HomeMy WebLinkAboutMINUTES - 09192023 - BOS Completed Min PktTuesday, September 19, 2023
9:00 AM
CONTRA COSTA COUNTY
BOARD CHAMBERS, 1025 ESCOBAR STREET
MARTINEZ, CA 94553
AGENDA
BOARD OF SUPERVISORS
Supervisor John Gioia, District I
Supervisor Candace Andersen, District II
Supervisor Diane Burgis, District III
Supervisor Ken Carlson, District IV
Supervisor Federal D. Glover, District V
Clerk of the Board (925) 655-2000
clerkoftheboard@cob.cccounty.us
1
BOARD OF SUPERVISORS AGENDA September 19, 2023
The public may attend the Board meeting in person and remotely via call-in or Zoom. 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. Meetings of the Board are closed-captioned in real time.
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. Persons
who wish to address the Board in person should complete the form provided for that purpose. 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. A Spanish language interpreter is available to assist Spanish-speaking callers.
Public comments generally will be limited to two minutes per speaker. In the interest of facilitating the business
of the Board, the total amount of time that a member of the public may use in addressing the Board on all agenda
items is 10 minutes. Your patience is appreciated.
A lunch break or closed session may be called at the discretion of the Board Chair. Staff reports related to open
session items on the agenda are also accessible online at www.contracosta.ca.gov.
1.CALL TO ORDER; ROLL CALL
2.PLEDGE OF ALLEGIANCE
3.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))
1.Cholya Clark v. Contra Costa County, WCAB No. ADJ12239056
2.Communities for a Better Environment, et al. v. County of Contra Costa, et al., Contra Costa County
Superior Court Case No. N22-1080
3.Communities for a Better Environment, et al. v. County of Contra Costa, et al., Contra Costa County
Superior Court Case No. N22-1091
4.Inspirational Thought-
"One of the greatest feelings in the world is knowing that we as individuals can make a difference. Ending
hunger in America is a goal that is literally within our grasp." ~ Jeff Bridges, actor
Page 1 of 17
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BOARD OF SUPERVISORS AGENDA September 19, 2023
5.CONSIDER CONSENT ITEMS (Items listed as C.1 through C.63 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.
6.PRESENTATIONS
PR.1 PRESENTATION proclaiming September 2023 as Hunger Action Month. (Supervisor Gioia)
PR.2 PRESENTATION proclaiming September 2023 as National Recovery Month. (Supervisor Carlson)
PR.3 PRESENTATION proclaiming September 2023 as Service Dog Awareness Month. (Supervisor Carlson)
PR.4 PRESENTATION recognizing employees of Contra Costa County for their many years of service .
1. Anna Roth, 30 years of service, presented by Supervisor Gioia
2. Fowzia Younos, 30 years of service, presented by Gabriela Sullivan, Director of Ambulatory
Medicine & Specialty Care
3. Vondell Renee Hamilton, 35 years of service, presented by Marla Stuart, Employment and Human
Services Director
4. Mercedes Jaime, 35 years of service, presented by Marla Stuart, Employment and Human Services
Director
7.DISCUSSION ITEMS
D.1.CONSIDER update on COVID 19; and provide direction to staff. (Anna
Roth, Health Services Director and Dr. Sefanit Mekuria, Deputy Health
Officer)
23-404
D.2.CONSIDER proposals from departments for new Measure X allocations
and provide Board direction on new proposals by Supervisors for any
unallocated Measure X sales tax revenue for Fiscal Year 2023-2024
23-406
Attachment A - Measure X Department Proposals Summary
Attachment B - Measure X Department Proposals Packet
Attachments:
D.3.CONSIDER accepting reports from the Contra Costa Health Services
Department and Richmond Community Foundation/Healthy Contra Costa
regarding the Contra Costa CARES Program. (Anna Roth, Health Services
Director and Anna Ostrander, Healthy Richmond)
23-407
CCHS CARES Presentation.pdf
Healthy Contra Costa O&E Presentation
CC CARES O&E Letter
CC CARES O&E Executive Summary
CC CARES O&E Final Report
CCHS Contra Costa CARES memo.pdf
Attachments:
Page 2 of 17
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BOARD OF SUPERVISORS AGENDA September 19, 2023
D.4.CONSIDER introducing Ordinance No. 2023-17 to require the safe
storage of firearms in residences; WAIVE reading; and FIX October 3,
2023, for adoption of the ordinance and supporting findings. (Supervisor
Andersen)
ORD 23-17
Ordinance No. 2023-17 Gun Storage
Findings in support of gun storage ordinance.pdf
Attachments:
D.5.CONSIDER monthly update on the activities and oversight of the County's
Head Start Program and APPROVE and AUTHORIZE the Employment
and Human Services Director, or designee, to apply for and accept grant
funding from the U.S. Department of Health and Human Services,
Administration for Children and Families, Office of Head Start, in an
amount not to exceed $14,830,956 for Head Start and Early Head Start
Program services for the period January 1, 2024 through June 30, 2024,
and carryover of 2022 unobligated funding in an amount not to exceed
$5,198,595, and provide guidance. (Marla Stuart, Employment and Human
Services Director)
23-408
Head Start Update_BOS September 2023 FINAL.pdf
2023-2025 Community Assessment.pdf
Request for Carryover of 2022 Early Head Start Funds.pdf
Request for Carryover of 2022 Head Start Funds.pdf
Head Start Program 2022 Carryover Budget.pdf
Extenstion Application Narrative- 09CH010862.pdf
Early Head Start Program 2023 Budget Year- 6 Month Extension.pdf
Head Start Program 2023 Budget Year- 6 Month Extension.pdf
Combined Appendices.pdf
Monitoring Report Executive Summary August 2023.pdf
ACF-IM-23-03.pdf
ACF-IM-23-04.pdf
Attachments:
8.CONSIDER consent items previously removed.
9.PUBLIC COMMENT (2 Minutes/Speaker)
10.CONSIDER reports of Board members.
11.ADJOURN
12.CONSENT CALENDAR
Airports
Page 3 of 17
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BOARD OF SUPERVISORS AGENDA September 19, 2023
C.1.APPROVE and AUTHORIZE the Director of Airports, or designee, to
execute on behalf of the County, a consent to assignment of lease
between the County and the current tenant, Buchanan Fields Golf
Course, Inc., and the new tenant, Buchanan Fields Golf Club, LLC to
assign the lease of a County-owned property located at 1091 Concord
Ave, Concord. (100% Airport Enterprise)
23-409
Consent to Assignment - Golf Course 2023 Exec.pdf
Signed Assignment and Assumption Golf Course 2023 V6.pdf
Golf Club Dodge Gurantee 8-2023 V2.pdf
Attachments:
Clerk of the Board
C.2.ADOPT Resolution No. 23-557 recognizing Employment and Human
Services Department Staff for 20+ Years of Service in 2023, as
recommended by the Employment and Human Services Director .
RES 23-557
C.3.ADOPT Resolution No. 23-566 recognizing Fowzia Younos for her 30
years of service to Contra Costa County, as recommended by the
Director of Health Services.
RES 23-566
C.4.ADOPT Resolution 23-558 proclaiming September 2023 as Hunger
Action Month, as recommended by Supervisor Gioia
RES 23-558
C.5.ADOPT Resolution 23-559 recognizing September as Service Dog
Awareness Month, as recommended by Supervisor Carlson.
RES 23-559
C.6.ADOPT Resolution 23-560 recognizing September, 2023 as National
Recovery Month in Contra Costa County, as recommended by
Supervisor Carlson.
RES 23-560
C.7.ADOPT Resolution No. 23-561 recognizing Anna Roth, County
Health Director and Chief Executive Officer of Contra Costa Health,
on the occasion of her 30 years of service to Contra Costa County, as
recommended by Supervisor Gioia.
RES 23-561
C.8.APPROVE Board meeting minutes for July and August 2023.23-410
C.9.ACCEPT the resignation of Sterling Stevens, DECLARE a vacancy in
the District V Seat 6 on the Bay Point Municipal Advisory Council,
and DIRECT the Clerk of the Board to post the vacancy, as
recommended by Supervisor Glover.
23-411
Page 4 of 17
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BOARD OF SUPERVISORS AGENDA September 19, 2023
C.10.APPOINT Nicolette Schumacher to the At-Large #3 Seat on the
Contra Costa Commission for Women and Girls for a term expiring
February 28, 2027, as recommended by the Family and Human
Services Committee.
23-412
Application N. Schumacher
CCCWG Roster
Attachments:
C.11.APPOINT Robert Durr, Blackhawk resident, to the Appointee 3 Seat
on the County Service Area P-2A Citizens Advisory Committee to a
term with an expiration date of December 31, 2023, as recommended
by Supervisor Candace Andersen.
23-413
C.12.ACCEPT the resignation of Ronald Kan effective immediately;
DECLARE a vacancy in the Youth Representative seat on the Alamo
Municipal Advisory Council, and DIRECT the Clerk of the Board to
post the vacancy, for a term ending December 31, 2024, as
recommended by Supervisor Andersen.
23-414
Conservation & Development
C.13.APPROVE and AUTHORIZE the Conservation and Development
Director to submit the County's FY 2022/23 Consolidated Annual
Performance and Evaluation Report to the U.S. Department of
Housing and Urban Development for the following federal programs:
Community Development Block Grant, HOME Investment Partnership
Act, Emergency Solutions Grant, Housing Opportunities for Persons
with AIDS, and Neighborhood Stabilization Program. (No fiscal
impact)
23-415
FY22-23 CAPER DRAFT 9.19.23Attachments:
C.14.APPROVE and AUTHORIZE the Conservation and Development
Director, or designee, to execute an amendment to the Interagency
Agreement with the City of Richmond, effective September 19, 2023,
to increase the payment limit by $360,000 to a new payment limit of
$835,000 and extend the term from September 30, 2023 to September
30, 2026, to facilitate the City's continued use of jointly-administered
North Richmond Mitigation Fee funding to co-staff the North
Richmond Mitigation Fee Committee and implement services and
programs authorized in the City/County-approved expenditure plans.
(100% North Richmond Mitigation Fees)
23-416
Page 5 of 17
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BOARD OF SUPERVISORS AGENDA September 19, 2023
C.15.APPROVE and AUTHORIZE the Conservation and Development
Director, or designee, to execute a subordination agreement with PNC
Bank, to permit the refinancing of the senior debt associated with an
affordable housing development that is located at 205 Pueblo Avenue,
Bay Point area. (No fiscal impact)
23-417
DeAnza Gardens - Subordination Agreement 2023 V3Attachments:
County Administration
C.16.APPROVE and AUTHORIZE the County Administrator, or designee,
to execute a contract extension agreement with Macias Gini &
O’Connell, LLP, for professional auditing services related to financial
compliance audits, review of the County's basic financial statements
contained in the Annual Comprehensive Financial Report in
conformity with generally accepted accounting principles and federal
financial assistance program audits extending the termination date to
September 30, 2023 with no change to the payment limit of
$1,962,057. (No fiscal impact)
23-418
C.17.ADOPT Resolution No. 23-556 adopting the Fiscal Year 2023-2024
Adopted Budget as finally determined, as recommended by the County
Administrator.
RES 23-556
Attachment A - County Appropriation Adjustments
Attachment B - FY23-24 County Schedules ABC
Attachment C - Special Districts Appropriation Adjustments
Attachment D - FY23-24 Special Districts Schedule ABC
Attachments:
County Counsel
C.18.APPROVE amendments to the Conflict of Interest Code for the
Acalanes Union High School District, including the list of designated
positions, as recommended by County Counsel.
23-419
Exhibit A - Appendix to the Conflict of Interest Code of the
Acalanes Union High School District
Exhibit B - Appendix to the Conflict of Interest Code of the
Acalanes Union High School District - REDLINED
Attachments:
C.19.APPROVE amended Conflict of Interest Code, including the list of
designated positions, for the Contra Costa County Office of Education,
as recommended by County Counsel.
23-420
Exhibit A - Conflict of Interest Code of the Contra Costa County
Office of Education
Exhibit B - Conflict of Interest Code of the Contra Costa County
Office of Education - REDLINED
Attachments:
Page 6 of 17
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BOARD OF SUPERVISORS AGENDA September 19, 2023
C.20.APPROVE amended list of designated positions for the Conflict of
Interest Code for the Clerk-Recorder-Elections Department, as
recommended by County Counsel.
23-421
Exhibit A - Conflict of Interest Code of the
Clerk-Recorder-Elections Department - Designated Positions
Exhibit B - Conflict of Interest Code of the
Clerk-Recorder-Elections Department - Designated Positions -
REDLINED
Attachments:
District Attorney
C.21.APPROVE and AUTHORIZE the District Attorney, or designee, to
execute an agreement with the City of San Jose in an amount not to
exceed $75,000 for training, supplies, and equipment to investigate
computer crimes that target youth for the period September 1, 2023
through February 28, 2024. (100% State)
23-422
Employment & Human Services
C.22.ADOPT resolution No. 23-562 to approve and authorize the
Employment and Human Services Director, or designee, to accept
funding from, and execute an agreement with, the California
Department of Aging for the Expanding Public Health Workforce in
an amount not to exceed $117,915 for the period January 1, 2023
through September 30, 2024. (100% Federal, no County match)
RES 23-562
Health Services
C.23.APPROVE and AUTHORIZE the Health Services Director, or
designee, to execute a contract with R .E.A.C.H. Project, in an amount
not to exceed $2,386,753 to provide drug abuse prevention and
treatment services for youth and adults in East County for the period
July 1, 2023 through June 30, 2024. (84% Drug Medi-Cal; 8% Federal
Substance Abuse Prevention and Treatment Set-Aside Grants; 8%
Early and Periodic Screening, Diagnostic and Treatment)
23-423
C.24.APPROVE and AUTHORIZE the Health Services Director, or
designee, to execute a contract with WestCare California, Inc., in an
amount not to exceed $2,460,899 to provide substance use disorder
prevention, treatment and detoxification services for Contra Costa
County residents in West County for the period July 1, 2023 through
June 30, 2024. (38% Federal Medi-Cal; 38% State General Fund, 22%
Substance Abuse Treatment and Prevention Block Grant, 2%
Assembly Bill 109)
23-424
Page 7 of 17
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BOARD OF SUPERVISORS AGENDA September 19, 2023
C.25.APPROVE and AUTHORIZE the Health Services Director, or
designee, to execute a contract with Contra Costa Interfaith
Transitional Housing, Inc. (dba Hope Solutions), in an amount not to
exceed $1,775,000 to provide housing navigation and case
management services to homeless individuals on probation for the
period July 1, 2023 through June 30, 2024. (100% Probation
Department Funds)
23-425
C.26.APPROVE and AUTHORIZE the Health Services Director, or
designee, to execute a contract with J. Cole Recovery Homes, Inc., in
an amount not to exceed $1,052,298 to provide residential substance
abuse use disorder treatment services for male offenders in East Contra
Costa County for the period July 1, 2023 through June 30, 2024. (34%
Federal Drug Medi-Cal; 66% State)
23-426
C.27.APPROVE and AUTHORIZE the Health Services Director, or
designee, to execute a contract with Ujima Family Recovery Services,
in an amount not to exceed $4,084,934 to provide residential and
outpatient treatment services for pregnant and parenting women and
their young children for the period July 1, 2023 through June 30, 2024.
