $75 charge, but that charge is not included in this funding request.) No other permits are needed for this project. Thank you for considering this grant request, Lisa Damerel Watershed Conservation Manager, Contra Costa Resource Conservation District Enclosures: CCRCD Annual Budget FY 22/23 Itemized Project Budget CCRCD Annual Budget FY 22/23 (Board Approved June 21, 2022) Itemized Project Budget Contra Costa County September 29, 2022 Dear Fish and Wildlife Propagation Fund Grant Applicants: The Contra Costa County Fish and Wildlife Committee is pleased to announce that completed funding applications are now being accepted for consideration for the Contra Costa County Fish and Wildlife Propagation Fund (Fund). All application materials and guidelines are attached. Proposals must be received by 5:00 p.m. on Thursday, January 5, 2023 (a postmark of January 5, 2023, does not satisfy the submission deadline). Proposals may be emailed or mailed. Any applications that are received after the due date or without a signature will not be considered. Staff will acknowledge receipt of each grant application. If you do not receive a confirmation of receipt contact Maureen Parkes at 925-655-2909 prior to the deadline. The recommendations of the Fish and Wildlife Committee will be forwarded to the Contra Costa County Board of Supervisors, which maintains final decision-making authority for expenditures from the Fund. The Contra Costa County Fish and Wildlife Propagation Fund is entirely supported by fine revenues resulting from violations of the Fish and Game Code and Title 14 of the California Code of Regulations in Contra Costa County (County). Projects awarded from the Fund must benefit the fish and wildlife resources of the County and must meet the requirements of Section 13103 of the Fish and Game Code (attached). If your project is eligible under Section 13103 (d), (h), (i), or (m) please send a copy of your draft proposal to Maureen Parkes at maureen.parkes@dcd.cccounty.us by November 1, 2022. Staff will coordinate with the California Department of Fish and Wildlife to confirm the project’s eligibility to receive funds. See Instructions for more details. All applications that satisfy the requirements listed in the funding application instructions will be considered. The Fish and Wildlife Committee strongly encourages applications related to: • improving habitat • scientific research • public education • threatened and endangered species • resolving human/wildlife interaction issues In addition to the above areas of interest, the Fish and Wildlife Committee wishes to fund one or more projects that increase collaboration with law enforcement agencies and community cultural organizations on enforcement issues and education focusing on communities that may be unaware of local fish and game laws. Projects that provide multilingual signage and educational materials are encouraged. The Fish and Wildlife Committee considers grant awards for prospective expenditures from non-profit organizations, schools, and government agencies. The Committee generally does not recommend funding for operating costs and overhead, such as staff salaries, benefits, or utilities. The Committee generally gives preference to funding material expenses (e.g. purchase of equipment and materials). Due to the current drought conditions, proposals should seek to minimize water usage and address the project’s water requirements in the grant application. Organizations, schools, and government agencies that have received previous Fish and Wildlife Propagation Fund grants should have a positive track record of completing projects and submitting final reports in an efficient, timely and clear manner. John Kopchik Director Aruna Bhat Deputy Director Jason Crapo Deputy Director Deidra Dingman Deputy Director Maureen Toms Deputy Director Gabriel Lemus Assistant Deputy Director Department of Conservation and Development 30 Muir Road Martinez, CA 94553 Phone:1-855-323-2626 Page 2 The Committee expects to recommend awards to several applicants. However, it is possible that a particularly excellent proposal will be recommended to receive a large portion of the total available funds. During the 2022 grant cycle a total of $50,324.27 was awarded to ten projects. The awards ranged from $998.00 to $9,949.00. Available funds vary from year to year and the Fish and Wildlife Committee cannot commit to multi-year or recurring funding. The Board of Supervisors will make the final decision on the grant awards and successful applicants may anticipate receiving notification by May 2023. Project expenditures eligible for reimbursement must be made subsequent to Board of Supervisors approval of grant funding. The grant award funds will be disbursed on a cost reimbursement basis.* (See below for exceptions.) Within a year of grant funding approval, or within one month of project completion, whichever comes sooner, recipients must submit a final project report which includes invoices and receipts documenting how funds were spent and the results of the project. Grant awardees may request a budget modification to address any proposed changes to the project costs. This request must be made in writing prior to incurring the unapproved expenses. Unapproved expenses will not be reimbursable. Fish and Wildlife Propagation fund grants will be disbursed after receipt and approval of the final project report. Details will be outlined in the grant award letter that is sent to all successful applicants. *Exception For Non-Profit Organizations That Can Demonstrate Financial Hardship: Private, non-profit entities that can demonstrate that providing Fish and Wildlife Propagation grant funding on a cost reimbursement basis will create a financial hardship and be detrimental to the operation of the program will be eligible to receive up to ½ of the grant amount after the grant is awarded. The remaining amount of the grant will be disbursed after the entity has submitted information including invoices and receipts documenting how the initial disbursement was spent. Within a year of initial notification of the grant funding award (May 2024), or within one month of project completion, whichever comes sooner, the entity will be required to submit information including invoices and receipts documenting how the second disbursement was spent, and provide a final project report documenting the results of the project. *Exception For Small Projects Under $1,000: Grant funding may be disbursed to private, non-profit entities prior to the beginning of the project if the award is under $1,000 and the entity has provided documentation that the project could only be initiated with advance funding. Within a year of grant funding, or within one month of project completion, whichever comes sooner, recipients must submit a final project report which includes invoices and receipts documenting how funds were spent and the results of the project. The Committee appreciates your interest in this opportunity to improve the fish and wildlife resources in Contra Costa County. Should you have any questions about the Fish and Wildlife Committee or this funding program, please contact me at 925-655-2909 or maureen.parkes@dcd.cccounty.us. Sincerely, Maureen Parkes Fish and Wildlife Committee Staff Page 1 of 2 INSTRUCTIONS What Must Be Included in Your Proposal (not to exceed 4 pages): 1) Signed Application Cover Page – See attached. (PDFs and e-signatures are acceptable) 2) Description of the project for which funding is requested. Please include an explanation of: • how this project will benefit the fish and wildlife of Contra Costa County • how this project meets the requirements of Section 13103 of the Fish & Game Code (attached) which defines the eligibility requirements for projects requesting funding from the Fish and Wildlife Propagation Fund. Indicate which letter(s) of the Section 13103 is/are satisfied. If your proposal is eligible under Section 13103 (d), (h), (i)*, or (m), a copy of your draft proposal must be sent to the attention of Maureen Parkes at maureen.parkes@dcd.cccounty.us or at the address listed on Page 2 and received by November 1, 2022. Staff will coordinate with the California Department of Fish and Wildlife to confirm the project’s eligibility to receive funds. *If your project is eligible under Section 13103 (i), and a scientific collection permit is required and issued by the California Department of Fish and Wildlife, this will indicate that the project is eligible to receive Fish and Wildlife Propagation funds. Please send the scientific collection permit along with your grant application by the January 5, 2023 - 5:00 P.M. grant submission deadline. Scientific collection permits are not included in the grant application page limit. The Fish and Wildlife Committee wishes to be acknowledged for its financial support of the project. FWC or staff review may be required prior to printing any written materials that receive funding. Please refer to the guidelines listed below: • Grant recipients agree to obtain advance written approval from the FWC of any communication/written material that may reasonably be understood to represent the views of the FWC and to provide the FWC with reasonable opportunity to review, comment and approve the communication/written material. Grant recipients may use the following standard language in making attributions for funding by the FWC: • Attribution for full Grant funding: “This (research, publication, project, web site, report, etc.) was funded by the Contra Costa County Fish and Wildlife Committee.” • Attribution for partial Grant funding: “This (research, publication, project, web site, report, etc.) is funded in part by the Contra Costa County Fish and Wildlife Committee.” 3) Project schedule - The project must be completed within a year from the date you receive notification of funding (by May 2024). 4) Project budget (itemized). The Fish and Wildlife Committee generally does not recommend funding for operating costs and overhead. Examples for these include staff salaries, health insurance, and operation costs such as electricity to run an office. If an hourly rate is listed, overhead costs need to be itemized separately. The Committee generally gives preferences to funding material expenses (e.g. purchase of equipment and materials). 5) Annual budget for the applying organization (not itemized). 6) Statement describing the applying organization, listing the Board of Directors and officers of the organization, and listing all affiliated organizations. 7) Statement describing the qualifications of the sponsoring organization and participating individuals for completing the project. 8) List of individuals responsible for performing project and of individuals responsible for overseeing project. 9) Statement describing the status of permit approvals necessary to perform project (if applicable). 10) Request for an exception to the grant funding cost reimbursement requirement due to financial hardship or an exception for a small project under $1,000. (This request does not count toward your page limit and is only required if requesting an exception.) Page 2 of 2 Format: • Your proposal packet, including cover sheet and any attachments must not exceed four single-sided pages or two double-sided pages, 8.5 by 11 inches in size. Electronic submittals are preferred. Please use 11 point font or larger and ½ inch margins or larger on your pages. If you submit more than 3 pages plus required cover sheet, your proposal may be disqualified without review. • If your project is eligible under Section 13103 (d), (h), (i), or (m) a copy of your draft proposal must be sent to the attention of Maureen Parkes at maureen.parkes@dcd.cccounty.us and received by November 1, 2022. (See exception for Section 13103 (i) on Page 1.) Do not attach an additional cover letter, brochures, posters, publications, CDs, DVDs, large maps or yellow-sticky paper (e.g. Post-ItTM). • Your complete application packet including signature must arrive by 5:00 p.m. on Thursday, January 5, 2023 (Pacific Standard Time) to be considered for funding. (Please note: A postmark of January 5, 2023 does not satisfy the submission deadline. If submitted after the deadline, your proposal will be disqualified).* Your complete application should be: Emailed: maureen.parkes@dcd.cccounty.us or Mailed or Hand Delivered**: Contra County Fish & Wildlife Committee c/o Contra Costa County Dept. of Conservation and Development 30 Muir Road Martinez, CA 94553-4601 Attn: Maureen Parkes *Staff will acknowledge receipt of each grant application. If you do not receive an email confirmation of receipt, contact Maureen Parkes prior to the deadline by calling 925-655-2909. **Due to operating procedures related to COVID-19 safety measures, contact Maureen by email or telephone at 925-655-2909 to coordinate hand delivery of your application to ensure your application is received by the submission deadline. Final Checklist Before You Submit Your Proposal: Please note that your proposal will not be considered if you provide more materials than required below: • Signed Cover page (your proposal will be disqualified if it does not have your original signature on the cover page). • 3 pages or less on your project description (any extra attachments such as a map and an organization budget will be counted as one of the three page limit.) • If your project qualifies under Section 13013 (i) and you have been issued a scientific collection permit from the California Department of Fish and Wildlife please include it. (This is not a part of the page limit listed above.) • Request for an exception to the grant funding cost reimbursement requirement due to financial hardship or an exception for a small project under $1,000. (This is not a part of the page limit listed above and is only required if requesting an exception). If you have questions regarding the Contra Costa County Fish and Wildlife Propagation Fund grant process, please contact Maureen Parkes: maureen.parkes@dcd.cccounty.us / (925) 655-2909. (a) Public education relating to the scientific principles of fish and wildlife conservation, consisting of supervised formal instruction carried out pursuant to a planned curriculum and aids to education such as literature, audio and video recordings, training models, and nature study facilities. (b) Temporary emergency treatment and care of injured or orphaned wildlife. (c) Temporary treatment and care of wildlife confiscated by the department as evidence. (d) Breeding, raising, purchasing, or releasing fish or wildlife which are to be released upon approval of the department pursuant to Sections 6400 and 6401 onto land or into waters of local, state, or federal agencies or onto land or into waters open to the public. (e) Improvement of fish and wildlife habitat, including, but not limited to, construction of fish screens, weirs, and ladders; drainage or other watershed improvements; gravel and rock removal or placement; construction of irrigation and water distribution systems; earthwork and grading; fencing; planting trees and other vegetation management; and removal of barriers to the migration of fish and wildlife. (f) Construction, maintenance, and operation of public hatchery facilities. (g) Purchase and maintain materials, supplies, or equipment for either the department's ownership and use or the department's use in the normal performance of the department's responsibilities. (h) Predator control actions for the benefit of fish or wildlife following certification in writing by the department that the proposed actions will significantly benefit a particular wildlife species. (i) Scientific fish and wildlife research conducted by institutions of higher learning, qualified researchers, or governmental agencies, if approved by the department. (j) Reasonable administrative costs, excluding the costs of audits required by Section 13104, for secretarial service, travel, and postage by the county fish and wildlife commission when authorized by the county board of supervisors. For purposes of this subdivision, "reasonable cost" means an amount which does not exceed 3 percent of the average amount received by the fund during the previous three-year period, or three thousand dollars ($3,000) annually, whichever is greater, excluding any funds carried over from a previous fiscal year. (k) Contributions to a secret witness program for the purpose of facilitating enforcement of this code and regulations adopted pursuant to this code. (l) Costs incurred by the district attorney or city attorney in investigating and prosecuting civil and criminal actions for violations of this code, as approved by the department. (m) Other expenditures, approved by the department, for the purpose of protecting, conserving, propagating, and preserving fish and wildlife. California Fish and Game Code Section 711.2. (a) "For purposes of this code, unless the context otherwise requires, "wildlife" means and includes all wild animals, birds, plants, fish, amphibians, reptiles, and related ecological communities, including the habitat upon which the wildlife depends for its continued viability ..." California Fish and Game Code Section 13103. Expenditures from the fish and wildlife propagation fund of any county may be made only for the following purposes: * *A scientific collection permit, if required and issued by the California Department of Fish and Wildlife, indicates that the project is eligible to receive Fish and Wildlife Propagation funds. * Office Use Only: Contra Costa County 2023 Fish and Wildlife Propagation Fund Application Cover Page Project title: Organization/Individual applying: (Organization type: please check one – government, non-profit, school, other (explain) Address: Telephone: Fax: E-mail: Name and title of contact person: One sentence summary of proposal: Requested grant: Proposal prepared by (name & title): Signature (Typing your name does not count as a signature. If this section is empty, your proposal will not be considered): ________________________________________________ Signed on _______________ RECOMMENDATION(S): APPROVE an out of cycle grant in the amount of $10,343 to Contra Costa Resource Conservation District to cover certain costs for the Contra Costa County Creek and Watershed Symposium including: venue, printing of programs, signage, name tags, and a commemorative reusable cup for each attendee as part of the welcome packet; rental equipment; and refreshments provided by a local indigenous-owned restaurant, Cafe Ohlone. 1. Approve a waiver of policy to permit reimbursement for eligible project costs incurred prior to award of funding. 2. Stipulate that within one year of grant funding approval, or within one month of project completion, whichever comes sooner, recipient must submit a final project report which includes invoices and receipts documenting how funds were spent and the results of the project. 3. FISCAL IMPACT: The recommendation will have no impact on the County General Fund. State law defines how money in the Fish and Wildlife Propagation Fund may be spent and the Board of Supervisors is responsible for authorizing specific expenditures. Providing funds to cover some costs related to hosting the Symposium is consistent with the expenditure criteria established by State law. BACKGROUND: The Symposium will be on October 26, 2023 and held at the Pleasant Hill Community Center in Pleasant Hill, California. The theme for this year's Symposium is Intergenerational Watershed Stewardship, which will be focused on intergenerational watershed stewardship to open a dialogue between established watershed advocates and the emerging generation of watershed stewards. Organizers anticipate that 250 to 300 people representing a wide variety of organizations and perspectives will attend to learn about significant issues regarding the health of creeks and watersheds in the County. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS Contact: Julie Enea (925) 655-2056 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: , Deputy cc: Fish & Wildlife Cte Staff, CAO (Enea) C.104 To:Board of Supervisors From:INTERNAL OPERATIONS COMMITTEE Date:June 27, 2023 Contra Costa County Subject:Out of Cycle Recommendation for Fish and Wildlife Propagation Fund Grant BACKGROUND: (CONT'D) The program will include presentations from speakers discussing interesting and relevant topics that will help educate, inspire, and celebrate the people doing watershed work in Contra Costa County. The program will also feature a poster session, Q&A sessions, panel discussions, an awards ceremony, refreshments, a catered lunch, and an evening reception. A field trip day is planned for October 27th, during which attendees will have the opportunity to visit some of the restoration sites and projects they learned about during the Symposium. The Symposium's primary sponsor is the Contra Costa County Flood Control & Water Conservation District. The Flood Control District has allocated $70,000 for the event. The general admission fee for the event is $45 with discounts for early bird and student registrations. The ticket price includes admission to the event; Symposium Welcome Packet; a light breakfast; a catered lunch and refreshments; an evening reception; and admission to field trips on October 27, 2023. The ticket price does not cover all costs. A Fish and Wildlife Propagation Fund grant would be used to cover the venue rental fee, printing of programs, signage, name tags, and a commemorative reusable cup for each attendee as part of the welcome packet; rental programs, signage, name tags, and a commemorative reusable cup for each attendee as part of the welcome packet; rental equipment; and refreshments provided by a local indigenous-owned restaurant. Expenses not covered by tickets sales and a Fish and Wildlife Propagation Fund grant if approved, will be funded by the Flood Control District and sponsors (some of the committed sponsors include the U.S. Fish and Wildlife Service's Partners Program, the California Department of Water Resources, the East Contra Costa County Habitat Conservancy, Save Mount Diablo, and Restoration Design Group). Everyone is invited to the symposium regardless of ability to contribute financially. A Fish and Wildlife Propagation Fund grant will help keep the event ticket prices down making the event accessible to more people. II. Reason for Recommendation/Background Since 1996, the Fish and Wildlife Committee (FWC) has implemented a structured process for reviewing funding requests. The