(85% Drug Medi-Cal; 13% Substance Abuse Prevention and
Treatment Perinatal Set-Aside; 1% Early and Periodic Screening,
Diagnostic and Treatment; 1% Assembly Bill 109)
23-427
C.28.APPROVE and AUTHORIZE the Health Services Director, or
designee, to execute a novation contract with NAMI Contra Costa, in
an amount not to exceed $681,861 to provide a Family Volunteer
Network Program to support families in Contra Costa County who
have loved ones with severe and persistent mental illness for the period
July 1, 2023 through June 30, 2024. (100% Mental Health Services
Act)
23-428
C.29.APPROVE and AUTHORIZE the Health Services Director, or
designee, to execute a contract amendment with Iryna Falkenstein,
M.D, effective October 1, 2023, to increase the payment limit by
$180,000 to a new payment limit of $1,590,000, to provide additional
ophthalmology services at Contra Costa Regional Medical Center and
Health Centers with no change in the term ending January 31, 2024.
(100% Hospital Enterprise Fund I)
23-429
Page 8 of 17
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BOARD OF SUPERVISORS AGENDA September 19, 2023
C.30.APPROVE and AUTHORIZE the Health Services Director, or
designee, to execute a contract with the City of San Ramon for its
Police Department, in an amount not to exceed $164,082 to provide
outreach services to residents who have serious and persistent mental
illness and multiple encounters with police under the Mental Health
Evaluation Team Program for the period July 1, 2023 through June 30,
2024. (100% Assembly Bill 109 funds)
23-430
4656-1.retro memoAttachments:
C.31.APPROVE and AUTHORIZE the Health Services Director, or
designee, to execute a contract with the City of Pittsburg for its Police
Department, in an amount not to exceed $164,082 to provide outreach
services to residents who have serious and persistent mental illness and
multiple encounters with police under the Mental Health Evaluation
Team Program for the period July 1, 2023 through June 30, 2024.
(100% Assembly Bill 109 funds)
23-431
4664-1.retro memoAttachments:
C.32.APPROVE and AUTHORIZE the Health Services Director, or
designee, to execute a contract amendment with the Contra Costa
County Office of Education, effective September 1, 2023, to increase
the payment limit by $117,136 to a new payment limit of $272,681
with no change in the term ending June 30, 2024, to provide additional
year-round school to participants enrolled in the Room to Overcome
and Achieve Recovery program and attending dual diagnosis treatment
in West County. (100% Mental Health Services Act)
23-432
C.33.APPROVE and AUTHORIZE the Health Services Director, or
designee, to execute a contract with Windsor Rosewood Care Center,
LLC (dba Windsor Rosewood Care Center), in an amount not to
exceed $1,650,000 to provide skilled nursing facility services for
Contra Costa Health Plan members and county recipients for the
period October 1, 2023 through September 30, 2026. (100% Contra
Costa Health Plan Enterprise Fund II)
23-433
C.34.APPROVE and AUTHORIZE the Health Services Director, or
designee, to execute a contract with Windsor Convalescent and
Rehabilitation Center of Concord, LLC (dba Windsor Manor
Rehabilitation Center of Concord), in an amount not to exceed
$1,650,000 to provide skilled nursing facility services for Contra Costa
Health Plan members and county recipients for the period October 1,
2023 through September 30, 2026. (100% Contra Costa Health Plan
Enterprise Fund II)
23-434
Page 9 of 17
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BOARD OF SUPERVISORS AGENDA September 19, 2023
C.35.APPROVE and AUTHORIZE the Health Services Director, or
designee, to accept a grant award from the State of California Health
and Human Services Agency, California Department of Public Health,
to pay the County an amount not to exceed $4,884,667 for the Future
of Public Health funding for the period July 1, 2023 through June 30,
2024. (No County match)
23-435
C.36.APPROVE and AUTHORIZE the Health Services Director, or
designee, to execute a contract with Greater Richmond Inter-Faith
Program, in an amount not to exceed $410,000 to provide emergency
shelter services and operate the CARE/Warming Center in West
County for the period July 1, 2023 through June 30, 2024. (49%
Housing and Urban Development; 33% Measure X; 18% General
funds)
23-436
C.37.APPROVE and AUTHORIZE the Health Services Director, or
designee, to execute a contract with Bay Area Community Resources,
Inc., in an amount not to exceed $718,665 to provide rapid rehousing
and homeless prevention services to families participating who are
homeless or at risk of becoming homeless for the period from July 1,
2023 through June 30, 2024. (90% Homeless Housing, Assistance and
Prevention Grant; 10% Housing and Homelessness Incentive Program
Grant)
23-437
C.38.APPROVE and AUTHORIZE the Health Services Director, or
designee, to execute a contract with Lao Family Community
Development, Inc., in an amount not to exceed $1,025,000 to provide
rapid rehousing and housing support services to individuals and
families experiencing homelessness or who are at risk of becoming
homeless in Contra Costa County for the period July 1, 2023 through
June 30, 2024. (49% Homeless, Housing, Assistance and Prevention
funds; 12% Housing and Homelessness Incentive Program funds; 39%
Measure X funds)
23-438
C.39.APPROVE and AUTHORIZE the Health Services Director, or
designee, to execute a contract with Caminar, in an amount not to
exceed $400,000 to provide homeless prevention services to families
and individuals who are homeless or at risk of becoming homeless and
eligible for the State Homeless Housing Assistance and Prevention
Program for the period July 1, 2023 through June 30, 2024. (100%
State Homeless Housing Assistance and Prevention Program Grant)
23-439
Page 10 of 17
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BOARD OF SUPERVISORS AGENDA September 19, 2023
C.40.APPROVE and AUTHORIZE the Health Services Director, or
designee, to execute a contract with Brighter Beginnings, in an amount
not to exceed $1,200,000 to provide primary care physician services to
Contra Costa Health Plan members and county recipients for the
period October 1, 2023 through September 30, 2026. (100% Contra
Costa Health Plan Enterprise Fund II)
23-440
C.41.APPROVE and AUTHORIZE the Health Services Director, or
designee, to execute a contract amendment with Nuance
Communications, Inc., effective October 1, 2023, for additional
software products, services, maintenance, and support for Contra Costa
Regional Medical Center’s clinical dictation services utilizing
Nuance’s Dragon Ambient eXperience Express with no change in the
payment limit of $1,312,385, and no change in the term ending
December 6, 2026. (100% Hospital Enterprise Fund I)
23-441
C.42.APPROVE and AUTHORIZE the Health Services Director, or
designee, to execute a contract amendment with Granicus, LLC,
effective October 1, 2023, to increase the payment limit by $84,908 to
a new payment limit of $975,758 and extend the term date from May
31, 2025 to September 30, 2026 for additional development,
implementation, support and maintenance for the Heath Services
Department website. (100% Hospital Enterprise Fund I)
23-442
C.43.APPROVE and AUTHORIZE the Auditor-Controller, or designee, to
pay an amount not to exceed $14,776 to Ever Well Health Systems,
LLC, for providing residential treatment and mental health services to
severely and persistently mentally-ill adults for the period June 1, 2023
through June 30, 2023, as recommended by the Health Services
Director. (76% Mental Health Services Act; 24% Mental Health
Realignment)
23-443
Human Resources
C.44.ADOPT Resolution No. 23-563 approving a side letter between Contra
Costa County and AFSCME, Local 2700 regarding salary increases for
the Clerk classification series .
RES 23-563
AFSCME 2700 Side Letter-Section 5.1.C.pdfAttachments:
Information and Technology
C.45.APPROVE and AUTHORIZE the Chief Information Officer, or
designee, to execute a contract with Nautilus Data Technologies, Inc .
in an amount not to exceed $65,900 to provide data center services for
the County’s Disaster Recovery Site for the period of September 1,
2023, through August 31, 2024. (100% General Fund)
23-444
Page 11 of 17
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BOARD OF SUPERVISORS AGENDA September 19, 2023
C.46.APPROVE and AUTHORIZE the Chief Information Officer, or
designee, to execute a contract with Microsoft Corporation in an
amount not to exceed $585,000 to provide Microsoft Unified
Advanced Support services and training for the period of August 23,
2023 through August 22, 2024. (100% User Departments)
23-445
Public Works
C.47.APPROVE and AUTHORIZE the Public Works Director, or designee,
to execute a lease with the Contra Costa Water District for
approximately 14,400 square feet of County-owned land identified
with Assessor’s Parcel Number 078-120-011 for five years at an
annual rent of $500, Clayton area. (100% General Fund)
23-446
Water Filling Station _2023 Lease Renewal_final 8.23.23
Exhibit A
Attachments:
C.48.APPROVE and AUTHORIZE the Public Works Director, or designee,
to execute a lease amendment with Young Men’s Christian
Association of the East Bay (YMCA), to extend the term of the lease
of the County-owned property located at 55 Castlewood Drive in
Pittsburg through June 30, 2024, to correspond to the term of the
service contract under which YMCA operates a Head Start program at
this location, with annual rent of $9,000. (100% General Funds)
23-447
55 Castlewood_Lease Amendment_v3Attachments:
C.49.APPROVE and AUTHORIZE the Public Works Director, or designee,
to extend the term of a Master Services Agreement with Corelogic
Solutions, LLC, a California limited liability company, from July 31,
2023, to July 31, 2026, and to increase the payment limit from $2,100
to $8,800. Countywide. (100% Various Funds).
23-448
Statement of Work - Signed Corelogic
Master Service Agreement - Signed Corelogic
Attachments:
C.50.APPROVE and AUTHORIZE the Public Works Director, or designee,
to execute a contract amendment with CH 2M Hill, Inc., effective
September 19, 2023, to increase the payment limit by $100,000 to a
new payment limit of $1,387,439 and to extend the term through
December 31, 2025, for professional engineering services for the
Marsh Creek Road Bridges Replacement project, Brentwood and
Clayton areas. (89% Federal Highway Bridge Program Funds and 11%
Local Road Funds)
TMP-0741
CH2M Hill Inc. AmendmentAttachments:
Page 12 of 17
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BOARD OF SUPERVISORS AGENDA September 19, 2023
C.51.APPROVE and AUTHORIZE, the Public Works Director, or designee
to execute a contract amendment with AssetWorks Inc., effective
December 23, 2021 to confirm and consent to AssetWorks Inc.
becoming the party to the contract, extend the term from March 31,
2023 through June 30, 2024, and increase the payment limit by
$230,000 to a new payment limit of $1,165,000, for the Vehicle
Telematics GPS reporting hardware, software, installation and
services, Countywide. (100% Fleet Internal Service Fund)
23-449
C.52.APPROVE and AUTHORIZE the Public Works Director, or designee,
to execute a lease with Seecon Commercial, LLC for approximately
14,900 square feet of office space at 4071 Port Chicago Highway,
Suite 250, in Concord, for the period beginning February 1, 2023, and
ending January 31, 2028, for use by the Employment and Human
Services Workforce Development Board, at an initial annual rent of
$359,160 with annual increases thereafter. (44% State of California /
56% Workforce Innovation and Opportunity Act grant.)
23-450
4071 Port Chicago_Suite 250_v5Attachments:
C.53.APPROVE and AUTHORIZE the Public Works Director, or designee,
to execute four individual contracts with the following contractors :
FCS International, Inc., Helix Environmental Planning, Inc., ICF Jones
& Stokes, Inc., and Nichols Consulting Engineers, CHTD., in an
amount not to exceed $700,000 each to provide on-call environmental
consulting services for various projects for the period of September 19,
2023 through September 18, 2026, Countywide. (100% Various
Funds)
23-451
C.54.Acting as the governing body of the Contra Costa County Flood
Control and Water Conservation District, APPROVE and
AUTHORIZE the Chief Engineer, or designee, to execute four
individual contracts with the following contractors: CWE; GEI
Consultants, Inc., Kjeldsen, Sinnock & Neudeck, Inc., and Schaaf &
Wheeler, Consulting Civil Engineers, in an amount not to exceed
$1,000,000 each to provide on-call consulting services for professional
engineering services related to flood control facility design for the
period September 30, 2023 through September 29, 2026, Countywide.
(100% Flood Control District Funds)
23-452
C.55.ADOPT Resolution No. 23-564 to fully close a portion of Mendocino
Drive, between Amador Ct. and Klamath St., on September 27, 2023,
from 8:00 a.m. through 4:00 p.m., for the purpose of using a crane to
place an accessory dwelling unit in a resident's rear yard, Bay Point
area. (No fiscal impact)
RES 23-564
Page 13 of 17
14
BOARD OF SUPERVISORS AGENDA September 19, 2023
C.56.ADOPT Traffic Resolution No. 2023/4533 to prohibit parking at all
times except for vehicles of individuals with disabilities (blue curb) on
a portion of Beloit Avenue, as recommended by the Public Works
Director, Kensington area. (No fiscal impact)
23-453
09.19.23 - Beloit Ave. Traffic Reso No. 4533.pdfAttachments:
C.57.ADOPT Resolution No. 23-565 declaring October 2023 as Creek and
Channel Safety Awareness Month, ACCEPT the status report from the
Public Works Department and the Flood Control and Water
Conservation District on the Creek and Channel Safety Awareness
Program, and DIRECT the Public Works Department and the Flood
Control and Water Conservation District to continue with
implementation and the annual campaign of a Countywide sustainable
Creek and Channel Safety Awareness Program, as recommended by
the Chief Engineer, Flood Control and Water Conservation District,
Countywide. (100% Flood Control Zone 3B Funds)
RES 23-565
Risk Management
C.58.DENY claims filed by Jonathan Petierre, Danny Ray Weatherby, and
CSAA, a subrogee of Walter Adkins. DENY late claim filed by Abel
R. Arias.
23-454
Sheriff
C.59.APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to
execute a contract with Central Medical Laboratory, Inc. in an amount
not to exceed $500,000 to provide blood withdrawal services for the
period September 1, 2023 through August 31, 2025. (85% User
Agency fees, 15% Participant Fines and Fee revenue)
23-455
C.60.APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to
execute a contract with Optum, in an amount not to exceed $70,000 to
provide counseling services to Sheriff-Coroner employees for the
period October 1, 2023 through September 30, 2024, with two (2)
one-year options to extend. (100% General Fund)
23-456
C.61.APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to
execute a contract with EIDIM Group Inc. in an amount not to exceed
$404,117 to provide installation of audio-visual equipment and
technical support for the Law Enforcement Training Center project for
the period September 1, 2023 through August 31, 2028. (100%
General Fund)
23-457
Page 14 of 17
15
BOARD OF SUPERVISORS AGENDA September 19, 2023
C.62.INTRODUCE Ordinance No. 2023-16, an ordinance delegating to the
Work Furlough Administrator the authority to enter into agreements
with other counties to transfer prisoners pursuant to Penal Code
section 1208.5, WAIVE reading, and FIX October 3, 2023 for
adoption. (No fiscal impact)
23-458
SO.Work Furlough.Transfer.rev (002)Attachments:
C.63.APPROVE and AUTHORIZE the Purchasing Agent to execute, on
behalf of the Sheriff-Coroner, a purchase order amendment with Bay
Cities Produce, to increase the payment limit by $400,000 to a new
payment limit of $900,000, to provide fresh produce, dairy, and related
items to the County's detention facilities for the period May 1, 2023
through April 30, 2024. (100% General Fund)
23-459
Page 15 of 17
16
BOARD OF SUPERVISORS AGENDA September 19, 2023
GENERAL INFORMATION
The Board meets in all its capacities pursuant to Ordinance Code Section 24-2.402.
Any disclosable public records related to an open session item on a regular meeting agenda and distributed by
the Clerk of the Board to a majority of the members of the Board of Supervisors less than 96 hours prior to that
meeting are available for public inspection at 1025 Escobar Street, First Floor, Martinez, CA 94553, during
normal business hours.