intent of this structured review process was to replace case-by-case decision-making with a grant process that enables comparative and efficient review of applications. Occasionally, the Committee receives requests for funds outside of the regular grant cycle. These proposals must meet all the regular requirements of applications as well as justify why the funding request should be considered outside the regular cycle. On May 21, 1997, the FWC approved the following criteria for reviewing grant requests outside the normal grant review cycle: The majority of projects will be reviewed simultaneously once per year. Projects can be reviewed individually, outside the annual review cycle if: the project is a FWC-initiated project; delaying review of the project until the annual review cycle would cause substantial harm to the fish and wildlife resources of the County; the project cannot be performed at all unless funding is received from the Fish and Wildlife Propagation Fund sooner than would be possible under the annual review cycle; or the project has substantial matching funds which will expire unless funding is received from the Fish and Wildlife Propagation Fund sooner than would be possible under the annual review cycle. The Fish and Wildlife Committee helped launch the first Creek and Watershed Symposium in 1999, and has generously supported each quadrennial symposia since then, so in some respects, it can be considered a Fish and Wildlife Committee initiated project. Due to the FWC’s requirement that project budgets be itemized in grant applications, CCRCD did not apply for a grant in the normal 2023 grant cycle. Though symposium planning and related expenses had been anticipated for some time, the actual itemized costs were not available until the spring of 2023. In order for CCRCD to ensure that they have materials in time for the October event, they already purchased commemorative cups and made a deposit to reserve the venue. They may need to purchase other items on the itemized budget before a determination about the grant is made, therefore they are requesting a waiver of policy to permit reimbursement for eligible project costs incurred prior to award of funds. The Fish and Wildlife Committee voted unanimously to recommend an out of cycle grant for this purpose and brought this recommendation to the Internal Operations Committee on June 12. The IOC unanimously recommends the out of cycle grant for the symposium, which has received assistance from the propagation fund since its inception. ATTACHMENTS CCRCD Request for Fish and Wildlife Propagation Funds RECOMMENDATION(S): APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County Unpaid Student Training Agreement #72-199 with University of Arizona, an educational institution, to provide supervised field instruction to Public Health students in the County’s Public Health Division for the period from July 1, 2023 through June 30, 2025. FISCAL IMPACT: This is a non-financial agreement. BACKGROUND: The purpose of this agreement is to provide Public Health students at University of Arizona with the opportunity to integrate academic knowledge with applied skills at progressively higher levels of performance and responsibility. Supervised fieldwork experience for students is considered to be an integral part of both educational and professional preparation. The Public Health Department can provide the requisite field education, while at the same time, benefiting from the students’ services to patients. Under Unpaid Student Training Agreement #77-199, University of Arizona Public Health students will receive supervised fieldwork instruction experience in Dietetic services at the Women Infant Children (WIC) program with the Public Health Department for the period from July 1, 2023 through June 30, 2025. CONSEQUENCE OF NEGATIVE ACTION: If this agreement is not approved, the students will not receive supervised fieldwork instruction experience in County’s Public Health Division. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Ori Tzvieli, M.D., 925-608-5267 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: C.105 To:Board of Supervisors From:Anna Roth, Health Services Director Date:June 27, 2023 Contra Costa County Subject:Unpaid Student Training Agreement #72-199 with University of Arizona A. Applications for Staff Membership Applicant Department/ Speciality Andres, Gal, MD Psychiatry/Psychology Bechler, Kameron, MD Psychiatry/Psychology Boutros, Shadi, DDS Dental Carrillo, Mayra, MD DFAM Damento, Gena, MD Surgery Escamilla, Daniel, MD DFAM Ferrer, Weston, MD Psychiatry/Psychology Gershenson, Jonathan, DO Diagnostic Imaging Gersten, Dana, MD DFAM Hass, Victor, MD Anesthesia Lam, Patrick, MD Anesthesia McCarron, Matthew, MD Psychiatry/Psychology Monroy, Christina, MD Pediatrics Nicholas, Zachary, MD DFAM Paley, Matthew, DO Psychiatry/Psychology Rohira, Sunil, MD Anesthesia Thomas, Renee, MD Pathology B. Applications for Staff Affiliation Applicant Department Dhatt, Jagjiwan, FNP DFAM C. Provisional Staff: Evaluations Provider Department Weinbaum, Karen, MD Emergency Medicine Davis, Michelle, MD Emergency Medicine Loeza, Joanna, MD OB/GYN 6 Month Evaluations 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 6/13/2023 1 Provider Department Manuchehry, Amir Anesthesia Catalya, Stephen, MD Infection Disease Militorisz,Szilvia, MD Infection Disease Ashraf, Irmeen, MD Pediatrics Shah, Amish, MD Pulmonary 12 Month Evaluations Provider Department Sun, Hank, MD Anesthesia Philip, Nimeka, MD DFAM/ OB Karch, David, MD Emergency Medicine 15 Month Evaluations Provider Department Neal, Molly, NP OB/GYN Matthys, Andrew, MD Pulmonary 18 Month Evaluations Provider Department Thomas, Brian, MD Surgery/Urology D. Staff Advancing to Non-Provisional Provider Department Staff Status Poursartip, Maryam, MD DFAM Active Han, Yu, MD DFAM Active Chiu, Jeff, DO Emergency Medicine Active Liss, William, MD Internal Medicine Active Howell, Tiffany, MD Pediatrics Active 9 Month Evaluations Credentials Committee Recommendations 6/13/2023 2 E. Biennial Reappointments Provider Department Staff Status Aarden, Pyra, MD Emergency Medicine A Bader, Semon, MD Surgery A Bhatt, Veda, MD DFAM A Boudreau, Jamie, MD Pediatrics A Dyer, Bridget, MD Emergency Medicine A Falkenstein, Iryna, MD Surgery A Fernandes, Ingrid, MD DFAM A Hollandberry, Elizabeth, MD DFAM A Kao, Lily, MD Pediatrics C Karatepe, Meltem, MD Pediatrics A Kim, Charleen, MD Surgery A Kim, Edward, MD Internal Medicine C Larson, Kimberly, MD Pediatrics C Lee, Rebecca, MD Hospitalist A Loda, Kimberly, MD Psychiatry/Psychology A Martinez, Daryl, MD Internal Medicine C Moyer, Kaili, Psy.D Psychiatry/Psychology A Nguyen, MyHoang, MD DFAM A Pagtalunan, Maria, MD Internal Medicine C Postone, Ariel, MD DFAM A Roe, Taiyun, MD DFAM A Wai, Sandra, MD Pediatrics C F. Biennial Renewal of Privileges-Affiliates Provider Department Staff Category Francis, Deidra, NP DFAM AFF Turner, Shannon, NP DFAM AFF Weiss, Karen, NP DFAM AFF G. New Lifelong Residents Provider Department Dao, Sophia, DO DFAM Khoeur, Lina, MD DFAM Mendez, Lilian, MD DFAM Sadang, Katrina, MD DFAM Salazar, Yesenia, DO DFAM Sifflet, Christopher, MD DFAM Credentials Committee Recommendations 6/13/2023 3 H. New Travis Residents Provider Department Bagingito, Morgan, MD DFAM Baxter, Thomas, DO DFAM Gonzalez, Xenia, MD DFAM Kremsreiter, Kaleb, MD DFAM Kremsreiter, Patsy, MD DFAM Lorenz, Brandon, DO DFAM Mestas, Arthur, MD DFAM Moyer, Rachel, MD DFAM Robinson, Michael, MD DFAM Sekyere, Nana, MD DFAM Trona, Nathaniel, MD DFAM Yocom, Emily, DO DFAM I. Voluntary Resignation Provider Department Alexander, Ronald, DO Diagnostic Imaging Cole, Katherine, DO Psychiatry/Psychology Field, Stephen, DO Psychiatry/Psychology Langham, Kathryn, MD Psychiatry/Psychology Parekh, Hemal, MD Internal Medicine Primakov, Denis, MD Diagnostic Imaging Robinette, Alison, MD Diagnostic Imaging Thinh, Truong, MD Emergency Medicine Credentials Committee Recommendations 6/13/2023 4 RECOMMENDATION(S): 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 June 12, 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 June 12, 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. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Gina Soleimanieh, 925-370-5182 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: C.106 To:Board of Supervisors From:Anna Roth, Health Services Director Date:June 27, 2023 Contra Costa County Subject:Medical Staff Appointments and Reappointments – June 7, 2023 ATTACHMENTS June List THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA Adopted this Order on June 27, 2023 by the following vote: AYES: NOES: ABSENT: ABSTAIN: RESOLUTION NO. 2023/260 IN THE MATTER OF UPDATING THE “WARRANT REQUEST PURCHASING PROCEDURE” PURSUANT TO COUNTY ORDINANCE CODE SECTION 1108-2.222 WHEREAS, County Ordinance Code Section §1108-2.222 authorizes the procurement of certain services, supplies, equipment, materials, goods and other personal property without utilizing the Purchasing Agent, commonly referred to as the “Warrant Request Purchasing Procedure” (the “Procedure”); WHEREAS, County Ordinance Code Section §1108-2.222 requires that the Board of Supervisors identify, by resolution, what services, supplies, equipment, materials, goods and other personal property may be purchased directly by County departments and officers without utilizing the Purchasing Agent; WHEREAS, the Board of Supervisors has from time-to-time reviewed the list of eligible items and adopted updated resolutions to provide guidance to County departments, the Purchasing Agent and the Auditor- Controller to ensure compliance County Ordinance Code Section §1108-2.222; WHEREAS, the most recent review process was conducted on July 7, 2015 resulting in the adoption of Resolution No. 2015/162; WHEREAS, on June 12, 2023 the Internal Operations Committee received a report (Agenda Item No. 8) from the County Administrator’s Office on efforts to consolidate and streamline the County’s purchasing policies and procedures, including recommendations to update the Procedure; WHEREAS, this Resolution No. 2023/260 effectuates those changes and is effective upon adoption. NOW, THEREFORE, BE IT RESOLVED: A. Process. Services, supplies, equipment, materials, goods and other personal property items eligible for procurement using this Procedure, as identified in Section B below, may only be procured after taking the following actions: 1. Department head, or authorized designee, confirmation that sufficient appropriations exist within the requesting department budget; 2. Department head, or authorized designee, submits a “Warrant Request” form or equivalent electronic form maintained by the Auditor-Controller’s office; and 3. Department head, or authorized designee, does not enter into any agreements related to the purchase. B. Eligible Purchases. County departments and officers are hereby authorized and may, in lieu of using the Purchasing Agent, directly purchase certain services, supplies, equipment, materials, goods and other personal property the following specified items required for County business and operations identified in Administrative Bulletin No. 600, “Purchasing Policy and Procedures”, as updated from time-to-time by the County Administrator. C. Ineligible Purchases. Items other than those specified as eligible for payment by Warrant Request in Administrative Bulletin No. 600, “Purchasing Policy and Procedures” are not eligible for direct purchase by County departments and officers. D. Supersession. This resolution supersedes Resolution No. 2015/162, adopted July 7, 2015. THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA Adopted this Order on June 27, 2023 by the following vote: AYES: NOES: ABSENT: ABSTAIN: RESOLUTION NO. 2023/259 IN THE MATTER OF AUTHORIZING THE “PROCUREMENT CARD PROGRAM” PURSUANT TO COUNTY ORDINANCE CODE SECTION 1108-2.224 WHEREAS, County Ordinance Code Section §1108-2.224, authorizes the procurement of certain supplies, equipment, materials, goods and other personal property without using the Purchasing Agent if a procurement card is used, commonly referred to as the “Procurement Card Program”; WHEREAS, County Ordinance Code Section §1108-2.224 requires that the Board of Supervisors identify, by resolution, what supplies, equipment, materials, goods and other personal property may be purchased directly by County departments and officers without utilizing the Purchasing Agent; WHEREAS, the objective of the Procurement Card Program (the “Program”) is to provide County staff an additional method to make purchases of supplies, equipment, materials, goods and other personal property; WHEREAS, on June 12, 2023 the Internal Operations Committee received a report (Agenda Item No. 8) from the County Administrator’s Office on efforts to consolidate and streamline the County’s purchasing policies; and WHEREAS, this Resolution No. 2023/259 creates the Procurement Card Manual outlining requirements for obtaining and using procurement cards and identifies eligible purchases authorized under the Program. NOW, THEREFORE, BE IT RESOLVED: A. Procurement Card Manual. The Purchasing Agent shall create and maintain a Procurement Card Manual outlining requirements for obtaining and using procurement cards, identify supplies, equipment, materials, goods and other personal property eligible for purchase with a procurement card and shall update the manual from time-to-time to remain current with industry trends and best practices. B. Process. Supplies, equipment, materials, goods and other personal property items identified in the Procurement Card Manual as eligible for purchase using this Program may only be procured through this procedure subject to the following: 1. Department heads and authorized cardholders are responsible for complying with the terms and conditions of the Procurement Card Manual; 2. Department heads are responsible for confirmation that sufficient appropriations exist within each department budget prior to an authorized cardholder making an eligible purchase; and 3. The eligible purchase shall be in compliance with all federal and state laws and other County policies that may apply to purchasing activities. C. Eligible Purchases. The Procurement Card Manual, as maintained and updated from time to time by the Purchasing Agent, shall identify the current list of supplies, equipment, materials, goods and other personal property eligible for purchase by an authorized cardholder using a procurement card, subject to the process outlined in Section B above. D. Ineligible Purchases. Items not listed as eligible for purchase with a procurement card in the Procurement Card Manual are not eligible for purchase with a procurement card. E. Supersession. This resolution supersedes any previous resolution adopted pursuant to County Ordinance Code Section §1108-2.224, including those related to the use of procurement cards and defining eligible purchases. ORDINANCE NO. 2023-14 1 ORDINANCE NO. 2023-14 PURCHASING AGENT – SERVICE CONTRACTS The Contra Costa County Board of Supervisors ordains as follows (omitting the parenthetical footnotes from the official text of the enacted or amended provisions of the County Ordinance Code): SECTION 1. SUMMARY. This ordinance amends the Purchasing Agent’s authority to execute contracts for special services under Government Code section 31000 by eliminating the requirement that these contracts be first reviewed, approved and signed by the County Administrator. SECTION 2. Section 1108-2.215 of the County Ordinance Code is amended to read: 1108-2-215. Purchasing Agent - Service Contracts. The purchasing agent is authorized to contract for special services, within the monetary limit specified in Government Code Section 25502.5, on behalf of the county, any county officer or department, or any district of the county, but only to the extent permitted by Government Code Section 31000. This delegation is subject to Article 1108-2.4 and any regulations that the county administrator may promulgate. (Ords. 2023-14 §2, 2008-07 §2, 78-58 §1, Gov. Code §§25502.5, 31000.) SECTION 3. EFFECTIVE DATE. This ordinance becomes effective 30 days after passage, and within 15 days after passage shall be published once with the names of supervisors voting for or against it in the East Bay Times, a newspaper published in this County. PASSED on ___________________________, by the following vote: AYES: NOES: ABSENT: ABSTAIN: ATTEST: MONICA NINO, _____________________________ Clerk of the Board of Supervisors Board Chair and County Administrator By: ______________________ [SEAL] Deputy Page 1 of 14 CONTRA COSTA COUNTY Office of the County Administrator ADMINISTRATIVE BULLETIN Number: 600.X Date: XX/XX/XX Section: Purchasing SUBJECT: Purchasing Policy and Procedures Contents: I. DEFINITIONS II. PURCHASE OF MATERIALS AND SUPPLIES III. PURCHASE OF SERVICES CONTRACTS IV. DIGITAL SIGNATURES V. OTHER PROCUREMENT POLICIES VI. OTHER ADMINISTRATIVE BULLETINS The purpose of this bulletin is to set forth purchasing policies and requirements to achieve minimum standards for the purchase of services, materials, supplies, equipment, furnishings, and other personal property of any kind and nature for the benefit of County departments. More information about compliance with this policy, including process, procedures and forms can be found in the resources included in the “References” section at the conclusion of this policy. I. DEFINITIONS A. “Blanket Purchase Order” is an authorization to purchase developed by the Purchasing Agent and issued on an annual or multi-year basis, that permits the procurement of materials, supplies, equipment, furnishings, and other personal property of any kind and nature on an as-needed basis with a stipulated maximum amount for a fixed period of time and is used when there will be on- going activity with a vendor. A blanket purchase order allows departments to order a variety of goods from a single source as needed. B. “Capital Outlay Item” is a piece of equipment including moveable personal property with a unit cost of $5,000 or more, including sales tax, and delivery and installation charges. It also includes additions to capitalized equipment costing $5,000 or more per item 1. C. “Cooperative Purchasing Contract” is a contract for goods or services between a vendor and another public agency, awarded following a competitive solicitation, and made available to other public agencies. Examples of agencies that administer such Cooperative Purchasing Contracts include the National Intergovernmental Purchasing Alliance (National IPA), the State of California, Department of General Services, the U.S. General Services Administration, U.S. Communities Government Purchasing Alliance sponsored by the National Association of Counties, or similar entity. The County may participate in a Cooperative Purchasing Contract by entering into a Participating Agreement with the vendor 1 See Administrative Bulletin No. 200, “Capital Asset Accounting and Budgeting Policy” Page 2 of 14 that is party to the Cooperative Purchasing Contract. D. “Equipment Capital Asset Code” is an expenditure account within the chart of accounts reserved for purchase of certain Capital Outlay Items equal to or above $5,000. E. “Informal Bid” is a written or oral quotation obtained from an approved vendor but not required to be opened publicly at a specified day, place and time. F. “Invitation for Bid” (IFB) is a solicitation method by which awards are made to the lowest bid. The winning bid must be responsive (conforms to bid requirements) and responsible (competent and qualified to perform under the contract). G. “Lease Purchase Agreement” is an agreement to rent equipment or property for a period of time with the promise or option to acquire title at the end of the lease term. H. “Participating Agreement” means an agreement between the County and a vendor that incorporates by reference, with or without modifications, the terms of a Cooperative Purchasing Contract that the vendor has entered into with another public agency. I. “Procurement Card” is form of credit card issued in an individual employee’s name for use in making eligible purchases authorized by the Board of Supervisors by Resolution on behalf of the County in compliance with County Ordinance Code section 1108-2.224 and pursuant to regulations established in the Procurement Card Manual authorized in Section II(B)(3)(b) of this policy. J. “Purchasing Agent” is the office established pursuant to Article 1108-2.202 of the County Ordinance Code. K. “Purchasing Services” is the Purchasing Services division of the Public Works department. L. “Request for Information” (RFI) is a process to separate those vendors who intend to participate in an upcoming solicitation from those who have no interest in participating. An RFI is typically used when there is an excessively large pool of interested vendors and to identify qualified suppliers capable of providing a certain product or service. If an RFI is issued for an upcoming solicitation and a single, qualified vendor responds to the RFI, then it is not necessary to conduct any further Solicitation. M. “Request for Proposal” (RFP) is a formal competitive procurement process and is the most flexible method for obtaining contracted services and certain types of goods. Responders to an RFP submit proposals detailing their technical and business experience, capabilities, and specific approach to achieve the requirements for the services or goods requested. An RFP includes evaluation factors and criteria, and their relative importance for award selection. An RFP may establish minimum or pre-qualification requirements to be eligible for consideration. N. “Request for Qualifications/Quote” (RFQ) is a process to establish a pre- qualified list of potential vendors by allowing interested parties to demonstrate compliance with minimum qualifications or requirements to provide a material, Page 3 of 14 product, or service. An RFQ may be used to initiate a formal procurement process or to establish a pool of qualified vendors and may be released for a specific amount of time or on a continuous basis to maintain a current qualified list of vendors at all times. O. “Requisition” is a request made by a County department head or designee to the Purchasing Agent to order equipment and supplies. P. “Single Source” is a procurement decision whereby purchases are directed to one vendor because of standardization, warranty, or other factors, even though other competitive sources may be available. Q. “Special