All matters listed under CONSENT ITEMS are considered by the Board to be routine and will be enacted by one
motion. There will be no separate discussion of these items unless requested by a member of the Board before
the Board votes on the motion to adopt. Each member of the public will be allowed two minutes to comment on
the entire consent agenda.
Persons who wish to speak on matters set for PUBLIC HEARINGS will be heard when the Chair calls for public
testimony. Each speaker during public testimony will be limited to two minutes. After public testimony, the
hearing is closed and the matter is subject to discussion and action by the Board. Comments on matters listed on
the agenda or otherwise within the purview of the Board of Supervisors can be submitted to the office of the
Clerk of the Board via mail: Board of Supervisors, 1025 Escobar Street, First Floor, Martinez, CA 94553 or to
clerkoftheboard@cob.cccounty.us.
In the interest of facilitating the business of the Board, the total amount of time that a member of the public may
use in addressing the Board on all agenda items is 10 minutes.
Time limits for public speakers may be adjusted at the discretion of the Chair.
The County will provide reasonable accommodations for persons with disabilities planning to attend Board
meetings who contact the Clerk of the Board at least 24 hours before the meeting, at (925) 655-2000.
Anyone desiring to submit an inspirational thought nomination for inclusion on the Board Agenda may contact
the Office of the County Administrator or Office of the Clerk of the Board, 1025 Escobar Street, Martinez,
California.
Subscribe to receive to the weekly Board Agenda by calling the Office of the Clerk of the Board, (925) 655-2000
or using the County's on line subscription feature at the County’s Internet Web Page, where agendas and
supporting information may also be viewed:
www.contracosta.ca.gov
DISCLOSURE OF CAMPAIGN CONTRIBUTIONS
Pursuant to Government Code section 84308, members of the Board of Supervisors are disqualified and not able
to participate in any agenda item involving contracts (other than competitively bid, labor, or personal
employment contracts), franchises, discretionary land use permits and other entitlements if the Board member
received, since January 1, 2023, more than $250 in campaign contributions from the applicant or contractor, an
agent of the applicant or contractor, or any financially interested participant who actively supports or opposes the
County’s decision on the agenda item. Members of the Board of Supervisors who have received, and applicants,
contractors or their agents who have made, campaign contributions totaling more than $250 to a Board member
since January 1, 2023, are required to disclose that fact for the official record of the subject proceeding.
Disclosures must include the amount of the campaign contribution and identify the recipient Board member, and
may be made either in writing to the Clerk of the Board of Supervisors before the subject hearing or by verbal
disclosure at the time of the hearing.
Page 16 of 17
17
BOARD OF SUPERVISORS AGENDA September 19, 2023
BOARD OF SUPERVISORS STANDING COMMITTEES
For more information please visit the Board of Supervisors Standing Committees page here:
https://www.contracosta.ca.gov/8633/Board-of-Supervisors-Standing-Committees
Airport Committee: December 13, 2023 at 4 p.m.
Equity Committee: October 16, 2023 at 10:30 a.m.
Family and Human Services Committee: September 25, 2023 at 10:30 a.m.
Finance Committee: October 2, 2023 at 8:30 a.m.
Head Start Advisory Committee: October 16, 2023 at 9:00 a.m.
Internal Operations Committee: October 9, 2023 Canceled; Special Meeting October 2, 2023 at 1:00 p.m.
Legislation Committee: October 9, 2023 Canceled; Special Meeting October 2, 2023 at 10:00 a.m.
Los Medanos Healthcare Operations Committee: October 2, 2023 at 1:00 p.m.
Public Protection Committee: October 2, 2023 at 10:30 a.m.
Sustainability Committee: November 20, 2023 at 1:00 p.m.
Transportation, Water and Infrastructure Committee: October 9, 2023 at 9:30 a.m.
AGENDA DEADLINE: Thursday, 12 noon, 12 days before the Tuesday Board meetings .
Glossary of Acronyms, Abbreviations, and other Terms
Contra Costa County has a policy of making limited use of acronyms, abbreviations, and industry-specific
language in its Board of Supervisors meetings and written materials. For a list of commonly used language that
may appear in oral presentations and written materials associated with Board meetings, please visit
https://www.contracosta.ca.gov/8464/Glossary-of-Agenda-Acronyms .
Page 17 of 17
18
CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:23-404 Agenda Date:9/19/2023 Agenda #:D.1.
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:COVID Update
RECOMMENDATIONS:
ACCEPT COVID update from the Health Services Director.
FISCAL IMPACT:
No fiscal impact. Informational only.
BACKGROUND:
N/A
CONSEQUENCE OF NEGATIVE ACTION:
N/A
☒Recommendation of the County Administrator
☐ Recommendation of Board Committee
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 1 of 2
powered by Legistar™19
File #:23-404 Agenda Date:9/19/2023 Agenda #:D.1.
I hereby certify that this is a true and correct copy of an action taken and entered on theminutes of the Board of Supervisors on the date shown.ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 2
powered by Legistar™20
CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:23-406 Agenda Date:9/19/2023 Agenda #:D.2.
To:Board of Supervisors
From:Monica Nino, County Administrator
Report Title:Departmental and Board of Supervisors proposals for new Measure X allocations
RECOMMENDATIONS:
CONSIDER proposals from departments for new Measure X allocations and provide Board direction on new
proposals by Supervisors for any unallocated Measure X sales tax revenue for Fiscal Year 2023-2024
FISCAL IMPACT:
No fiscal impact is anticipated from this meeting to receive Measure X proposals from departments and the
Board of Supervisors. The current Measure X appropriation balance of $4.7M is unassigned and available for
reallocation.
BACKGROUND:
On November 3, 2020, voters in Contra Costa County approved Measure X, a Countywide, 20-year, half-cent
sales tax. The ballot measure’s stated intent for Measure X was “to keep Contra Costa’s regional hospital open
and staffed; fund community health centers; provide timely fire and emergency response; support crucial safety
-net services; invest in early childhood services; protect vulnerable populations; and for other essential county
services.” Collection of the tax began on April 1, 2021. $267.6M in actual revenue has been collected through
June 30, 2023, and $348.5M has been allocated through FY23-24, encompassing 38 projects and funding areas.
For the FY23-24 budget, the Board of Supervisors approved $113,496,500 in Measure X allocations for the
fiscal year, which added a 5% cost of living adjustment for the existing, ongoing Measure X allocations. The
projected revenue budget for the fiscal year is $118,169,856, leaving a balance of $4,673,356 available for
allocation. There is also a $33,000 unallocated amount from FY22-23, leading to a combined total of
$4,706,356 available for allocation.
At the May 23, 2023 budget hearing, the Board of Supervisors directed the County Administrator’s Office to
facilitate a process to solicit proposals for new Measure X allocations from County departments and individual
County Supervisors. Nine departments - including Animal Services, Child Support Services, Contra Costa
Consolidated Fire District, County Clerk -Recorder / Registrar of Elections, District Attorney, Employment and
Human Services, Library, Public Works, and Sheriff - submitted 16 proposals, totaling $56.1M, of which
$48.9M is for one-time requests and $7.1M is ongoing. The proposals from Employment and Human Services
for $6.8M are to repurpose a portion of their existing, unspent Measure X allocations, and would not draw upon
the $4.7M unallocated balance available.
CONTRA COSTA COUNTY Printed on 9/14/2023Page 1 of 3
powered by Legistar™21
File #:23-406 Agenda Date:9/19/2023 Agenda #:D.2.
Departmental requests for new Measure X allocations
Agency One-time Ongoing Grand Total
Animal Services 3,819,000 3,819,000
Child Support Services 475,000 475,000
Contra Costa Consolidated Fire District 38,300,000 38,300,000
County Clerk - Recorder / Elections 50,000 500,000 550,000
District Attorney 1,800,194 605,395 2,405,589
Employment and Human Services 5,000,000 1,837,500 6,837,500
Library 1,500,000 1,500,000
Public Works 1,000,000 1,000,000
Sheriff 1,209,268 1,209,268
Grand Total 48,969,194 7,127,163 56,096,357
Today’s agenda item is for the Board of Supervisors to receive the Measure X proposals from departments and
to provide each Board member the opportunity to discuss new proposals they may have regarding new Measure
X allocations. A summary of the proposals is provided in Attachment A. Each department’s formal proposal and
associated presentation is also provided in Attachment B.
The Board of Supervisors will further consider Measure X allocations at its November 7 meeting in a joint
morning session with the Measure X Community Advisory Board (MXCAB) to review Measure X projects’
status and outcomes; a Board of Supervisors afternoon session will review unspent Measure X allocations that
may be returned to the unallocated pool. The Board anticipates providing direction on new Measure X
allocations at its November 28 meeting. Between now and then, the MXCAB plans to review departmental and
Board of Supervisors requests and make their recommendations for the Board of Supervisors to consider before
the Board provides its direction.
CONSEQUENCE OF NEGATIVE ACTION:
The $4.7M in Measure X unallocated appropriations will remain unallocated.
☒Recommendation of the County Administrator
☐ Recommendation of Board Committee
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 3
powered by Legistar™22
File #:23-406 Agenda Date:9/19/2023 Agenda #:D.2.
I hereby certify that this is a true and correct copy of an action taken and entered on theminutes of the Board of Supervisors on the date shown.ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 3 of 3
powered by Legistar™23
Measure X project proposals - 9/19/23 Attachment A
Department Title Total requests
New funding
requests
Repurpose
existing funds Description
Funding
type
Animal Services
Contra Costa County Pet Health Initiative
Pilot Program 3,819,000$ 3,819,000$
Three-year pilot with $1.273M annual budget, including $350k for
spay/neuter grants, $252k (2 FTE) for animal enrichment, $126k (1 FTE)
for shelter intervention, $30k for community outreach, $155k for dog
training program, $220k for mobile clinic vaccine and microchipping
events, and $140k for pet retention grants One-time
Child Support Services Improving Outcomes for Children 475,000$ 475,000$
Add and equip 4 FTE Child Support Specialist Fiscal Analysts to create
two mobile teams to provide child support services within libraries Ongoing
ConFire
Training Facility and 9-1-1 Emergency
Communications/EOC 27,000,000$ 27,000,000$
$10M for the new San Ramon Valley Fire Protection District (SRVFPD)
Communications & Emergency Operations Center (EOC) to serve as a
backup emergency communications center for all of Contra Costa
County, and $17M for a new SRVFPD fire training facility.One-time
ConFire
EBRCS Radio Infrastructure and Fire Station
Alerting 11,300,000$ 11,300,000$
$5.7M replacement of end-of-life handheld and mobile radios as well as
$5.6M full replacement of end-of-life fire station alerting systems for
Con Fire and other agencies One-time
County Clerk - Recorder /
Elections Mapping Prejudice Project 50,000$ 50,000$
Partnering with University of Minnesota’s Mapping Prejudice Project
and National Park Service to identify, map, and redact illegal, restrictive
local covenants related to race One-time
County Clerk - Recorder /
Elections
Diversity, Equity, and Inclusion in
Democracy Initiative 400,000$ 400,000$
Add 2 bilingual DEI specialist positions to increase voter education,
engagement, and turnout Ongoing
County Clerk - Recorder /
Elections
Full-time security at Clerk-Recorder-
Elections facilities 100,000$ 100,000$
Security for 555 Escobar Street in Martinez and the nearby Elections
Operation Center on Marina Vista Ongoing
District Attorney
Underserved and Unserved Survivors
Support Program (UUSSP)1,300,194$ 1,300,194$
Three-year Pilot requesting $435,340/yr to provide crucial safety net
services to victims of unsolved shootings in the county. Funds 3 FTE
victim witness advocates to provide 1) Crisis Intervention and Safety
Planning; 2) Counseling; 3) Increased Community Outreach; plus 4)
Emergency Financial Assistance for victims’/survivors’ immediate safety
needs. One-time
District Attorney
Pilot Program - Auto-Focused Crime
Elimination (ACE) Task Force 500,000$ 500,000$
Three-year Pilot requesting funding for a leased commercial space and
necessary equipment for task force members to reduce motor vehicle
theft in the county One-time
District Attorney
Healing and Justice for Underserved
Survivors of Labor Trafficking 497,585$ 497,585$
Adds 2 FTE to the County and 1 contracted FTE to enhance
investigations and provide specialized advocacy; plus targeted
outreach, staff training, and contracted civil legal services for victims of
labor trafficking Ongoing
District Attorney Political Corruption 107,810$ 107,810$
Add 1 FTE Senior Inspector position to investigate political corruption
throughout Contra Costa County (replaces temp FTE)Ongoing
Employment and Human
Services
Youth Centers - Site identification and
development for a 3rd center 5,000,000$ 5,000,000$ One-time capital costs to create a youth center for District 3. One-time
Page 1 of 2 24
Department Title Total requests
New funding
requests
Repurpose
existing funds Description
Funding
type
Employment and Human
Services
Youth Centers - Ongoing operations for 3rd
center 1,837,500$ 1,837,500$
Add operating budget for a third youth center in District 3. Measure X
currently provides funding to two centers, one in District 4 and another
to be shared in Districts 3 and 5.Ongoing
Library Department
Increasing Library Capacity to Serve Low-
Income Communities 1,500,000$ 1,500,000$
Add 15 FTE to increase library services, wifi hotspots, community
outreach in underserved communities Ongoing
Public Works
County Parks Maintenance and Operations
and Recreation 1,000,000$ 1,000,000$
Fund capital needs in areas of the County that do not have sufficient
funding for proper park maintenance and the establishment of a larger,
County-wide Parks and Recreation program.Ongoing
Office of the Sheriff Information and Intelligence Unit 1,209,268$ 1,209,268$ Add 4 FTE to improve data analysis and reporting Ongoing
56,096,357$ 49,258,857$ 6,837,500$
Page 2 of 2 25
CONTRA COSTA ANIMAL SERVICES
Measure X
Proposal
September 19, 2023
Beth Ward
Animal Services Director
1
126
Key Objectives
2 ◻Provide affordable and accessible care for dogs and cats in our
communities.
◻Ensure the quality of care and the enrichment of dogs and cats which fall
under the Department’s care.
◻Reduce the number of dogs and cats entering CCAS by targeting key
areas and ensure residents have access to affordable and accessible
care and services.
227
3
328
Performance Indicators
4
0
5000
10000
15000
2014 2019 2021 2022
Live Intake
All Dog Cat
0
20
40
60
80
100
2014 2019 2021 2022
Live Release Rate (LRR)
All Dog Cat
0
500
1000
1500
2000
2014 2019 2021 2022
Euthanized
Dog Cat
0
1000
2000
3000
4000
2014 2019 2021 2022
Adoption & Transfers
Adoption Transfer
429
CCAS Public Spay & Neuter
5
Dogs:Cats:TNR/RTF/WCP:
FY 2020/21 236 1066 1124
FY 2021/22 276 1207 1176
FY 2022/23 455 1576 1521
0
200
400
600
800
1000
1200
1400
1600
1800
CCAS Public Spay and Neuter
FY 2020/21 FY 2021/22 FY 2022/23 530
Animal Welfare Challenges
6
Irresponsible breeding:
■Often referred to as “backyard” breeding.
Lack of affordable veterinary care:
■Increased cost in veterinarian services.
■Competing resources CCAS Spay/Neuter Clinic shelter animals vs public surgery needs.
Pet abandonment or surrenders due to:
■Housing challenges.
■Access and cost of medical and behavior services.
Veterinary industry staffing challenges
Impact of the COVID-19 Pandemic
631
Contra Costa County Pet Health Initiative
7
The CCC Pet Health Initiative is a 3-year Pilot Program to provide accessible and affordable pet services to Contra Costa
Residents in socio-economic vulnerable communities.
Goals:
Equity in Action
Prioritizes equity and removing barriers to receiving veterinary and pet care services to underserved communities.
Healthy Communities
All residents should have access to affordable care to support their pet’s physical health and mental wellbeing.
Welcoming & Safe Community
All residents should have access to appropriate tools, training and humane education for public safety.
Mental Well Being
To support healthy living of all residents by recognizing the important role that companion animals play in mental
and behavioral health. 732
CCAS Measure X Programs
8
Public Spay/Neuter (S/N) Services $570,000 annually
S/N Grants Partner with local veterinarians and nonprofits to provide more affordable and accessible spay/neuter, vaccinations, and microchips services in vulnerable
communities. This program may include vouchers/subsidies to reduce cost, transportation assistance, and translation services to reduce barriers in receiving
preventative health care for pets. The focus of the program would also be targeted to reach areas that have the greatest need, targeting specific animal
species/breeds that are prevalent in the shelter, while also supporting healthy community cats through TNR/RTF and Working Cat adoptions.
Mobile Events Provide onsite mobile veterinary care services to underserved communities with high stray and sick/injured animal activity.
Animal Welfare Services $518,000 annually
Animal Enrichment Provide enrichment support for animals at our animal shelter and in the community where they may be confined to a yard and/or left home alone. The goal
would be to increase healthy behaviors, create more positive interactions and improve an animal’s wellbeing by providing mental and physical stimulation
interventions. Partner with local trainers, provide equipment/supplies and reduce barriers for people/animals to receive behavior/training support.
Shelter Intervention Often, families in a crisis need support with their animals. The Shelter Intervention Program will develop resources that are accessible and affordable to help
keep animals with their families. This program may be used to help domestic violence victims, seniors on limited income, evictions, and can also help to move
“at risk” animals out of the shelter through rescue or mass transports.
Pet Assistance Program The Pet Assistance Program helps to keep pets in their home when families might be faced with a temporary financial strain, an unforeseen medical crisis with
their animal and possible loss of home due to fire, flood, etc. This program would also work with other agencies to strengthen ways to return lost pets to their
homes by providing microchip scanners to local fire departments, developing a pilot program to place scanners in local parks, key neighborhood locations, etc.
Community Services $185,000 annually
Community Outreach Community outreach to educate the community on the importance of healthy pets, healthy hearts and responsible pet parenting. Costs would help to support
materials, billboards, PSA’s, etc.
Humane Education Focus on creating a safer community for people and pets. Working with vulnerable communities to learn about pet training, behavior, proper care, responsible
pet ownership, can help to reduce violence by fostering empathy towards animals and cultivating compassion. Collaborate with other community-based
organizations to reduce the barriers and make training and education more accessible and affordable.833
CCAS Program Expense Details
9
CCAS Programs Allocations Services & Resources Outcomes
Public S/N Services
S/N Grants $350,000 RFP for Private Practice Voucher Program Establish 4 – 6 spay and neuter (S/N) service providers in underserved
communities within West and East Contra Costa County to provide low-cost S/N
services
Mobile Events $220,000 RFP for S/N, Vaccination, & Microchip Clinics Provide a minimum of 20 mobile clinics per year throughout the County
Animal Welfare Services
Animal Enrichment $252,000 2.0 FTE Animal Care Coordinators Decrease the average Length of Stay (LOS) for at risk large dogs at CCAS by 10%
over the prior year
Maintain or exceed a 91% live release rate of all healthy and treatable animals
Shelter Intervention $126,000 1.0 FTE Shelter Intervention Coordinator A 10% reduction of animals impounded from underserved communities from
prior year
Pet Assistance Program $140,000 RFP for Pet Assistance Program Grants Establish 4 – 6 pet assistance program service providers in underserved
communities to provide animal welfare services throughout the County
Community Services
Community Outreach $30,000 Community Education & Marketing Material Increase the number of outreach events and community members served by 10%
over the prior year
Results of before and after education survey in targeted communities
Humane Education $155,000 Dog Behavior Training/Support Minimum of 500 families will receive behavior/training support per year
60% retention rate for families requesting support for behavior related issues
Annual Allocation:$ 1,273,000 3-year total of $3,819,000
934
Thank you. Questions?
10
1035
Contra Costa County
Measure X Alloca�ons – Department Request for Proposals
1. Agency: Contra Costa Animal Services
2. Contact Name: Beth Ward
3. Contact Email: beth.ward@asd.cccounty.us
4. Proposal �tle: Pet Health Ini�a�ve Pilot Program
5. Funding type: Ongoing
6. Proposed budget: $3,819,000
7. Popula�ons served Residents earning less than 50% of AMI and at risk of homelessness
8. Regions served:
Countywide
District 1
District 2
District 3
District 4
District 5
9. Proposed �meline: 01/01/2024 - 12/31/2026
10. Proposal summary
Contra Costa County (CCC) has a popula�on of about 1.157 million people. It is es�mated that in our
County our residents love and care for approximately 172,000 dogs, 69,000 rabbits and over
450,000 cats. The cat popula�on es�mates include indoor only, indoor/outdoor cats and outdoor
“community” cats. In Contra Costa County we are experiencing a problem of pet overpopula�on.
This is due to primarily two reasons: a lack of affordable, accessible veterinary care which includes
spay/neuter and vaccine services across and people having to make the difficult decision to give up
their pets due to behavior concerns, or landlord issues.
Currently, Contra Costa Animal Services (CCAS) provides low cost spay neuter and vaccine services
to all Contra Costa County residents through its animal medical center. However, CCAS's public
service levels are affected due to having one team of medical staff working in one surgery area also
suppor�ng our internal shelter medical needs for animals who come to the shelter lost, sick, injured
or in danger from the unincorporated areas of the county and the 18 ci�es we contract with for
services. This conflict reduces CCAS's public impact by approximately 66-70%. A service our county
residents urgently need to provide appropriate care for their pets and keep pets in their homes.
In 2022, CCAS provided housing and care to over 8,000 animals, which reflects an approximate 60%
increase in animals since 2021. Cats represent about 42% of our incoming popula�on, while dogs
make up about 31% and the remainder is a conglomerate of bunnies, livestock, and small animals.
CCAS receives animals from throughout County, but the largest influx of large breed dogs, neonatal
kitens and sick/injured dogs/cats come from two key zip codes 94801 and 94565 (i.e., North
36
Contra Costa County
Richmond, San Pablo and Pitsburg, and Bay Point). Many of these animals end up in the shelter due
to a lack of access to veterinary care or humane educa�on around animal care or behavior. This
animal shelter popula�on also has the greatest risk of euthanasia at the CCAS shelter, which consists
of neonatal kitens (e.g., needing maternal care), sick/injured cats and dogs, plus large breed dogs
that do not do well in overcrowded small living spaces. This popula�on greatly needs addi�onal
support at the shelter. CCAS relies heavily on local rescue/transfer partner nonprofit organiza�ons
to help decompress, recover and find a home for these animals and help save lives.
The Pet Over Popula�on problem is exacerbated due to the na�on experiencing a Veterinarian and
Registered Veterinary Technician (RVT) shortage that is being felt here in Contra Costa County, along
with the impacts of the COVID-19 pandemic. Local Veterinarians are charging fees to cover their
costs for elec�ve procedures like spay/neuter surgeries and vaccines. This places those procedures
out of reach for our County residents who need these discre�onary funds to be used for things that
are needed to support their families. It also places our local residents/families in difficult situa�ons
that may cause them to need to relinquish/surrender their pets. Some of those issues are around
behaviors that could be addressed with spaying/neutering the pet, or even medical condi�ons that
could have been prevented through regular vaccines and/or medical visits to also prevent deadly
zoono�c diseases that may impact a family or put the community at risk.
The Department's goal is to empower Contra Costa County community residents to be a caring
community for our human popula�on and the animals they love. The proposed ini�a�ve would help
provide wellness services for our animals in our County and those animals in turn will con�nue to
provide the love and companionship our residents need to support their physical and emo�onal
health.
Financial Impact
CCAS Service Areas Financial Details
Public S/N Services
S/N Grants 350,000 S/N Grants
Animal Welfare Services
Animal Enrichment 252,000 2.0 FTE Animal Care Coordinators
Shelter Interven�on 126,000 1.0 FTE Shelter Interven�on Coordinator
Community Services
Community Outreach 30,000 Community Ed. & Marke�ng material
Human Educa�on 155,000 Dog Training Program
Vaccine/Microchip Events 220,000 Mobile Clinics
37
Contra Costa County
Pet Reten�on Program 140,000 Pet Reten�on Program Grants
Total Annual Cost: $1,273,000
Total Ini�a�ve Cost for 3 years: $3,819,000
The Department's goal is to build a 3-year plan with Measure X and other Department funding to allow
the Department to improve and expand appropriate veterinary medical care to our County residents
and their pets.
Recommenda�on
The Department to receive Measure X Funding to support a Three-Year Contra Costa County Pet Health
Ini�a�ve Pilot Program to benefit County residents to care for pets.
o Goal #1: Mental Well Being. Supports the mental and behavioral health and well-being of all
residents with pets.
o There are research studies that present that animals can enhance the health of their human
caregivers. Suppor�ng this ini�a�ve will contribute to Contra Costa County residents short-
and long-term.
o Goal #2: Equity in Ac�on. Priori�zes equity and removing barriers to receiving veterinary care (e.g.,
spay/neuter and vaccine services) and behavior/training support impacted by socioeconomic and
demographic barriers.
o Goal #3: Healthy Communi�es. All residents should have access to affordable care to support their
pet's health and wellbeing.
o Goal #4: Welcoming & Safe Community. All residents should act as responsible pet owners.
Poten�ally Aggressive pets with behavioral needs should be able to access behavior training and
humane educa�on for public safety.
Targeted Popula�on
Households earning less than 50% of area median income (AMI), at risk of homelessness and marginally
housed popula�ons.
11. Expected outcomes and impacts
a. Alter 1000 cats, 500 dogs and 250 rabbits each year through owned pet voucher program.
b. Provide a minimum of 4 mobile S/N and vaccine events per month, target 1200 surgeries/yr., 9600
vaccines and 2400 microchips.
c. Number of altered dogs licensed in CCC increase by 10% first year and 5% each year a�erwards.
38
Contra Costa County
d. Maintain or exceed an 91% live release rate of all healthy and treatable animals at CCAS at the end of
the first year of the ini�a�ve, 93% by year 3 and 95% by year 5.
e. Decrease the Average Length of Stay (ALOS) for at risk large dogs at CCAS by 20%.
f. Assist a minimum of 100 families per year to keep their pets in their home through a pet assistance
program.
g. Intake of lost large breed dogs into CCAS decreases by 10% each year.
39
2023 Measure X
Proposal
Improving Outcomes for
Children
Department of Child Support Services
1
1540
Introduction
The Department of Child Support Services (DCSS)
provides a critical safety net service. Child support refers
to payments one parent makes to their child’s other parent
or legal guardian to help with the costs of raising the
child.
What are child support services?
•Find the other parent
•Establish parentage
•Establish a support order
•Set up payment
•Enforce the order
•Review the order
1641
The Proposal
•DCSS requests $475,000 in ongoing
Measure X funding for 4 child
support navigators, to be co-located
in library locations, so vulnerable
communities may receive child
support services in their
neighborhoods.
•The navigators will allow DCSS to
expand its accessibility, add new
services for underserved
communities identified by DCSS and
play a critical role in establishing
paternity and increasing family
income.
1742
DCSS Facts
•DCSS is 100% funded by the federal and state
government and receives zero general fund
dollars.
•DCSS can use local dollars to leverage federal
matching funds; therefore, Measure X funds
can be multiplied 2 to 1 by DCSS.
•Over the past five years, DCSS collected and
sent 359.5 million dollars to families which
totals 94% of all collections.
•Over the same time -period, child support
positions were reduced by 20.
1843
Child Support Collections per
Fulltime Employee
•Child support is a virtually free service, with no more than a
$35 Annual Service Fee withheld from child support
collections only on cases where the parent receiving support
does not receive public assistance.
•In FFY21-22, $584,854 was collected per each child support
employee working in the program.
•Adding 4 additional child support navigators at strategic
locations could increase collections to families substantially.
1944
2045
*Poverty data source: US Census, American Community
Survey 2020, Poverty Status in the Last 12 Months
3,895
2,546
2,188
1,686
1,059
4,980
4,479
2,351 2,625
1,143
0
1,000
2,000
3,000
4,000
5,000
6,000
Antioch Richmond Pittsburg Concord Brentwood
Children Served by Child Support vs. Children in Poverty in Top 5 Contra Costa Cities
Children under 18 Served by Child Support Children Under 18 Below Poverty
2146
Financial Benefit to
Communities
•In FFY21-22, DCSS collected an annual
average of $3,069 per case across all cases,
with an average of 1.5 children per case.
•The chart to the right estimates the potential
benefit to families, residing in the top 5 cities,
if all children in poverty were receiving average
child support payments of $3,069 per case
annually.
$171,864
$1,921,194
$333,498
$3,954,918
$2,219,910
Estimated Annual Child Support
Collections for Children in Poverty not
Receiving Services*
Antioch-1,085 Additional
Children
Richmond--1,933 Additional
Children
Pittsburg--163 Additional
Children
Concord--939 Additional
Children
Brentwood--84 Additional
Children
2247
Why do we need more than
one service location?
For someone, relying upon
public transportation, it takes
three hours, two buses, one
Bart train and 30 minutes
walking time between
Brentwood and Martinez.
Some families fear government
offices and the perception of
applying for government
services.
The neighborhood library offers
an inviting place for children
and adults to connect to both
fun and educational resources.
The physical space of a public
library is a connection to
community.
2348
2449
Request
•Library Embedded DCSS Navigators
•Four child support navigators ($463k) will be assigned, initially, to East County library locations to provide the full scope of child support services. Within several months, navigators will provide services in additional library locations.
•Technical support, in the form of tablets and printers will be provided to each team. Advertising posters will be used as way finding for customers.
•Total - $475,000
2550
Timeline
Measure X funding will enable DCSS to recruit,
hire, train and assign four child support
navigators to underserved community libraries
as early as Spring 2024.
2651
The DCSS Proposal will Improve Outcomes for Children and Families
•With an investment of $475k, an additional 4,200
children could receive child support services and
their parents and caretakers receive more than
$8.6 million annually.
•Parents and caretakers will receive new local
services at neighborhood libraries.
•Children will likely experience improved
emotional support from parents, enhanced
reading literacy and better educational outcomes
•Children and families will be more connected to
community via the local library
2752
Recommendation
When funded, this unique partnership
between the Library and DCSS will afford
County residents the opportunity to receive
critical safety net services within the
convenience of their own neighborhoods.
With ongoing funding, the collaboration will
expand to include additional communities in
vulnerable neighborhoods throughout
Contra Costa County.
The outcome of this request will be
improved financial and literacy outcomes
for children and families.
Measure X funding is eligible for federal
matching funds on a 2:1 basis.Measure X funding is eligible for federal
matching funds on a 2:1 basis.