Services,” as defined in Government Code section 31000, are “services, advice, education or training” in the following areas: “financial, economic, accounting, engineering, legal, medical, therapeutic, administrative, architectural, airport or building security matters, laundry services or linen services.” Special services may include maintenance or custodial matters under certain circumstances. For purposes of this bulletin, whether services contracted for are “special services” requires consideration of factors such as the nature of the services, qualifications of the person furnishing them, and their availability from public sources. For example, services may be special because of the outstanding skill or expertise of the person furnishing them. R. “Sole Source” is a procurement decision created due to the inability to obtain competition due to one vendor or supplier possessing the unique ability to meet the particular requirements of the solicitation. S. “Solicitation” is a purchasing entity’s request for offers to provide goods or services, including an Informal Bid request for price quotations, an Invitation for Bids (IFB), Request for Qualifications/Quote (RFQ), Request for Information (RFI) or a Request for Proposals (RFP). T. “Standard Purchase Order” is a document issued by the Purchasing Agent that uses information from the Requisition to procure equipment and supplies at terms and conditions most advantageous to the County. II. PURCHASE OF MATERIALS AND SUPPLIES A. Applicability. This section establishes procedures for the Purchasing Agent to purchase materials, supplies, equipment, furnishings, and other personal property of any kind and nature and execute lease-purchase agreements on behalf of the County. B. Procedures. 1. Purchase Orders. a. Purpose. A Standard Purchase Order, Blanket Purchase Order, or Participating Agreement may be used to purchase materials, supplies, equipment, furnishings, and other personal property of any kind and Page 4 of 14 nature. b. General Terms and Conditions. All Standard Purchase Orders and Blanket Purchase Orders (collectively “Purchase Orders”) shall include the County’s “Purchase Order General Terms and Conditions,” which are promulgated and updated from time to time by the Purchasing Agent in consultation with County Counsel. By executing a Standard Purchase Order or Blanket Purchase Order, a vendor agrees to abide by those terms and conditions unless both the Purchasing Agent and vendor agree in writing to amend any of those terms and conditions on behalf of the County. 2. Requisitions. a. Purpose: A Requisition is filed with the Purchasing Agent to order materials, supplies, equipment, furnishings, and other personal property of any kind and nature. b. Submission. A Requisition must be submitted to the Purchasing Agent to request the issuance of a Standard Purchase Order, Blanket Purchase Order or Lease-Purchase Agreement. c. Electronic Procurement System. The Purchasing Services division of the Public Works department (“Purchasing Services”) shall provide an electronic system to track the submission and processing of Requisitions by departments and other purchasing logistics to comply with any federal, state and local procurement requirements, including this policy 2 d. Department Submission Authority. Department Heads are authorized to prepare Requisitions on behalf of their respective departments and may authorize designees to prepare Requisitions by submitting a written authorization to the Purchasing Agent. e. Fixed Asset Purchases. The appropriate Equipment Capital Asset Code from the Chart of Accounts maintained and updated from time-to-time by the Auditor-Controller must be applied to a Requisition for the purchase of a Capital Outlay Item equal to or above $5,000. When an Equipment Capital Asset Code is applied for a Capital Outlay Item acquisition, the Requisition shall automatically route to the Auditor-Controller to ensure that the requesting department has adequate expenditure appropriations for the purchase. The Purchasing Agent shall not proceed with the procurement of a Capital Outlay Item until the availability of expenditure appropriations has been verified by the Auditor- Controller. If expenditure appropriations are not available, the Requisition will be returned to the requesting department. Capital Outlay Item purchases shall be in compliance with Administrative Bulletin No. 200, “Fixed Asset Accounting and Budgeting Policy”. 2 The current electronic procurement system is the “Purchasing Portal”, which is accessible at the following link: https://purchasing.cccounty.us/bso/view/login/login.xhtml Page 5 of 14 f. Emergency Purchase Orders. If a department needs to make an emergency purchase pursuant to County Ordinance Code section 1108- 2.220, the “Emergency Purchase Form” must be signed by the department head, or designee, and submitted to Purchasing Services electronically with the invoice attached to initiate a purchase order to pay the invoice. 3. Procurement Cards. a. Purpose. County Ordinance Code section 1108-2.224 authorizes the Board of Supervisors, by resolution, to authorize county departments to purchase supplies, equipment, materials, goods and other personal property without using the Purchasing Agent if a Procurement Card authorized by the county Public Works department is used. b. Manual. Resolution No. 2023/259 requires the Purchasing Agent to establish a Procurement Card Manual outlining requirements for use of procurement cards and identifying eligible purchases. 4. Warrant Requests. a. Purpose. County Ordinance Code section 1108-2.222 authorizes the Board of Supervisors, by resolution, to authorize county departments to purchase services, supplies, equipment, materials, goods and other personal property, regardless of cost, without using the Purchasing Agent. Resolution No. 2023/260 outlines the process for making such purchases and states that this Administrative Bulletin No. 600 establishes the list of eligible purchases. b. Eligible Purchases. The following purchases may be made without utilizing the Purchasing Agent regardless of dollar amount, unless otherwise noted: • association dues and membership fees; • postage, including Federal Express (FedEx) and UPS; • lodging; • registration, including fees for conference booths; • facility rental and food (subject to Administrative Bulletin No. 614, “Food and Beverage Policy”) • advertising; • legal process service fees; • public transportation fares and bridge tolls for employees; • permits, fees, and licenses paid to governmental agencies; • utility installation fees (Public Works department only); • books, subscriptions and publications; • legal notices; • professional medical services payable by the Health Services department based upon a specified fee schedule; • expenditures mandated by the Court for the benefit of Wards of the Court; Page 6 of 14 • Other items below $5,0003, including: o Computer hardware and software; o commodities; and o one-time services that are not covered under a service contract and are authorized by the Purchasing Agent. 5. Receipt of Shipments. Departments are responsible for receiving shipments of materials, supplies, equipment, furnishings, and other personal property. To ensure that receipt of items is validated appropriately, each department shall ensure the following: a. Preparing for Receipt. Each department shall have a physical location and identify specific staff members responsible for receiving and inspecting shipments and establish procedures for receiving shipments and verifying shipment contents. b. Physical Inspection. Shipments should be physically inspected by department staff upon arrival to ensure the contents match the original order specifications. Contents should be inspected for damage and completeness with any issues documented. c. Documentation. Records of essential information related to receipt of shipments should be maintained such as date and time of inspection, shipment details, including the supplier’s name, Purchase Order number, accompanying documentation such as packing slip or invoice and whether any items were damaged, not received or failed a quality control test. In addition, any communication with the supplier related to incomplete or damaged items should be maintained. 6. Solicitations Required. The following solicitations are required for purchases of materials, supplies, equipment, furnishings, and other personal property of any kind and nature in the following amounts. a. Purchases Equal to or Below $25,000. 1. A department may request a Purchase Order for a purchase equal to or below $25,000 without providing evidence of solicitation. Departments are encouraged to purchase from local businesses, small businesses, women-owned businesses, disabled-owned businesses, veteran-owned businesses, and other disadvantaged business enterprises for a purchase equal to or below $25,000. b. Purchases Above $25,000 and Equal to or Below $100,000. 1. A department shall request a Purchase Order for a purchase above $25,000 and equal to or below $100,000 after securing a minimum of three (3) price quotes, with at least one (1) price quote from a Small Business Enterprise (SBE) provider, through an Informal Bid. 3 Items costing $5,000 or above are not eligible to be processed on a Warrant Request. Page 7 of 14 2. If three (3) price quotes cannot be secured, or an SBE provider cannot be identified, the Purchasing Agent shall determine whether to proceed with the purchase by taking into consideration the vendor that provides the best value to the County. c. Purchases Above $100,000. 1. A department shall conduct an open and competitive solicitation for a purchase above $100,000. The form of solicitation may be an Invitation for Bid (IFB), a Request for Qualifications/Quote (RFQ), Request for Information (RFI) or a Request for Proposals (RFP). 2. A department shall submit a Requisition that includes detailed specifications of the materials or supplies being requested. 3. Purchasing Services shall work with the requesting department to secure a minimum of three (3) solicitation responses in writing before selecting a vendor. Purchasing Services shall post the solicitation online to comply with the fair and open competition requirements of this policy for a minimum of fourteen (14) calendar days. d. Exemption from Solicitation Requirements. 1. Sole/Single Source Justification. A department may submit a Requisition with a completed Sole Source Justification Form for consideration by the Purchasing Agent to seek exemption from solicitation requirements in the following specific cases: A. Sole Source. One vendor or supplier possessing the unique ability to meet the particular requirements; or B. Single Source. One vendor because of standardization, warranty, or other factors, even though other competitive sources may be available. The Purchasing Agent has the sole discretion to approve or reject single/sole source exemption requests. 2. Cooperative Purchasing Contracts. In lieu of a bid solicitation process, a department may request that Purchasing Services initiate a Cooperative Purchasing Contract for goods that the County requires and that the County may procure under a Participating Agreement. Purchasing Services will initiate County Counsel review of Cooperative Purchasing Contracts, with the exception of those related to the Health Services Department, which initiates County Counsel review directly. 