2853
Thank
you
Lori A. Cruz, Director
Department of Child
Support Services
2954
CONTRA COSTA COUNTY
Measure X Allocation‐ Request for Proposals
1.Agency: Child Support Services and Library
2.Contact Name: Lori A. Cruz
3.Contact Email: lori.cruz@dcss.cccounty.us
4.Proposal Title: Improving Outcomes for Children
5.Proposal funding type: Ongoing
6.Proposed budget: $475,000
7.Populations served: Historically underserved communities, including the cities of
Antioch and Brentwood. If ongoing funding is provided, the Improving Outcome for
Children project will be expanded to cities that have a similar need and similar obstacles
to the receipt of services.
8.Regions served:
9.Proposed Timeline: Early 2024‐ Ongoing
10.Proposal Summary:
The Problems:
(1)Not all children who need child support services receive them. Census data indicates
that the County is home to too many children, who live with financial resources under
the federal poverty line, and do not receive child support services. Those same
services could provide nearly 40% additional income for a family. Studies show that
children that receive financial and emotional support from both parents have greater
success in school, have a better than average chance of graduating from high school
and experience improved outcomes throughout their lifetime.
(2)Additionally, the Department of Child Support Services has only one office in the city of
Martinez and it is difficult to access for individuals who rely on public transportation.
For example, if an Antioch resident wishes to meet in person with a child support staff
person, the individual would have to take three buses and spend two hours to arrive at
the Martinez facility. For someone traveling from Brentwood, they would need to
55
CONTRA COSTA COUNTY
spend nearly three hours, take two buses , the BART train and walk 30 minutes to
arrive in Martinez.
(3)The final problem is that some community members do not feel safe entering a
government office. Despite a family having a need for child support services, the
parent or guardian may fear walking into the child support office and, therefore, go
without critical financial resources. On the other hand, the neighborhood library is
perceived as a safe place where adults can borrow books and children receive lunch
and homework help. It is expected that more people will feel safe learning about
child support services and speaking to department staff if they can do so within the
safe space offered by the library.
The Solution:
Allocate two teams of knowledgeable child support specialists, empowered with
laptops, portable printers, office supplies and child support information/materials to
library meeting rooms in Antioch and Brentwood to meet with East County residents.
The neighborhood library is perceived as a safe space where adults borrow books and
take classes and children receive lunch and homework help. It is expected that more
people will feel safe learning about child support services and speaking to department
staff if they may do so within the safety and convenience of their local library. Child
support staff will also promote Library services and resources to their clients. Child
support staff will be trained by Library staff to recognize the signs of adults with low
literacy so that they can be connected to the Library's adult literacy program.
11.Expected outcomes and impacts
1.More families will receive important child support services ensuring that each parent
contributes to the financial needs of their children because they will not be inconvenienced by
driving to the child support office in Martinez.
2.Families and children will sign up for library cards and use County Library resources and
services.
3.Children and individuals will increase their individual rates of literacy.
4.More Contra Costa County children and families will see their personal outcomes improve.
56
Measure X Funding Proposals
September 19, 2023
East Bay Regional Communications System (EBRCS) Radio
Infrastructure and Fire Station Alerting
Emergency Communications Center and Regional Training Center
Capacity
3257
3
EBRCS Radio Infrastructure and Station Alerting
●EBRCS was implemented to provide interoperability amongst user agencies
●Required significant investment in EBRCS compatible hardware/radios
●Handheld radios cost approximately $10,000 each
●The 10 year life cycle requires ongoing investment
●Repair parts and maintenance are not supported for end-of-life radios
●Fire Station alerting system replacement is $100,000 per station
●Fire Station alerting systems are beyond end-of-life; repair parts unavailable
●Effective, consistent, reliable communication is critical for firefighter safety
and emergency response
3358
EBRCS Radio Infrastructure and Station Alerting
3459
EBRCS Radio Infrastructure and Station Alerting
3560
5
●San Ramon Valley FPD only agency capable of providing these facilities
●Con Fire Communications Center – regional fire/EMS
○Plans to support the County A3 program for resource dispatching and field communications
○A disruption of the Con Fire center would cause significant 911 system impacts
○Regional fire/EMS/A3 communications require reliable and capable backup facility
●San Ramon Valley FPD center would provide
○Fully redundant backup, support, and dispatch system integration
○Additional primary PSAP for behavioral health, fire, police, and EMS
○Fully accredited, AB988 compliant, fully interoperable with Crisis Center and 988 system
○State of the art Emergency Operations Center
○FY 23/24 funding for countywide evacuation management system ($164,000)
Emergency Communications Center Capacity
3661
Emergency Communications Center Capacity
3762
South County Regional Training Center (SCRTC)
●Con Fire Training Campus is beyond capacity to support the region
○Con Fire has grown – no longer capable of supporting other agencies needs
○Conflicts with use amongst Con Fire and other agencies
○Training is more important than ever with less experienced personnel and increased mandates
●First new training site in the county in over 55 years
○SCRTC would provide increased capacity for all agencies in the county
●SCRTC would provide efficiencies for:
○Joint training of all neighboring agencies
○Joint fire academies
○Facilities for regional paramedic training program
○Mental Health/Fire First Response
■First of its kind behavioral health response training for police and fire
3863
6
South County Regional Training Center (SCRTC)
3964
SUMMARY
The South County Regional Training Center and Communications
Center/Emergency Operations Center will enhance public safety services
including fire/EMS response, mental health services, 911 communications,
and emergency preparedness for all of Contra Costa County.
○Funding request of $25 million (one-time) or $1.8 million (recurring)
The EBRCS radio and fire station alerting project will provide effective,
consistent, reliable communication that is critical for firefighter safety,
emergency response, and safe communities.
○Funding request of $5.6 million (one-time) for radios and $5.6 million (one-time) for
station alerting
4
4065
SUPPORTED BY ALL FIRE AGENCIES IN
CONTRA COSTA COUNTY
4166
Contra Costa County
Measure X Alloca�ons – Department Request for Proposals
1. Agency: Contra Costa County Fire Protec�on District
2. Contact Name: Lewis Broschard, Fire Chief
3. Contact Email: lewis.broschard@cccfpd.org
4. Proposal �tle: Training Facility and 9-1-1 Emergency Communica�ons/EOC
5. Funding type: One-�me
6. Proposed budget: $27,000,000
7. Popula�ons served 193,259 directly; countywide impact and support
8. Regions served:
Countywide
District 1
District 2
District 3
District 4
District 5
9. Proposed �meline: Construc�on underway; es�mated comple�on December 2024
10. Proposal summary
The Contra Costa County Fire Protec�on District (Con Fire) is moving forward with plans to support
the new A3 ini�a�ve through dispatching and A3 mobile resource tracking, in addi�on to the current
fire, rescue, EMS, and 911 ambulance dispatching, tracking, and communica�ons services already
provided throughout almost all of the county. With the addi�onal responsibility of dispatching A3
resources the Con Fire dispatch center will be responsible for almost 90% of all fire and ambulance
resources, in addi�on to the A3 resources deployed in the field, countywide. The cri�cal nature of
having a robust and fully capable dispatch center to provide con�nuity of opera�ons and
communica�ons in the event of loss of use of the primary dispatch center cannot be overstated.
There are no other facili�es within the county with common dispatch systems and infrastructure
capable of providing this cri�cal service. The new San Ramon Valley Fire Protec�on District (SRVFPD)
Communica�ons & Emergency Opera�ons Center (EOC) will have the ability to serve as a backup
emergency communica�ons center for all of Contra Costa County in the event other dispatch and
communica�on facili�es go offline or are otherwise impacted and not opera�onal.
Support for the new SRVFPD communica�ons center was proposed in the original round of Measure
X funding requests as an ongoing funding proposal. This proposal has been modified as a one-�me
proposal of $10M, although could be funded as an ongoing project to cover the debt service on the
construc�on and development of the new communica�ons/dispatch and EOC.
4267
Contra Costa County
Con Fire can no longer support the use of our training center as the exclusive training facility for
outside agency use as we have done for so many years. Con Fire's training facility is heavily
impacted by the internal training needs of our District, as well as the needs of other agencies
including almost all the fire agencies within the county. Con Fire needs assistance in providing
addi�onal training facili�es to ensure the other county fire agencies can provide the necessary and
required training to their personnel, keep our facility available for our own internal training
demands, and also providing the use of the new SRVFPD training facility should our own facility not
be available to support the daily needs of Con Fire. The SRVFPD, and others, rely on the Con Fire
training facility in Concord to fulfill their fire-rescue training needs that cannot be accommodated
within these other agencies - they do not have adequate training facili�es to provide the necessary
support of new recruit academies, driver training, specialized rescue training, or mul�-company drills
and realis�c fire-based training scenarios. Use of the Con Fire training facility by the SRVFPD takes
their units out of their district, removing them from being in close proximity to serving the San
Ramon area and exposes the SRVFPD to longer emergency response �mes. The recent expansion in
the number of Con Fire sta�ons and personnel means it will be increasingly difficult to accommodate
all regional training needs at the Concord facility. Development of a south county training facility in
San Ramon would allow SRVFPD to keep resources within their District while training and available
to respond to emergency calls and requests for mutual/automa�c aid to neighboring jurisdic�ons
and allow for joint training with its neighboring fire agencies. These projects have been awarded
with construc�on in progress with an es�mated comple�on in December 2024.
The one-�me funding request for the SRVFPD training facility is $17M, but could be supported by
ongoing funds to mi�gate debt service on the construc�on and development of the project.
11. Expected outcomes and impacts
The new SRFPD communica�ons center will provide the necessary primary dispatch and
communica�ons center support for the San Ramon Valley communi�es, while also providing the
necessary level of redundancy and exclusive backup services to a growing and cri�cal
communica�ons center at Con Fire that serves almost 90% of the county's fire and EMS providers, to
include the new A3 ini�a�ve. This level of infrastructure will ensure con�nuity of opera�ons for fire,
rescue, emergency medical services, and all 911 emergency ambulance service to Contra Costa
County and have a direct and posi�ve impact for emergency services countywide. Communi�es
throughout the county will be assured of being able to place a 911 call for fire or emergency medical
service and have that call answered with fire/EMS resources dispatched without delays or
interrup�on, should their primary 911 dispatch center be offline or out of service.
The addi�onal training facility will provide the necessary expansion to allow Con Fire to fully u�lize
our exis�ng training facility for our own internal needs by decompressing use by other agencies.
Forty percent (40%) of Con Fire's firefighters have less than five years of experience, and sixty-five
percent (65%) of our members have less than ten years of experience. These factors highlight the
need for constant training at a level that cannot be supported with the current demands, both
internal and external, on the Con Fire training facility. With an addi�onal training facility, firefighter
training capacity will be increased, providing improved service, increasing safety of our opera�ons,
and delivering more efficient and capable emergency services supported by improved and
4368
Contra Costa County
sustainable training at Con Fire. The SRVFPD will be beter able to serve their communi�es by
allevia�ng the need to send their resources outside of their district to provide the necessary and
required training for their personnel. Training and overall competency will be increased within Con
Fire as we will have more access to our own training facility.
4469
Contra Costa County
Measure X Alloca�ons – Department Request for Proposals
1. Agency: Contra Costa County Fire Protec�on District
2. Contact Name: Lewis Broschard, Fire Chief
3. Contact Email: lewis.broschard@cccfpd.org
4. Proposal �tle: EBRCS Radio Infrastructure and Fire Sta�on Aler�ng
5. Funding type: One-�me
6. Proposed budget: $11,300,000
7. Popula�ons served Countywide, excluding those areas served by San Ramon Valley Fire
8. Regions served:
Countywide
District 1
District 2
District 3
District 4
District 5
9. Proposed �meline: Project comple�on January 2025
10. Proposal summary
As part of the original Measure X requests in 2021, the Contra Costa County Fire Chiefs requested an
ongoing funding project to support the current and constant recurring need for emergency fire/EMS
radio infrastructure upgrades to properly support safe, efficient, and reliable emergency response
and communica�ons. This request was not funded. This new request is being modified to a one-
�me funding proposal to provide replacement of end-of-life radio communica�on devices (handheld
and mobile radios) as well as full replacement of end-of-life fire sta�on aler�ng systems for Con Fire
and other agencies. Fire sta�on aler�ng systems are the hardware and so�ware installed in the fire
sta�ons to no�fy the crews of an emergency call. Commonly referred to as the "lights and bells" this
system provides the network and components to receive no�fica�ons from the dispatch center and
ac�vate the fire sta�on aler�ng system of lights, chimes, bells, and radio transmissions. The current
technology is beyond end-of-life and is no longer manufactured or supported. Replacement parts
are near impossible to obtain. Each fire sta�on would need a completely new system to be installed
at a cost of approximately $100,000 per sta�on. This por�on of the funding request can be
accomplished through a one-�me alloca�on of $5.6M to replace fire sta�on aler�ng in all Contra
Costa County Fire Protec�on District fire sta�ons, as well as all sta�ons of other fire agencies,
excluding the San Ramon Valley Fire Protec�on District. San Ramon Valley Fire is in the process of
upgrading their sta�on aler�ng independently. The Contra Costa County Fire Protec�on District
provides dispatching services to all other agencies in the county, and as a result, would need all fire
sta�on aler�ng to be consistent throughout all the agencies served by our dispatch center. The
4570
Contra Costa County
replacement of end-of-life East Bay Regional Communica�on System (EBRCS) compliant mobile
(vehicle) and portable (handheld) radios is a cri�cal need. Firefighters use mobile and portable radio
equipment each and every day during emergency responses. This equipment sees rigorous use in a
variety of environments including interior firefigh�ng, hazardous material events, wildland
firefigh�ng, marine based opera�ons and mul�ple casualty incidents. EBRCS, the Federal
Communica�ons Commission (FCC) and the Na�onal Fire Protec�on Associa�on (NFPA) have
updated requirements for communica�ons equipment to be compliant. Originally funded over 12
years ago as part of a FEMA grant of over $40M to support the implementa�on of the new
interoperable EBRCS in Alameda and Contra Costa Coun�es, these radios and their components are
in need of replacement.
To properly replace the inventory of radios for the Contra Costa County Fire Protec�on District and
other fire agencies, excluding San Ramon Valley Fire, within the county the one-�me alloca�on
request is $5,700,000.
San Ramon Valley Fire has already replaced their radio inventory. The funding alloca�on would
support the radio replacement needs of Con Fire (263 radios), El Cerrito FD (56 radios), Moraga-
Orinda FPD (26 radios), Rodeo-Hercules FPD (35 radios), Richmond FD (143 radios), and Crocket-
Carquinez FPD (36 radios).
11. Expected outcomes and impacts
Fire sta�on aler�ng and emergency communica�ons are cri�cal to serving the community safely,
efficiently, and reliably. Capabili�es such as transmi�ng GPS loca�ons and iden�fiers from portable
radios will improve firefighter safety in the event of a fireground emergency. All agencies within the
county use the same equipment for interoperability. The replacement of these aging, end-of-life
systems and their components will reduce overall response �mes, increase firefighter safety,
decrease dispatching delays in no�fying crews of an emergency response, and improve overall fire,
rescue, and emergency medical response capability. Every community will benefit from this project
since the radio and fire sta�on aler�ng infrastructure is common throughout all of the Contra Costa
County Fire Protec�on District facili�es and those of the other fire agencies in Contra Costa County,
excluding San Ramon Valley Fire.