7. Approvals. The following approvals are required for each purchase category below. a. Purchases Equal to or Below $200,000. The department requesting a purchase equal to or below $200,000 shall file a Requisition that Page 8 of 14 complies with this policy for review and approval by the Purchasing Agent. b. Purchases Above $200,000. A purchase above $200,000 complying with this policy requires approval by the Board of Supervisors. The requesting department shall draft a Board Order seeking approval of the purchase above $200,000 and submit to the County Administrator’s Office via the Board of Supervisors’ electronic agenda management system for placement on the Board of Supervisors’ agenda for review and final approval. 8. Participating Agreements. A Participating Agreement must be approved by the Board of Supervisors, subject to review by County Counsel, if the payment limit exceeds $200,000, or if the Participating Agreement and/or underlying contract includes any term requiring the County to indemnify the vendor, or any term that limits the vendor’s liability. 9. Documentation. All solicitation and approval documents required by this policy must be submitted electronically to Purchasing Services with the Requisition for purchase. C. Services Included Under a Purchase Order. In certain circumstances, the Purchasing Agent may determine that services provided by a vendor in conjunction with the purchase or lease of materials, supplies, equipment, furnishings, and other personal property of any kind and nature from the same vendor is appropriate. The Purchasing Agent is authorized to execute a Purchase Order that authorizes the vendor to provide services if: 1. The Purchase Order includes all contract development and monitoring procedures specified in Section III(B)(7) of this policy; 2. The department requesting the Purchase Order complies with all contract development procedures specified in Section III(B)(7) of this policy; and 3. Service agreements submitted on a vendor standard form must be reviewed by County Counsel. D. Ethical Standards. It is the obligation and the responsibility of every County employee to represent the County in a professional and ethical manner. Any procurement related matter shall be handled in a professional manner with the interest of the County taking precedent, including, but not limited to: 1. Avoiding activities which would compromise or give the perception of compromising the best interests of the County; 2. Actively promoting the concept of competition through bid solicitation consistent with this policy; and 3. Refraining from engagement in any procurement activity in which an employee may have a personal or indirect financial interest in accordance with Government Code sections 87100 and 81703. Page 9 of 14 E. Legal Authority. The legal authority for the Purchasing Agent to purchase materials, supplies, equipment, furnishings, and other personal property of any kind and nature on behalf of the County is set forth in the following statutes and County codes: Government Code sections 25500- 25509, 31000; Public Contract Code sections 22002(d) and 22032; and County Ordinance Code chapter 1108-2. III. PURCHASE OF SERVICES CONTRACTS A. Applicability. This section establishes procedures for the purchase of services required by the County. State law provides that the Board of Supervisors may contract for services on behalf of the County or any County officer or department under certain circumstances. The Board of Supervisors has authorized the Purchasing Agent to enter into service contracts costing not more than $200,000. Service contracts exceeding $200,000 require approval by the Board of Supervisors, following review by the Office of County Counsel and the County Administrator. B. Procedures for Service Contracts. 1. Mandated Findings. Before a contractor for services is engaged, all of the following findings must be made and documented by the department. a. A statute authorizes the contract for the desired services. For example, Government Code section 31000 authorizes the Board of Supervisors to enter into a service contract for Special Services; b. County staff is not available or qualified to perform the services; and c. In the case of facilities maintenance or custodial matters, the site is remote from available County employee resources and the County's economic interests are served by contracting for such services rather than by paying additional travel and subsistence expenses to existing County employees. 2. Solicitations Required. The following solicitations are required for purchase of services in the following amounts. a. Service Contracts Equal to or Below $25,000. 1. A department may enter into service contracts equal to or below $25,000 without providing evidence of solicitation. 2. Departments are strongly encouraged to purchase from local businesses, small businesses, women-owned businesses, disabled- owned businesses, veteran-owned businesses, and other disadvantaged business enterprises consistent with the County’s Outreach and SBE program goals so they may achieve the County's objective of awarding 50% of total eligible dollar base amounts to SBEs. Page 10 of 14 b. Service Contracts Above $25,000 and Equal to or Below $100,000. 1. A department may enter into a service contract above $25,000 and equal to or below $100,000 after securing a minimum of three (3) proposals through an Informal Bid. 2. If three (3) proposals cannot be secured, the Purchasing Agent, or designee, shall determine whether to proceed with the service contract taking into consideration the vendor that provides the best value to the County. 3. Departments are strongly encouraged to purchase from local businesses, small businesses, women-owned businesses, disabled- owned businesses, veteran-owned businesses, and other disadvantaged business enterprises consistent with the County’s Outreach and SBE program goals so they may achieve the County's objective of awarding 50% of total eligible dollar base amounts to SBEs. c. Service Contracts Above $100,000. 1. A department may enter into a service contract above $100,000 after providing for open and competitive solicitation. 2. The form of solicitation may be an Invitation for Bid (IFB), Request for Qualifications/Quote (RFQ) or a Request for Proposals (RFP); however, a department should consider initially issuing a Request for Information (RFI) to generate a list of potential vendors to provide the services required. If a department receives a single response to the RFI from a qualified bidder, then no further solicitation is required. 3. Departments are strongly encouraged to purchase from local businesses, small businesses, women-owned businesses, disabled- owned businesses, veteran-owned businesses, and other disadvantaged business enterprises consistent with the County’s Outreach and SBE program goals so they may achieve the County's objective of awarding 50% of total eligible dollar base amounts to SBEs. 3. Solicitation Compliance Procedure. a. The department shall draft and Purchasing Services may provide counsel on an IFB, RFQ, RFI or RFP seeking qualified vendors to provide the desired services. b. Purchasing Services shall post the solicitation online to comply with the fair and open competition requirement of this policy for a minimum of fourteen (14) calendar days. c. Purchasing Services shall work with the requesting department to secure Page 11 of 14 a minimum of three (3) solicitation responses in writing before selecting a vendor. d. Purchasing Services shall retain solicitation records for the duration of each contract term. 4. Exemption from Solicitation Requirements. a. Service Types. The following are service contract types that are exempt from bid solicitation requirements: • utility services; • educational services; • intergovernmental agreements; • newspaper and publication services; • law firms, subject to approval by the County Counsel’s Office; • print legal briefs or legal notices; • reporters services or transcripts; • expert witnesses, consultants, and investigators hired through the County Counsel’s Office to assist in legal matters; • election supplies; • expert services to be rendered to the offices of the District Attorney or Sheriff-Coroner; • physician services at the Contra Costa Regional Medical Center (CCRMC) or the Contra Costa Health Plan (CCHP); • appraiser services; • consultants and other experts employed directly by the Board of Supervisors; and • other services that, by law, some other officer or body is specifically charged with obtaining. b. Cooperative Purchasing Contracts. A department may submit a Requisition identifying a Cooperative Purchasing Contract for services that County requires and that the County may procure under a Participating Agreement. 5. Ethical Standards. It is the obligation and the responsibility of every County employee to represent the County in a professional and ethical manner. Any procurement related matter shall be handled in a professional manner with the interest of the County taking precedent, including, but not limited to: a. Avoiding activities which would compromise or give the perception of compromising the best interests of the County; b. Actively promoting the concept of competition through bid solicitation consistent with this policy; and c. Refraining from engagement in any procurement activity in which an employee may have a personal or indirect financial interest in accordance with Government Code sections 87100 and 81703. Page 12 of 14 6. Outreach and SBE Program Compliance. Additional thresholds and goals under the County Outreach and SBE (Small Business Enterprise) programs apply to and are required for service contract solicitations. These thresholds and goals may be updated from time to time and departments must ensure compliance with the latest Outreach and SBE Program construct. 