4671
Contra Costa County
Kristin B. Connelly
Clerk-Recorder-Elections
Clerk-Recorder and Registrar of Voters
Kristin.Connelly@vote.cccounty.us
925.335.7899
4772
CLERK-RECORDERKeeper of the Record
Marriage Certificates
Birth Certificates
Death Certificates
Businesses
Property and Houses
4873
•Registering Voters
•Providing Candidate Services
•Designing Ballots
•Counting Votes
ELECTIONSRegistrar of Voters
Responsibilities Include:
4974
Three Asks for
Funding
1.Two full -time bilingual Diversity, Equity, and Inclusion Specialists to the Elections Division of the Department - $400,000 per year total
2.A full-time security guard for both the Clerk-Recorder and Elections Lobbies - $100,000 per year
3.Mapping Prejudice Project - $50,000 one time
5075
Two Full-Time Bilingual
Diversity, Equity, and
Inclusion Specialists to the
Elections Division
These positions will play a critical role in achievingour organization’s diversity, equity, and inclusion goals by enhancing voter education, engagement, and outreach efforts within underrepresented communities. By focusing on these initiatives, weaim to foster a more inclusive and equitable democratic process while empowering individuals from diverse backgrounds to exercise their right to Vote.
5176
Roles and
Responsibilities
Including but not limited to Building and maintaining relationships with community and cultural organizations and their leaders and creating cohesive partnerships within these communities.
5277
Addressing
Diversity,
Equity, and
Inclusion
The staff will:
•Design and implement tailored voter education programs to engage underrepresented communities and those most at-risk for targeted MDM campaigns.
•Collaborate with community organizations, schools, and local leaders to build trust and partnerships.
•Provide multilingual (i.e., Spanish and Chinese) resources to ensure accessibility for individuals with language barriers.
•Organize workshops and informational sessions.
•Develop strategies to remove barriers to voting turnout during local, state, and national elections.5378
Objectives
Increased Voter Turnout: By focusing on communities with historically low voter turnout, we aim to significantly increase overall voter registration rates and participation
Enhanced Diversity and Inclusion: Through culturally-sensitive outreach efforts, we will strive to engage individuals from diverse backgrounds, ensuring their voices are heard in the democratic process.
Improved Civic Education: The staff members will provide comprehensive civic education, empowering citizens with knowledge about their rights, responsibilities, and the importance of voting.
Strengthened Community Partnerships: Collaborating with local organizations and leaders will help build stronger connections and foster trust within communities.
5479
Anticipated Outcomes
and Impact
The Bilingual Diversity, Equity, and Inclusion Specialists would help the Elections Division increase voter registration and turnout in keyareas of the county.
Outcome 1: Voter Registration increased by 1% in areas with lower registration numbers in year one.
Outcome 2: Voter Turnout increased by .5% in areas with lower turnout numbers in year one.
5580
Proposed Budget for DEI Inclusion
Annual Cost
(2) Elections Services Specialists $250,000
Program Materials, Event Planning, Travel, Technology, Partnership costs $150,000
$400,000
5681
A full-time security guard for both the Clerk-Recorder and Elections Lobbies
Objectives:
•Enhance Safety: The primary objective is to create a safeand secure environment for both voters and customers, reducing the risk of disruptions, conflicts, or incidents.
•Prevent Disruptions: The security guard will deter any potential disruptions or unauthorized activities that might hinder the voting process or customer interactions.
•Ensure Integrity: By maintaining order and security, the security guard will contribute to upholding the integrity of the voting process and the overall reputation of the organization.
•Build Trust: A visible security presence will reassure voters and customers, leading to increased trust in the organization’s commitment to their safety and well-being.
•Emergency/Rapid Response: Having a dedicated security guard on-site will facilitate swift responses to any emergencies or security concerns.5782
Mapping Prejudice Project
•Program established July 2022
•Discriminatory language is still found in recorded documents
•Restrictive language difficult to locate without reading through each
document
•Mapping Prejudice Project collaboration with University of Minnesota
and National Park Service will locate all restrictive covenants
•Once located, Clerk-Recorder can complete process outlined in
implementation plan
5883
Restrictive Language Samples
5984
Mapping Prejudice Project Partners
Contra Costa County Clerk-Recorder
University of Minnesota – Mapping Prejudice Project
National Park Service - Volunteers
6085
Anticipated Outcomes
and Impact
Outcome 1: Map of historical locations of restrictive covenants created countywidein partnership with community volunteers
Outcome 2: 28 million document imagesscanned and reviewed for restrictive covenants
Outcome 3: All restrictive covenant documents located for unknown numberof redactions.
6186
Thank you!
Kristin Connelly
Clerk-Recorder and Registrar of Voters
Kristin.Connelly@vote.cccounty.us
925.335.7899
6287
Contra Costa County
Measure X Alloca�ons – Department Request for Proposals
1. Agency: Clerk-Recorder-Elec�ons Department
2. Contact Name: Kris�n Connelly
3. Contact Email: kris�n.connelly@vote.cccounty.us
4. Proposal �tle: Diversity, Equity, and Inclusion in Democracy Ini�a�ve
5. Funding type: Ongoing
6. Proposed budget: $400,000
7. Popula�ons served All exis�ng and future eligible voters
8. Regions served:
Countywide
District 1
District 2
District 3
District 4
District 5
9. Proposed �meline: Immediately upon approval, and implementa�on in 2024
10. Proposal summary
Summary:
We propose the addi�on of two (2) full-�me bilingual Diversity, Equity, and Inclusion Specialists to
the Elec�ons Division of the Clerk-Recorder-Elec�ons Department. These posi�ons will play a cri�cal
role in achieving our organiza�on's diversity, equity, and inclusion goals by enhancing voter
educa�on, engagement, and outreach efforts within underrepresented communi�es. By focusing on
these ini�a�ves, we aim to foster a more inclusive and equitable democra�c process while
empowering individuals from diverse backgrounds to exercise their right to vote.
The new posi�ons will directly support the County of Contra Costa and the Registrar of Voters' vision
and goals to increase voter educa�on, engagement, and turnout by providing the department with
the resources that we do not currently possess. Now, more than ever, it is impera�ve that we are
able to conduct voter educa�on programs and campaigns to combat mis-, dis-, and mal-informa�on
(MDM), especially to our under-served communi�es who may not have access to verified and
trusted informa�on about elec�ons and the democra�c process. With the ever-evolving landscape
of challenges we face as elec�ons officials, we cannot afford to let this area of our department's
responsibili�es fail.
Our plan is to use GIS, census, and local community data to iden�fy underrepresented communi�es
that correlate to voter registra�on and turnout rates. Currently, one-�me grant funds are enhancing
our GIS capacity with the u�liza�on of census data and iden�fying relevant community data sets.
6388
Contra Costa County
We believe with more accurate iden�fica�on of underrepresented communi�es of youth, low-
income, isolated, non English-speaking eligible voters, we can help the demographics that are most
suscep�ble to MDM campaigns. By adding two bilingual staff members who are focused on
diversity, equity, and inclusion, we can remove barriers to receiving this informa�on where it's
needed the most.
2. Role and Responsibili�es:
The proposed staff members would work in collabora�on with our exis�ng Voter Educa�on and
Outreach team, with a focus on the following responsibili�es:
• Developing and implemen�ng a strategic plan for using GIS, census, and local community
data to iden�fy and reach target communi�es and tailoring programs to meet their specific
needs.
• Crea�ng mul�lingual and culturally relevant voter educa�on materials.
• Organizing workshops, webinars, and community events to engage ci�zens and generate
interest in the democra�c process.
• Collabora�ng with the outreach and educa�on team to promote voter educa�on
campaigns.
• Collec�ng and analyzing data to measure the effec�veness of outreach efforts.
• Building and maintaining rela�onships with community and cultural organiza�ons and their
leaders and crea�ng cohesive partnerships within these communi�es.
3. Budget:
To ensure the success of this ini�a�ve, we propose alloca�ng budget for:
• Salary and Benefits: Compe��ve compensa�on for the full-�me staff member, including
benefits and allowances. We propose an annual salary range equivalent to an Elec�on
Services Specialist of $62,977.09 (Step 1) to $76,549.01 (Step 5), plus bilingual pay of $2,400
per FY. Total cost for salary and benefits per employee range from $108,000 to $145,000 per
FY, with an average cost of $125,000.
• Program materials, event planning, travel, technology, and partnerships with Community-
Based Organiza�ons is es�mated at a cost of $150,000 per FY.
1 htps://www.psychologytoday.com/us/blog/everyday-media/202202/why-some-groups-are-more-
suscep�ble-believing-misinforma�on
11. Expected outcomes and impacts
4. Ra�onale:
Diversity, equity, and inclusion are fundamental principles that guide the county's mission. However, we
have iden�fied some dispari�es in voter engagement and par�cipa�on that indicate the need for a
targeted approach to ensure equitable representa�on and civic engagement.
The latest Berkeley Ins�tute of Governmental Studies Poll (htps://igs.berkeley.edu/research/berkeley-
igs-poll) indicates that California voters do not look like the state's popula�on. California's "regular"
voters (those who voted in five of the last seven elec�ons) are considerably older, are dispropor�onately
white, and are more likely to be college graduates, married, and home owners. Infrequent voters or
6489
Contra Costa County
non-voters are younger, single, and non-college graduates, renters, and minori�es. The study finds that
lack of informa�on is the most common reason for not vo�ng. Much has to be done to encourage
par�cipa�on of underrepresented groups. A recommenda�on of the poll is to invest more funding into
community-based organiza�on to perform voter educa�on.
The proposed staff members will help address these dispari�es by:
• Designing and implemen�ng tailored voter educa�on programs to engage underrepresented
communi�es and those most at risk for targeted MDM campaigns.
• Collabora�ng with community organiza�ons, schools, and local leaders to build trust and
partnerships.
• Providing mul�lingual resources to ensure accessibility for individuals with language barriers.
• Organizing workshops and informa�onal sessions.
• Developing strategies to increase voter turnout during local, state, and na�onal elec�ons.
5. Objec�ves:
The addi�on of two full-�me Diversity, Equity, and Inclusion Specialists will help us achieve the following
objec�ves:
a. Increased Voter Turnout: By focusing on communi�es with historically low voter turnout, we
aim to significantly increase overall voter registra�on rates and par�cipa�on.
b. Enhanced Diversity and Inclusion: Through culturally sensi�ve outreach efforts, we will strive to
engage individuals from diverse backgrounds, ensuring their voices are heard in the democra�c
process.
c. Improved Civic Educa�on: The staff members will provide comprehensive civic educa�on,
empowering ci�zens with knowledge about their rights, responsibili�es, and the importance of
vo�ng.
d. Strengthened Community Partnerships: Collabora�ng with local organiza�ons and leaders will
help build stronger connec�ons and foster trust within communi�es.
6. Conclusion:
The addi�on of full-�me Diversity, Equity, and Inclusion Specialists to the Elec�ons Division's Voter
Educa�on and Outreach team is a strategic step toward achieving and exceeding our organiza�on's
diversity, equity, and inclusion goals, as well as helping increase voter turnout through a robust
educa�on and outreach program. By priori�zing voter educa�on and engagement within
underrepresented communi�es, we aim to empower ci�zens, promote inclusivity, and contribute to
a more equitable democra�c process. This proposal seeks to enhance civic educa�on, build stronger
community rela�onships, and drive meaningful change in our society.
6590
Contra Costa County
Measure X Alloca�ons – Department Request for Proposals
1. Agency: Contra Costa County Clerk-Recorder
2. Contact Name: Laura Wilson
3. Contact Email: laura.wilson@cr.cccounty.us
4. Proposal �tle: Mapping Prejudice Project
5. Funding type: One-�me
6. Proposed budget: $50,000
7. Popula�ons served All popula�ons
8. Regions served:
Countywide
District 1
District 2
District 3
District 4
District 5
9. Proposed �meline: Begin project January 2024, end project to be determined
10. Proposal summary
At a �me with constrained budgets, when the Clerk-Recorder Division faces the challenge of
implemen�ng the important, but unfunded mandate of Government Code Sec�on 12956.3, which
authorizes and requires California Recorders to establish a program to redact unlawfully restric�ve
covenants, a modest, one-�me investment of $50,000 of Measure X funding would move Contra
Costa County an important step forward in racial understanding and healing.
Discriminatory covenants have been legally unenforceable since the U.S. Supreme Court decided
Shelley v. Kraemer in 1948 and illegal since the Fair Housing Act passed in 1968. Nonetheless, these
discriminatory covenants can s�ll be found in recorded documents from decades ago revealing the
ways racial minori�es were prohibited from living in certain communi�es for decades.
Through an innova�ve collabora�on with University of Minnesota’s Mapping Prejudice Project and
volunteers affiliated with the Na�onal Park Service, the Contra Costa County Clerk-Recorder’s
Division has the opportunity to implement the important work of redac�ng these illegal restric�ve
covenants in the most cost-effec�ve manner that results in a county-wide, historical map that
reveals where these illegal covenants were in place. Learning the historical loca�ons of these illegal
restric�ons will help Contra Costa residents beter understand the history of housing segrega�on
that has implica�ons for our current housing paterns.
Once the map is developed using the University of Minnesota’s mapping tool, Clerk-Recorder staff
will receive a list of the documents containing the restric�ve covenants which will then be redacted
6691
Contra Costa County
in conjunc�on with County Counsel’s office. Once approved, the redacted documents will then be
routed back to the Clerk-Recorder for recording and indexing. This will create an updated record
with the restric�ve language removed.
The elected Clerk-Recorder, Kris�n B. Connelly, is very commited to the success of the Contra Costa
Mapping Prejudice Project and will work with both the co-directors of the newly forming Office of
Racial and Social Jus�ce, as well as all five members of the Board of Supervisors to share the results
of the mapping projects with communi�es across the county.
The modest request of funding is to pay for the compu�ng �me of the researchers at the University
of Minnesota. Without this funding, the office would be forced to implement the increase of
recording fees by $2 per document pursuant to Assembly Bill 1466 to pay for a much more
expensive collabora�on with a for-profit vendor. The proposed collabora�on, leveraging the
academic experts of the University of Minnesota, along with the power of commited community
volunteers is the most powerful and cost-effec�ve way to complete this important work.
11. Expected outcomes and impacts
The Contra Costa Mapping Prejudice project, a collabora�on between the Contra Costa Clerk-
Recorder Division, the University of Minnesota, and local Na�onal Park Service volunteers, presents
a powerful opportunity to foster healing in marginalized communi�es. The historical map created
through this collabora�on will enable us to beter understand the impact of structural racism in
housing on Black, Indigenous and people of color in Contra Costa County. The historic public records
that contain restric�ve illegal language have a profound nega�ve impact when the documents are
accessed and reviewed. Contra Costa’s Mapping Prejudice Project will allow the public to educate
themselves on where the restric�ve covenants occurred throughout the County.
This collabora�on also will allow Clerk-Recorder staff to locate the restric�ve language easily,
without manual review of millions of individual documents. Leveraging these tools will iden�fy all
the needles in the proverbial haystack. The goal of this project is to go beyond comple�ng all
requirements enacted under Assembly Bill 1466, by developing an interac�ve map on the Clerk-
Recorder-Elec�on’s Department website that visually iden�fies the loca�ons of where illegal
language exists in the historical record. The Clerk-Recorder’s public interface will include all
Restric�ve Covenant Modifica�on documents that have been recorded. Each document that is
redacted to remove illegal racial covenants will be indexed in two ways to ensure easy access to the
public. It will be indexed in both the manner of the original document, as well as a Restric�ve
Covenant Modifica�on.