7. Contract Development and Monitoring. Department Heads are responsible for the development and monitoring of service contracts entered into on behalf of each County department, including negotiation of service plans and/or scopes of work. a. Performance Metrics Required. Departments are responsible for negotiating service contracts that identify specific performance outputs and/or outcomes to be achieved during the contract term. These performance outputs and/or outcomes include contract deliverables (e.g., produce a final written report by a date specified) and/or service tasks (e.g., conduct three one-hour training sessions within a specified date range). Contracting departments shall review contracts at least once per year to ensure compliance with output/outcome requirements. The review should identify reason(s) for any noncompliance, including whether or not the outputs/outcomes will be achievable during the remainder of the contract term. b. Payment Provisions. Vendor payment terms shall correlate with the performance outputs/outcomes negotiated as part of a service plan or scope of work for each service contract. Types of payment terms include fixed price (where deliverables are produced by the contractor and payment is due upon completion of each deliverable) and rate (where services are provided by the contractor and the contractor is reimbursed at an hourly or other periodic rate). Departments shall avoid contract payment terms that are not typical of the service type being procured. For example, legal service providers may require payment of an advance, or “retainer”, upon execution of a service contract, which is typical of that industry. However, a financial consultant requesting a monthly, fixed payment as a “retainer,” whether or not the County uses the contracted services, is not a typical financial industry practice and must be avoided. Other negative payment terms, such as late payment penalties, should not be entertained as part of the negotiation of payment terms. c. Vendor Noncompliance. Failure of a vendor to achieve contracted performance output and/or outcome requirements may be grounds for contract termination. d. Corrective Action Plan. For contracts determined to be out of compliance with performance outputs and/or outcomes during an annual review process, and for which a department does not recommend terminating the contract, the department shall work with the vendor on a corrective action plan to ensure contracted services are delivered during the term of the contract. e. Documentation. Departments shall immediately notify a vendor if a Page 13 of 14 determination of non-compliance is reached. Including whether or not the contract will be recommended for termination, with a copy to Purchasing Services. In cases where a Corrective Action Plan is entered into with the vendor, a copy of the plan shall be forwarded to Purchasing Services and retained by the department for the term of the contract. f. Renewals. Departments shall keep track of contract expiration dates in order to renew contracts prior to expiration, or issue solicitations for new contracts to be in place prior to expiration of the existing contract. 8. Effective Date. Service contract documents must be executed before the service contract effective date. Contract payments cannot be made until the service contract is executed by all parties. 9. Indemnification. Any contract that requires the County to indemnify the contractor, or includes a limitation of liability, must be approved by the Board of Supervisors regardless of the contract amount. C. Procedures for Services Contracts Equal to or Below $200,000. 1. Approval. The Purchasing Agent is authorized to execute contracts for services costing equal to or below $200,000. 2. County Counsel Review. A service contract that is either more than $50,000 or not on a County standard form (i.e., on a vendor’s form) must be reviewed and approved as to legal form by the County Counsel’s Office before the Purchasing Agent executes the contract. If a service contract is $50,000 or less and is on the County’s standard form, the Purchasing Agent may sign the contract without County Counsel review. D. Procedures for Service Contracts Above $200,000. 1. Approval. The Board of Supervisors must approve all service contracts above $200,000. The requesting department shall draft a Board Order seeking approval of the contract over $200,000 and submit to the County Administrator’s Office via the Board of Supervisors’ electronic agenda management system for placement on the Board of Supervisors’ agenda for review and final approval. 2. County Counsel Review. All service contracts that are over $200,000 must be reviewed and approved as to legal form by the County Counsel’s Office. E. Legal Authority. The legal authority for the purchase of certain services required by the County is set forth in the following statutes and County codes: Government Code section 31000, Government Code section 25502.5, Ordinance Code section 1108-2.215 and Public Contract Code section 22032(a). IV. DIGITAL SIGNATURES. All purchasing and contract related documents specified in this bulletin may be executed either with original signatures or electronic signatures through a Page 14 of 14 digital signature platform authorized by the Chief Information Officer. V. OTHER PROCUREMENT POLICIES. The Board of Supervisors, in its discretion, may adopt additional policies impacting procurement of materials, supplies, equipment, furnishings, and other personal property of any kind and nature or services from time to time. This policy establishes the minimum standards for conducting procurement activities; however, compliance with additional policies adopted by the Board of Supervisors or those required to satisfy federal or state grant requirements may supersede this policy. VI. OTHER ADMINISTRATIVE BULLETINS. Additional Administrative Bulletins governing specific purchases have been promulgated to provide guidance on those unique transaction types and should be reviewed in conjunction with this policy as the requirements in those policies may supersede the requirements in this policy, including: a. Administrative Bulletin No. 508, “County Vehicle and Equipment Acquisition and Replacement Policy, and Zero-Emission Vehicle Policy and Goals”. b. Administrative Bulletin No. 614, “Food and Beverage Policy”. c. Administrative Bulletin No. 615, “Incentives for County Programs and Services” d. Administrative Bulletin No. 616, “Acquisition of Computer Hardware, Software and Computer-Related Services”. References: • Emergency Purchase Form • Procurement Card Manual • Purchasing User Setup/Change Form • Sole Source Purchase Form • Purchase Order General Terms and Conditions • Small Business Enterprise (SBE) Program Requirements Monica Nino, County Administrator RECOMMENDATION(S): 1. APPROVE Administrative Bulletin No. 600.3, "Purchasing Policy and Procedures." 2. INTRODUCE Ordinance No. 2023-14, amending the Purchasing Agent’s authority to execute contracts for special services under Government Code section 31000, WAIVE reading, and FIX July 11, 2023, for adoption. 3. ADOPT Resolution No. 2023/259, "Procurement Card Purchasing Program" setting forth the process and establishing a list of transactions eligible for direct purchase by departments on a procurement card, without using the Purchasing Agent, pursuant to County Ordinance Code section 1108-2.224. 4. ADOPT Resolution No. 2023/260, "Warrant Request Purchasing Procedure" setting forth the process and establishing a list of transactions eligible for direct purchase by departments, regardless of cost, and increasing the limit for certain direct purchases from current cap of $1,000 to $5,000, without using the Purchasing Agent, pursuant to County Ordinance Code section 1108-2.222. 5. REFER to the Internal Operations Committee a triennial review of County procurement policies to ensure continuity between various policies and procedures and DIRECT the Purchasing Agent to return to the Internal Operations Committee with a schedule of policies and procedures to be reviewed in each year of the triennial cycle. 6. DIRECT the Purchasing Agent and Equal Employment Oppurtunity Officer to consolidate all Small Business Enterprise (SBE) and Outreach policies into a single Administrative Bulletin, incorporating actions taken by the Equity Committee on May 10, 2023 (Agenda Item No. 8), for review by the Internal Operations Committee. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Timothy M. Ewell, (925) 655-2043 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: C.107 To:Board of Supervisors From:INTERNAL OPERATIONS COMMITTEE Date:June 27, 2023 Contra Costa County Subject:Approval of Administrative Bulletin No. 600, "Purchasing Policy and Procedures," including related implementation actions RECOMMENDATION(S): (CONT'D) 7. RESCIND Administrative Bulletin Nos. 601, 602, 603, 604, 605, 611, 612, and 613, which have been contemplated in the proposed revisions to Administrative Bulletin No. 600 or have been deemed obsolete. FISCAL IMPACT: No fiscal impact. BACKGROUND: County Ordinance Code Section 24-4.008 requires the County Administrator to develop a system of Administrative Bulletins, which are designed to provide guidance to County departments to ensure compliance with County policy and practices. From time-to-time it is necessary to review Administrative Bulletins for potential updates to the underlying policy or to make sure that the guidance being provided to departments reflects current best practices. Depending on the subject and materiality of the proposed policy, Administrative Bulletins can be updated administratively or submitted for review by the Board of Supervisors, including its standing committees. The County maintains policies outlining procedures for the procurement of materials, supplies and services to assist departments in their service delivery goals. Over the past 50+ years these policies and procedures have been codified in a patchwork of ordinances, resolutions, administrative bulletins and simple memorandums with no consistent review and update process. At times, it is difficult to find supporting documentation for procurement processes that County departments work through day-to-day. Holistic Review of Procurement Policies Since 2021, the County Administrator’s Office, County Counsel’s Office and Public Works – Purchasing Services division have been working to identify and understand the various policies governing procurement within the County. The primary goal has been to establish a baseline procurement policy that can be easily understood by employees working to secure goods and services for County departments for the benefit of our residents. In crafting a modern, baseline procurement policy, the guiding principles have been twofold: Reduce bureaucracy and provide greater flexibility to department heads to operate their respective departments; and Establish accountability measures to ensure that minimum standards for procurement equity and proper contract oversight are observed. This process has resulted in several recommendations to modernize the County’s procurement policies, including: Consolidation of nine (9) Administrative Bulletins in one single, comprehensive Bulletin – Administrative Bulletin No. 600, “Purchasing Policies and Procedures” (included as Attachment B); Amending the County Ordinance Code to remove the need for County Administrator review and approval of service contracts at or below $200,000; and Increase the threshold for certain, ministerial payments via Warrant Request from $1,000 to $5,000. The desired outcome is that these updates bring our procurement process closer to a more contemporary state consistent with other large, urban counties. Summary of Primary Revisions The proposed revisions to Administrative Bulletin No. 600, include the following: Transactions Under $200,000. All procurement transactions, including service contracts, under $200,000 would require approval by the Purchasing Agent only – Board of Supervisors and County Administrator review and approval are not needed. This streamlines the review workflow for departments and effectively delegates further discretion to department heads to recommend service contracts for approval directly to the Purchasing Agent. County Counsel review is still required on transactions that modify the County’s general conditions and service contracts above $50,000. Services Included Under a Purchase Order. Provides that