6792
Contra Costa County
Measure X Alloca�ons – Department Request for Proposals
1. Agency: Contra Costa County Clerk-Recorder
2. Contact Name: Kris�n Connelly
3. Contact Email: kris�n.connelly@vote.cccounty.us
4. Proposal �tle: Full-�me security at Clerk-Recorder-Elec�ons facili�es
5. Funding type: Ongoing
6. Proposed budget: $100,000
7. Popula�ons served All CRE employees and office customers/voters
8. Regions served:
Countywide
District 1
District 2
District 3
District 4
District 5
9. Proposed �meline: Immediately upon approval
10. Proposal summary
1. Summary:
The Clerk-Recorder-Elec�ons Department requests ongoing Measure X funding for a full-�me
security guard to ensure the security and smooth opera�on of both the Elec�ons Division and the
Clerk-Recorder Division co-located at our offices at 555 Escobar Street in Mar�nez and the nearby
Elec�ons Opera�on Center on Marina Vista. With two public lobbies at the office, approximately
two hundred people are served daily by CRE staff. The goal is to ensure a secure and peaceful
environment for both employees and the public that fosters trust, encourages par�cipa�on, and
safeguards the integrity of the vo�ng process. This proposal outlines the need for the security guard,
their responsibili�es, and the benefits they will bring to the organiza�on and to the residents of
Contra Costa.
2. Background and Ra�onale:
Recent events have highlighted the concern for the security of voters and customers in public
spaces. Ensuring the safety of voters during elec�ons is crucial to uphold the democra�c process and
maintain public confidence in the system. Addi�onally, customers visi�ng the Clerk-Recorder
Division deserve a secure environment to carry out their transac�ons and interac�ons without fear.
We live in a society where those who are unhappy with the results of an elec�on feel jus�fied to
par�cipate in an insurrec�on at our na�on's Capital and call for the hanging of the Vice President of
6893
Contra Costa County
the United States, atempt to kidnap the Speaker of the House and injure her husband with a
hammer, storm the offices of numerous elec�on centers across the country, and show up armed
and in full riot gear to vo�ng facili�es and ballot drop boxes. Emerging best prac�ces from around
the country call for strong collabora�on between elec�on administrators and law enforcement.
Ensuring that we are proac�ve in preven�ng anyone seeking to interfere with vo�ng is an important
pillar of priori�zing safety. Protec�ng Contra Costans while vo�ng is fundamental to our democracy.
The U.S. Elec�on Assistance Commission acknowledges in their Security Resources for Elec�on
Officials that “no one should have to face violent threats at work, but unfortunately, this is the
reality for many elec�on officials” (htps://www.eac.gov/elec�on-officials/elec�on-official-security).
California is working to enact s�ffer penal�es for the in�mida�on of elec�on workers; the FBI has
created a task force specifically aimed at addressing elec�on worker harassment and in�mida�on
and releases a bulle�n to law enforcement with known threats before each elec�on;
CISA/Department of Homeland Security has been diligent in keeping elec�on officials updated on
known threats and vulnerabili�es to elec�on systems, offices, and personnel.
3. Objec�ves:
· Enhance Safety: The primary objec�ve is to create a safe and secure environment for both
voters and customers, reducing the risk of disrup�ons, conflicts, or incidents.
· Prevent Disrup�ons: The security guard will deter any poten�al disrup�ons or unauthorized
ac�vi�es that might hinder the vo�ng process or customer interac�ons.
· Ensure Integrity: By maintaining order and security, the security guard will contribute to
upholding the integrity of the vo�ng process and the overall reputa�on of the organiza�on.
· Build Trust: A visible security presence will reassure voters and customers, leading to
increased trust in the organiza�on's commitment to their safety and well-being.
4. Proposed Responsibili�es:
The full-�me security guard will be responsible for:
· Access Control: Monitoring entrances and exits to prevent unauthorized entry and ensuring
that only eligible individuals are allowed in the premises. A visible presence by a security
guard will help deter poten�al disrup�ons.
· Crowd Management: Ensuring orderly queues and managing crowds during peak periods to
prevent conges�on and maintain a smooth flow of people.
· Conflict Resolu�on: Addressing disputes or conflicts that may arise between individuals and
de-escala�ng situa�ons to maintain a peaceful environment.
· Emergency Response: Being trained to respond effec�vely to emergencies such as medical
incidents, fire alarms, or other unforeseen situa�ons.
· Surveillance: Monitoring CCTV cameras and conduc�ng regular patrols to detect and deter
any suspicious ac�vi�es.
· Collabora�on: Coopera�ng with local law enforcement and other relevant authori�es to
ensure a coordinated response to any poten�al threats.
6994
Contra Costa County
5. Budget and Resources:
It is recommended that the services of a full-�me security guard be provided either with private
contracted security services or with the Sheriff's Ranger non-sworn program. Es�mated costs
are $100,000 per year.
11. Expected outcomes and impacts
6. Benefits:
· Enhanced Safety: A visible security presence will reduce the likelihood of disrup�ons and
incidents, enhancing the safety of both customers and voters.
· Increased Par�cipa�on: By providing a secure environment, more voters may feel
encouraged to par�cipate in the vo�ng process, leading to a more representa�ve outcome.
· Improved Reputa�on: Demonstra�ng a commitment to safety will enhance the
organiza�on's reputa�on and foster posi�ve rela�onships with customers and cons�tuents.
· Rapid Response: Having a dedicated security guard on-site will facilitate swi� responses to
any emergencies or security concerns.
7. Conclusion:
The addi�on of a full-�me security guard will play a vital role in ensuring the safety of customers and
voters and maintaining the integrity of the vo�ng process. By addressing concerns related to
security and providing a secure environment, we will enhance trust, encourage par�cipa�on, and
contribute to the overall success of the organiza�on.
Threats and in�mida�on are at an all-�me high and show no real signs of calming down. The
General Elec�on in 2020 was just the beginning; in October 2022, the Department of Jus�ce
reported a string of violent threats against elec�on workers and note that threats against elec�on
officials have increased since the 2020 Presiden�al elec�on. htps://www.cnbc.com/2022/10/27/were-going-to-
hang-you-doj-cracks-down-on-threats-to-elec�on-workers-ahead-of-high-stakes-midterms.html Going into the 2024
Presiden�al Elec�ons, our department is ac�vely pursuing any and all avenues to keep our staff and
our voters safe.
Implemen�ng this proposal demonstrates a proac�ve approach to security and sends a strong
message about our commitment to the well-being of all employees and all members of the public
visi�ng our office. Elec�ons Officials are faced with more physical threats to their safety because of
their line of work than ever before in our history, and all Clerk-Recorder-Elec�ons staff are Elec�ons
Officials. All employees deserve to feel safe in the workplace and a full-�me security presence in our
lobby will go a long way to accomplishing that goal.
7095
Measure X Proposals
Contra Costa County, Office of the District Attorney
7196
Measure X
Allocation
Proposals
1
$1,300,194
(One-time funds)
Underserved and
Unserved
Survivors Support
Program
2
$497,585
(On-going funds)
Healing and
Justice for
Survivors of Labor
Trafficking
3
$500,000
(One-time funds)
Auto-Focused
Crime Elimination
(ACE) Task Force
Pilot Program
4
$107,810
(On-going funds)
Political
Corruption
$1,800,194.00 (One-time funds)
+$600,668.00 (On-going funds)
$2,405,862.00 Total Measure X Proposals
7297
#1 Proposal
Underserved and Unserved Survivors Support Program (UUSSP)
•One-time funds: Three Year Pilot Program - $435,340/year
Total: $1,300,194
•Population served: BIPOC and other marginalized communities with priority for Antioch
•Goal: provide support through a crucial safety net of services to victims of unsolved shootings in Contra Costa County.
•Typically, victims of unsolved violent crime do not receive resources, services, or treatment for the trauma they have suffered, thus contributing to the cycle of violence, because “hurt people hurt people.”
•UUSSP will achieve its goal by increasing the availability of victim witness advocates by hiring three (3) full time victim witness advocates to assist underserved and unserved survivors of violent crime. 7398
Underserved and Unserved Survivor Support Program (UUSSP)
Expected Outcomes and Impacts
•Crisis Intervention: immediate, short-term
emotional support and connection. Services to be
offered in-person, by telephone or via video/online
platform.
•Counseling: counseling to victims/survivors
through referrals to qualified professional
counselors and/or counseling agencies.
•Outreach: develop an outreach plan to increase
services and inform victims/survivors of their
rights. This will include the preparation,
publication, and distribution of information and
materials.
•Emergency Financial Assistance: Allocation of
small grant funding to provide financial
intervention for victims’/survivors’ immediate
safety needs.
Emergency Financial Assistance
Outreach
Counseling
Crisis Intervention
7499
Underserved and
Unserved
Survivors Support
Program (UUSSP)
75100
#2 Proposal
Auto -Focused Crime Elimination(ACE)
Task Force Pilot Program
•One-time funds: $500,000 - January 2024 through December 2026
•In 2022, 5,285 vehicles were reported stolen in Contra Costa
County – on pace to exceed 5,700 in 2023
•The most frequently stolen cars are late model vehicles which are
disproportionately owned by vulnerable populations, as well as
members of the BIPOC communities.
•Other crimes including sideshows, robberies, shootings, and even
murders are committed in stolen vehicles.
•There is an insufficient level of countywide coordination regarding
the investigation of stolen vehicles.
•Measure X funds would be used to lease a location along with
purchasing the necessary equipment to implement the ACE task
force.76101
Auto-Focused Crime Elimination (ACE) Task Force
ACE would be comprised of:
District Attorney’s Senior Inspectors
California Highway Patrol Sergeant and Officers
California Department of Insurance
California Department of Motor Vehicles
California Parole
A Special Agent from National Insurance Crime Bureau
Other county law enforcement agencies invited to participate
77102
Auto-Focused Crime Elimination (ACE) Task Force Pilot Program
Expected Outcomes and Impacts
•Reduce the number of motor vehicle thefts in Contra Costa County.
•Increase community safety throughout Contra Costa County.
•This proposal directly aligns with MXCAB Goal #2 -- Equity in Action and Goal #5 -- Welcoming and Safe Community.
•The benefits of reducing the number of motor vehicle thefts will flow to those communities most impacted by motor vehicle theft, including BIPOC communities and other vulnerable populations.
78103
Auto-Focused
Crime Elimination
(ACE) Task Force
Budget
79104
•Funding: Ongoing funds -
$497,585 annually
•Goals: to identify and address
unmet needs and to provide
Outreach
Prevention
Victim services
Equitable access to the
criminal justice system for
survivors
Proposal #3
Healing & Justice for
Underserved Survivors
of Labor Trafficking
80105
The
Problem
Labor trafficking is widespread
Those victimized by labor trafficking
are among the most vulnerable
Survivors of labor trafficking as a
whole are underserved
Historically marginalized survivor
populations go largely unserved
Impacts all 5 of MXCAB’s goal areas
81106
The
Project
Components
Targeted Outreach
Specialized Advocates (2)
LT Investigator
Training & Capacity
Building
Civil Legal Services
Populations
Children & Youth
BIPOC
Unhoused
Persons with Disabilities
LGBTQ+
Immigrants
82107
The Partners
•Leverages
Partnerships, infrastructure & programs
•Emphasizes
Collaborative & multidisciplinary approach
•Prioritizes
Outreach, inclusion & engagement with marginalized & underserved communities
83108
The Budget
84109
#4 Proposal
Political Corruption
Investigation
Requesting ongoing funds of $107,810 annually
Many in the community have voiced concerns about law
enforcement organizations ignoring the criminal activity of public
officials.
Investigations of public officials and political corruption are labor
intensive and require the expenditure of significant investigative
resources.
Currently, the DA funds one temporary unbenefited Senior
Inspector position for this function, but the available applicant pool
is unwilling to accept a temporary position. DA is seeking funds to
create a full-time permanent Senior Inspector position.
85110
Political Corruption
Investigation Outcomes
Effective, thorough, and efficient
investigations of public corruption
An increase in the community’s
trust in the criminal justice system
This proposal indirectly benefits all
of Contra Costa County community
members
86111
Political Corruption
Investigation Budget -Salary costs are already budgeted in the
department’s temporary salaries annual
allocation.
-Requesting Ongoing Measure X funds of
$107,810 annually to cover benefits cost.
87112
Recap of
Measure X
proposals
Underserved and Unserved
Survivors Support Program
(UUSSP)
$1,300,194
(One-time funds)
Auto -Focused Crime
Elimination (ACE) Task Force
Pilot Program
$500,000
(One-time funds)
Healing and Justice for
Survivors of Labor
Trafficking
$497,585
(On-going funds)
Political Corruption
Investigations
$107,810
(On-going funds)
Total Measure X funding Request:
$2,405,862.00
88113
Contra Costa County
Measure X Alloca�ons – Department Request for Proposals
1. Agency: District Atorney's Office
2. Contact Name: Diana Becton
3. Contact Email: DAOffice@contracostada.org
4. Proposal �tle: Pilot Program - Auto-Focused Crime Elimina�on (ACE) Task Force
5. Funding type: One-�me
6. Proposed budget: $500,000
7. Popula�ons served Contra Costa County Community Members
8. Regions served:
Countywide
District 1
District 2
District 3
District 4
District 5
9. Proposed �meline: January 2024 through December 2026 (3-year pilot program)
10. Proposal summary
Motor vehicle the� is a significant problem within Contra Costa County. In calendar year 2022, 5,285
vehicles were reported stolen in Contra Costa County. Based on the current number of vehicles reported
stolen so far this year (3,360) we are on pace to exceed the 2022 number by more than 8% in 2023. The
most frequently stolen cars are late model vehicles which are dispropor�onately owned by vulnerable
popula�ons, as well as members of the BIPOC communi�es. The vehicle the� problem is compounded
by the crimes commited in and around stolen vehicles. Stolen vehicles are difficult to trace back to the
perpetrator; because of this fact, sideshows, robberies, shoo�ngs, and even murders are commited in
stolen vehicles.
Due to current personnel shortages within law enforcement organiza�ons and the focus on violent
crime, there is an insufficient level of countywide coordina�on regarding the inves�ga�on of stolen
vehicles.
To address this problem, the District Atorney is proposing the crea�on of a three-year pilot program for
an Auto Focused Crime Elimina�on Task Force (ACE). ACE would be comprised of senior inspectors from
the District Atorney's Office, a sergeant and officers from the California Highway Patrol, along with
inves�gators from the California Department of Insurance, Department of Motor Vehicles, California
Parole, and a special agent from the Na�onal Insurance Crime Bureau.
89114
Contra Costa County
In short, we have exis�ng personnel funded by partner agencies, but we need to fund a loca�on where
we can physically house the members of the task force. The requested Measure X funds would be used
to lease a commercial loca�on along with the necessary equipment to implement the task force.
11. Expected outcomes and impacts
This proposal directly aligns with MXCAB Goal #2 -- Equity in Ac�on and Goal #5 -- Welcoming and Safe
Community. BIPOC communi�es and other vulnerable popula�ons are dispropor�onately impacted by
motor vehicle the�. Consistent with the principles of equity and community safety, the benefits of
reducing the number of motor vehicle the�s will flow to those communi�es most impacted by motor
vehicle the�.