services may be procured under a purchase order in conjunction with the purchase or lease of equipment or goods in certain circumstances. A common scenario is the procurement of equipment that also requires a service plan to be executed for maintenance, such as a copy machine lease. Currently, a purchase order is required to procure equipment (such as the copy machine) and a separate service contract is required for the vendor to provide maintenance on the proprietary equipment (such as maintenance on the copy machine). This practice essentially creates two transactions to effectuate one procurement event resulting in double the work for departments and a corresponding loss of productivity. Minimum Bid Solicitation Requirements. Establishes a common bid solicitation requirement between procurement of materials/supplies and service contracts tiered by denomination. This results in all procurement activities being subject to the same set of solicitation requirements. Departments must still comply with solicitation requirements for federal, state or other local policies, such as the SBE Program, that may require additional outreach over and above the minimum bid solicitation requirements. Also, the proposed policy allows for flexible solicitation options such as the use of continuous Requests for Qualifications (RFQs) to keep a pool of qualified vendors current at all times. A good example of this would be keeping a continuous solicitation in place to qualify Board and Care providers serving Contra Costa Health Plan (CCHP) members. The list remains dynamic and available for use by the department to meet changing needs, while maintaining open solicitation practices. while maintaining open solicitation practices. Minimum Contract Monitoring Requirements. Establishes monitoring requirements for service contracts by departments, including a requirement to document contract noncompliance and establish Corrective Action Plans with noncompliant vendors. Corrective Action Plans are to be filed with the Purchasing Agent for tracking purposes; however, it is the responsibility of departments to ensure that contractors take steps to achieve compliance. Exemptions Maintained and Expanded. The proposed policy maintains certain exemptions previously granted for specific procurement situations or for specific departments. For example, the policy encourages the use of Cooperative Purchasing Contracts for goods and services in lieu of defaulting to a local solicitation process for every procurement need. This method helps to ensure solicitation while expediting the procurement process and providing needed flexibility to departments. This is already a common practice in larger departments, such as Health Services and the Contra Costa County Fire Protection District, but the proposed policy attempts to encourage the use of Cooperative Purchasing Contracts by all departments where appropriate. Invitation for Department Comment On April 14, 2023, the County Administrator's Office opened a four-week, invitation to comment period for department heads to review and provide feedback on the proposed policy updates. A copy of the correspondence sent to Department Heads is included as Attachment C. The County Administrator’s Office received a total of 78 comments from seven (7) departments. Of that figure, 72 were technical comments for which a response was provided and six (6) were editorial comments for which no response was provided but logged for transparency. Of the 72 technical comments, 59 were incorporated into the final draft policy and 13 were not incorporated into the final draft policy. Internal Operations Committee Review On April 24, 2023, the Board of Supervisors referred to the Internal Operations Committee a review of several, dated Administrative Bulletins, including Administrative Bulletin No. 600, "Purchasing Policy and Procedures" at the recommendation of the County Administrator. The Internal Operations Committee customarily hears issues related to County operations, including items related to procurement. On June 12, 2023, the Internal Operations Committee received a report (Agenda Item No. 8) from the County Administrator's Office on the efforts to modernize and consolidate the County procurement policies and procedures. Following discussion, the Committee directed staff to forward recommendations to the full Board of Supervisors to adopt Administrative Bulletin No. 600, "Purchasing Policy and Procedures", including taking necessary actions to implement the policy such as adoption of amendments to the County ordinance code and updated resolutions related to processing of warrant requests and procurement card usage. CONSEQUENCE OF NEGATIVE ACTION: The updates being recommended to the County's purchasing process will not be approved by the Board of Supervisors. AGENDA ATTACHMENTS Administrative Bulletin No. 600.3, "Purchasing Policy and Procedures" Ordinance No. 2023-14, "Purchasing Agent - Service Contracts" Resolution No. 2023/259, "Procurement Card Program" Resolution No. 2023/260, "Warrant Request Purchasing Procedure" MINUTES ATTACHMENTS Signed Resolution No. 2023/259 Signed Resolution No. 2023/260 RECOMMENDATION(S): RECEIVE Civil Grand Jury Report No. 2304, entitled "Investigating Deaths Involving Law Enforcement - Expanding Transparency and Reducing Delays" (attached), and REFER the report to the Sheriff and District Attorney for response. FISCAL IMPACT: There is no fiscal impact. BACKGROUND: On May 31, 2023, the 2022-2023 Civil Grand Jury filed the above referenced and attached report. Per standard procedures, this action alerts the Board of Supervisors that the report has been received. The elected District Attorney and Sheriff must independently forward their response to the Superior Court no later than July 30, 2023 (60 days). CONSEQUENCE OF NEGATIVE ACTION: No immediate consequence. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: Jason Peck, Deputy District Attorney, Steven Simpkins, Assistant Sheriff, Jason Vorhauer, Assistant Sheriff C.108 To:Board of Supervisors From:Monica Nino, County Administrator Date:June 27, 2023 Contra Costa County Subject:Grand Jury Report No. 2304 - Expanding Transparency and Reducing Delays ATTACHMENTS Grand Jury Report No. 2304 RECOMMENDATION(S): RESCIND Board Action of February 28, 2023 (C.53) to approve and authorize the County to execute an amendment to a grant award by the California Department of Public Health, Tuberculosis (TB) Control Branch, to increase the amount payable and to approve and authorize the Purchasing Agent to issue on behalf of the Health Services Department related purchase orders and related payments totaling $41,426 for the purchase of medical equipment, gas and food gift cards, rental assistance payments, transportation services, travel expenses connected with the TB grant program APPROVE and AUTHORIZE the Health Services Director , or designee, to execute, on behalf of the County, Grant Award Amendment #29-393-37 with the California Department of Public Health, Tuberculosis (TB) Control Branch, effective January 1, 2023, to further amend Grant Award #29-393-35 (as previously amended by #29-393-36), to increase the amount payable to County by $41,426, from $345,345, to a new total of $386,771, with no change in the original term of July 1, 2022, through June 30, 2023. APPROVE and AUTHORIZE the Purchasing Agent to issue on behalf of the Health Services Department purchase orders in a total amount not to exceed $41,426 for the purchase of sputum induction medical equipment, gas and food gift cards, rental assistance payments, transportation services for medical appointments, and staff travel for educational purposes, all in connection with the grant program. APPROVE OTHER RECOMMENDATION OF CNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE Action of Board On: 06/27/2023 APPROVED AS RECOMMENDED OTHER Clerks Notes: VOTE OF SUPERVISORS AYE:John Gioia, District I Supervisor Candace Andersen, District II Supervisor Diane Burgis, District III Supervisor Ken Carlson, District IV Supervisor Federal D. Glover, District V Supervisor Contact: Ori Tzvieli, M.D., (925) 608-5267 I hereby certify that this is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: June 27, 2023 Monica Nino, County Administrator and Clerk of the Board of Supervisors By: June McHuen, Deputy cc: Marcy Wilhelm C.109 To:Board of Supervisors From:Anna Roth, Health Services Director Date:June 27, 2023 Contra Costa County Subject:Rescind Prior Board Action for Gift Cards for the Tuberculosis Control Branch RECOMMENDATION(S): (CONT'D) FISCAL IMPACT: Approval of this action will not impact the originally approved increase of $41,426 for additional food, shelter, incentives and enablers (FSIE) allotment for FY 2022-2023 from the State of California, TB Control Branch, which will be available for payments as detailed above. No County match is required. BACKGROUND: The Health Services Department’s Public Health Division maintains a TB Control Program, which serves all reported TB patients and their contacts in Contra Costa County. Outreach services are provided to reach the “Hard-to Reach” people with TB and those at high risk. The TB control staff work within the Communicable Disease Section in collaboration with the HIV/AIDS Program, Substance Abuse Programs, Contra Costa Regional Medical Center and Health Centers, and providers throughout the County. This grant has been awarded to Contra Costa County since 1990. On February 28, 2023, the Board of Supervisors approved agenda item C.53 to authorize an grant award amendment with the California Department of Public Health, Tuberculosis (TB) Control Branch, to increase the amount payable and to approve and authorize the Purchasing Agent to issue on behalf of the Health Services Department related purchase orders and related payments totaling $41,426 for the purchase of medical equipment, gas and food gift cards, rental assistance payments, transportation services, travel expenses connected with the TB grant program. This action included the authorization to purchase 418 $20 ARCO gift cards. This Board Order will change the vendor to gas card vendor to Chevron and allow the County to purchase 418 Chevron gift cards each with a $20 value, as recommended by the Health Services Director. Approval of this action will authorize an grant award amendment with the California Department of Public Health, Tuberculosis (TB) Control Branch, to increase the amount payable by $41,426 and authorize the Purchasing Agent to execute purchase orders in a total amount not to exceed $41,426, to be used for: - Nebulizers and equipment for home sputum induction totaling up to $400 and purchased through Amazon.com, Inc.; - Various gift cards with a value of $20 each and a total amount of $33,420 for gas and food (Chevron - 418 cards, Target - 418 cards, Savemart - 418 cards, Safeway - 417 cards); - Client rental assistance payments totaling totaling up to $4,000; - Transportation for client access to medical appointments totaling up to $3,000; - Staff travel for education (up to $600) expenditures are also part of the grant allocation plan. CONSEQUENCE OF NEGATIVE ACTION: If this action is not approved, the grant funding would go unspent, and the funds would return to the funder.