Expected outcomes and impacts:
1. Reduce the number of motor vehicle the�s in Contra Costa County.
2. Increase community safety throughout Contra Costa County.
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Contra Costa County
Measure X Alloca�ons – Department Request for Proposals
1. Agency: District Atorney's Office
2. Contact Name: Diana Becton
3. Contact Email: DAOffice@contracostada.org
4. Proposal �tle: Healing and Jus�ce for Underserved Survivors of Labor Trafficking
5. Funding type: Ongoing
6. Proposed budget: $497,585
7. Popula�ons served Vulnerable and underserved popula�ons, immigrants, BIPOC, persons with
disabili�es, youth, homeless, LBGTQ+
8. Regions served:
Countywide
District 1
District 2
District 3
District 4
District 5
9. Proposed �meline: January 1, 2024 – (ongoing)
10. Proposal summary
Labor trafficking is a serious and under-addressed threat to public safety and health in Contra Costa
County. Labor trafficking has serious and far-reaching effects on those vic�mized, including physical and
psychological health problems, economic and social instability, and even recurrent and cross-
genera�onal vic�miza�on --effects impac�ng on each of the five goals set out by the Measure X
Community Advisory Board. Though it can affect anyone, labor trafficking especially thrives on the
exploita�on of the most vulnerable and marginalized members of our community, including immigrants,
BIPOC, persons with disabili�es, youth, people experiencing homeless, and people iden�fying as LBGTQ+.
Vic�ms of labor trafficking have been historically overlooked, misunderstood and marginalized in our
County.
Among the greatest challenges in addressing labor trafficking in our county has been in reaching these
popula�ons, providing appropriate and comprehensive services, and fostering confidence that service
providers, and especially the criminal jus�ce system, are there to assist, support and empower them in
the transforma�ve experience of healing and seeking jus�ce. While research suggests that labor
trafficking is likely as prevalent as sex trafficking in our communi�es and that factors such as racial
iden�ty (BIPOC), immigra�on status, age (youth under 18 years old and transi�onal age youth aged 18-
24 years old), homelessness, sexual iden�ty, and disability can increase risk for labor trafficking, data
collected by vic�m service providers in the county demonstrates that we are not effec�vely reaching or
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Contra Costa County
serving survivors of labor trafficking, par�cularly those at the margins. (See Appendix A: Human
Trafficking Services Sta�s�cs.)
An effec�ve response to labor trafficking in our county requires mul�disciplinary collabora�on focused
on proac�ve interven�ons that are accessible and responsive to the par�cular needs and circumstances
of each survivor of labor trafficking. Consequently, these approaches must be trauma-informed, vic�m-
centered, culturally-specific, and survivor-informed. The proposed Healing and Justice for Underserved
Survivors of Labor Trafficking Project (“the Project”) seeks to iden�fy and address unmet needs and to
provide outreach, preven�on, vic�m services, and access to the criminal jus�ce system for survivors of
labor trafficking, par�cularly underserved popula�ons in Contra Costa County.
The Healing and Justice for Underserved Survivors of Labor Trafficking Project aligns with and advances
all five of the goals set out by the Measure X Community Advisory Board: Mental Well Being (goal #1),
Equity in Ac�on (goal #2), Healthy Communi�es (goal #3), Intergenera�onal Thriving (goal #4), and
Welcoming and Safe Community (goal #5). As described here and in the appendices, labor trafficking has
dire consequences on survivors' mental and physical health (goals 1, 3). We know that labor trafficking,
which affects some of the most marginalized and vulnerable in our community, has received less
aten�on and funding than many other types of abuse and exploita�on, reinforcing pre-exis�ng
inequi�es in how our county responds to these survivors and their needs (goal 2). As a consequence of
the trauma experienced by survivors, its impact on the family, and the o�en cross-genera�onal nature
of labor trafficking, this crime also undermines intergenera�onal thriving (goal 4). A welcoming and safe
community (goal 5) and the other goals iden�fied by the Community Advisory Board can only be met
where there are robust efforts to prevent labor trafficking, to provide accessible, appropriate, and
comprehensive services to survivors, and to hold traffickers responsible for their ac�ons. By providing
funding to address key resource gaps, this project will enhance the county's ability to meet the Advisory
Board's goals by preven�ng labor trafficking, responding to the needs of its most vulnerable survivors,
and pursing jus�ce and accountability for those who would exploit others through labor trafficking.
The Project
To address the needs and challenges iden�fied here, the Project will focus on five key components:
1. Inves�ga�ve Resources
2. Specialized Advocacy Services
3. Targeted Outreach
4. Training and Capacity Building
5. Civil Legal Services
These components are discussed in greater detail in the Expected Outcomes and Impacts sec�on below.
The Partners
The Contra Costa County District Atorney's Office (“District Atorney's Office”) and the Contra Costa
Human Trafficking Task Force (“the Task Force”), co-lead by Community Violence Solu�ons (CVS), are
uniquely well-posi�oned to address labor trafficking in our county. The District Atorney's office, guided
by its mission to seek jus�ce and enhance public safety, has priori�zed efforts to combat human
trafficking through its Human Trafficking and Workplace Jus�ce Units and Vic�m-Witness Assistance
Program. CVS, through its An�-Human Trafficking Program, is a frontline provider of 24/7/365 response
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Contra Costa County
and wraparound services to survivors of all forms of human trafficking, including labor trafficking, in
Contra Costa County.
All partners in the Task Force, are commited to building an informed community free of human
trafficking where all survivors thrive in Contra Costa County. The Task Force and its nearly 40 local, state
and federal partners work collabora�vely to address all forms of human trafficking by:
• Encouraging self-sufficiency and empowerment through survivor-centered, culturally-responsive
advocacy and service provision to survivors;
• Striving for exploiter accountability through prosecu�on, educa�on, civil remedies, and
restora�ve prac�ces;
• Educa�ng members of the Task Force and the community; and
• Harnessing data to guide these efforts.
Through its Labor Trafficking Commitee and general membership, the Task Force brings together a wide
and expanding array of community-based, governmental, and law enforcement agencies who have
subject-mater exper�se and play key roles in addressing labor trafficking in our county. (See Appendix
B: CCHTTF Overview & Organiza�onal Chart.)
The Healing and Justice for Underserved Survivors of Labor Trafficking Project will leverage exis�ng
resources to achieve the project goals outlined here most efficiently and effec�vely. The project will be
incorporated in the strategic and work plans of both the District Atorney's Office and the Task Force. It
will rely upon and benefit from exis�ng infrastructure and well-established collabora�ve partnerships
developed through the Task Force to carry the proposed project forward. The Employment and Human
Services Department on behalf of its Alliance to End Abuse (“the Alliance”) and Community Violence
Solu�ons (“CVS”), both exis�ng Task Force members, have agreed to partner with the District Atorney's
Office on this project. The Alliance provided input on this proposal and has commited to collabora�ng
on both the media campaign and outreach materials components of the project as an unfunded partner.
Likewise, CVS has been consulted on the development of this proposal and will lend its exper�se to the
project ac�vi�es. Children and Family Services (CFS) will be invited to partner on this project.
11. Expected outcomes and impacts
The expected outcomes of the Healing and Justice for Underserved Survivors of Labor Trafficking Project
are to:
1. Enhance the iden�fica�on and referral of survivors of labor trafficking and cases of labor
trafficking occurring in Contra Costa County;
2. Improve the quality and scope of services provided to underserved and marginalized vic�ms of
human trafficking, especially survivors of labor trafficking;
3. Increase the capacity of the District Atorney's Office to inves�gate cases of labor exploita�on
and trafficking; and
4. Raise public awareness of labor trafficking, especially among vulnerable and underserved
popula�ons, both to prevent vic�miza�on and to increase case iden�fica�on and referral to
vic�m service providers and law enforcement.
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Contra Costa County
The expected impacts of the Healing and Justice for Underserved Survivors of Labor Trafficking Project
include:
1. Inves�ga�ve Resources: Improved capacity to inves�gate labor exploita�on and labor trafficking
crimes. Currently, the District Atorney Office's ability to inves�gate the o�en complex financial
and business records components associated with labor exploita�on and labor trafficking cases
is limited. Funding will support the addi�on of one (1) full-�me labor trafficking inves�gator with
specialized knowledge in the inves�ga�on of labor exploita�on (e.g., wage the�, extor�on) and
labor trafficking crimes, complex financial inves�ga�ons, forensic accoun�ng, and labor code
viola�ons as well as demonstrated cultural and language competence.
2. Specialized Advocacy Services: Enhanced ability to provide expert, culturally-specific, and
accessible advocacy and case management services to underserved and marginalized vic�ms of
human trafficking, especially labor trafficking. Funding will support the hiring of two (2)
addi�onal human trafficking advocates who will serve as designated labor trafficking specialists:
one to work in the Vic�m-Witness Assistance Program of the District Atorney's Office and
another to work with Community Violence Solu�ons. Emphasis will be placed on hiring
advocates with cultural and language competence as well as lived experience of human or labor
trafficking.
3. Targeted Outreach: Heightened public awareness of labor trafficking and increased referral of
labor trafficking survivors and cases to social service providers and law enforcement. Funding
will support the development and implementa�on of the Task Force's labor trafficking outreach
plan, including a countywide labor trafficking media campaign, targeted outreach ac�vi�es to
underserved popula�ons and key county agencies, development of outreach materials and
supplies, and a train-the-trainers event to enhance Task Force partners capacity to conduct
training and outreach on labor trafficking throughout the county.
4. Training and Capacity Building: Increased knowledge and capacity for serving survivors of labor
trafficking and inves�ga�ng labor trafficking cases, par�cularly involving underserved
popula�ons. Funding will support subcontracts for expert training to Task Force partners,
including the inves�gators and advocates hired through this project, to grow their ability to
work with labor trafficking survivors and on labor trafficking inves�ga�ons, par�cularly involving
underserved popula�ons.
5. Civil Legal Services: Augmented access to civil legal services for survivors of labor trafficking,
including underserved popula�ons. Funding will support subcontracts for the provision of civil
legal services by Task Force partners in areas including immigra�on relief, criminal vacatur
(records clearance), public benefits, family law (divorce and custody), labor law complaints (to
California Labor Commissioner's Office, EEOC, etc.), vic�m rights representa�on, etc.
(See appendix C: Proposed Budget more informa�on on the funding needed to support this
project.)
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Appendices
The following appendices are provided in support of this proposal:
• Appendix A: Human Trafficking Services Sta�s�cs
• Appendix B: CCHTTF Overview
• Appendix C: Proposed Budget
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Measure X Alloca�ons – Department Request for Proposals
1. Agency: District Atorney's Office
2. Contact Name: Diana Becton
3. Contact Email: DAOffice@contracostada.org
4. Proposal �tle: Poli�cal Corrup�on
5. Funding type: Ongoing
6. Proposed budget: $ 107,810
7. Popula�ons served Contra Costa County Community Members
8. Regions served:
Countywide
District 1
District 2
District 3
District 4
District 5
9. Proposed �meline: Immediately
10. Proposal summary
The District Atorney is seeking Measure X Funding to supply the addi�onal funds needed to create a
full-�me permanent Senior Inspector posi�on to inves�gate poli�cal corrup�on throughout Contra
Costa County.
The District Atorney's Office is the sole prosecu�ng agency within Contra Costa County. Our primary
mission is to seek jus�ce for vic�ms of crime and enhance public safety for all residents of Contra Costa
County.
As the Chief Law Enforcement Officer for Contra Costa County the District Atorney has the
responsibility for both inves�ga�ng and prosecu�ng allega�ons of poli�cal corrup�on. In prac�ce, the
District Atorney's Office inves�gates all allega�ons of on-duty criminal conduct on the part of public
officials (e.g., elected officials, peace officers, and government employees). These types of inves�ga�ons
are labor intensive and require the expenditure of significant inves�ga�ve resources. At the present
�me, the District Atorney's Office is only able to fund one temporary inves�ga�ve posi�on for this
func�on. The posi�on is vacant because the available applicant pool is unwilling to accept a temporary
posi�on as the Senior Inspector assigned to the inves�ga�on of poli�cal corrup�on.
The District Atorney is seeking Measure X Funding to supply the addi�onal funds needed to create a
full-�me permanent Senior Inspector posi�on to inves�gate poli�cal corrup�on throughout Contra
Costa County.
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Contra Costa County
11. Expected outcomes and impacts
This proposal directly aligns with MXCAB Goal #2 -- Equity in Ac�on and Goal #5 -- Welcoming and Safe
Community. Many in the community have voiced concerns about law enforcement organiza�ons
focusing on criminal ac�vity within the BIPOC community, as well as other vulnerable popula�ons, while
ignoring the criminal ac�vity of public officials. This proposal brings equity to the inves�ga�on of crime
and contributes to community safety by ensuring that all community members, regardless of status, are
held accountable. The community needs to know that when an allega�on of criminal conduct is leveled
against a public official the allega�on will be effec�vely inves�gated by the District Atorney's Office.
Expected outcomes and impacts:
1. Effec�ve, thorough, and efficient inves�ga�ons of public corrup�on.
2. An increase in the community's trust in the criminal jus�ce system.
3. This proposal indirectly benefits all Contra Costa County community members.
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Contra Costa County
Measure X Alloca�ons – Department Request for Proposals
1. Agency: District Atorney's Office
2. Contact Name: Diana Becton
3. Contact Email: DAOffice@contracostada.org
4. Proposal �tle: Underserved and Unserved Survivors Support Program
5. Funding type: One-�me
6. Proposed budget: $1,300,194
7. Popula�ons served BIPOC, and other marginalized communi�es with priority for An�och
8. Regions served:
Countywide
District 1
District 2
District 3
District 4
District 5
9. Proposed �meline: Jan1, 2024-Dec 31, 2026 (Three Year Pilot reques�ng $435,340/yr for 3 years)
10. Proposal summary
The Contra Costa District Atorney's Office is the sole prosecu�ng agency within Contra Costa County.
Our sole mission is to seek jus�ce and enhance public safety for all residents which includes
suppor�ng survivors of crime. Across the country, violent crime has been on the rise in recent years.
The primary goal of Underserved and Unserved Survivor Support Program (UUSSP) is to provide
support through a crucial safety net of services to vic�ms of unsolved shoo�ngs in Contra Costa
County.
Over the past four decades, homicide clearance rates - the metric used to determine how many
homicides police solve - have decreased from about 71% in 1980 to an all-�me low of about 50% in
2020, according to separate analyses of FBI data by the non-profits the Marshall Project and Murder
Accountability Project. This means that amid an unprecedented increase in homicides in 2020 and
2021, mostly by guns, roughly half of the na�on's killings went unsolved.
In a 2018 Washington Post analysis of nearly 50,000 homicides around the country, the authors
found that an arrest was made in 63 percent of murders of white vic�ms, compared to 48 percent of
those with La�nx vic�ms and 46 percent with Black vic�ms. And within ci�es throughout the
country, the data revealed significant dispari�es in murder arrest rates between neighborhoods. Low
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Contra Costa County
arrest rates in disadvantaged and racially segregated areas both reflect and contribute to broader
racial dispari�es, and as the ar�cle notes, “perpetrate cycles of violence in low-arrest areas.”
Typically, the vic�ms of unsolved violent crime do not receive resources, services, or treatment for
the trauma they have suffered, thus contribu�ng to the cycle of violence, because “hurt people hurt
people.”
The CCCDAO provides services to vic�ms of crime whose cases are prosecuted in the CCCDAO.
However, current resources do not allow the CCCDAO to extend services to vic�ms of unsolved
violent crimes.
The UUSSP will achieve its goal by increasing the availability of vic�m witness advocates. The goal is
to hire three (3) full �me vic�m witness advocates to assist underserved and unserved survivors of
violent crime. This program will focus on these vic�ms because they are o�en a uniquely vulnerable
popula�on that needs addi�onal protec�on and engagement since they face unique barriers to
accessing vic�m services and resources in the a�ermath of violent crime. Addi�onally, this
vulnerable popula�on of vic�ms o�en needs more intensive engagement because those barriers
compound the impacts of the trauma of violent crime. The UUSSP staff will be embedded in
loca�ons across the county where there are the highest rates of shoo�ngs and underserved and
unserved communi�es, including BIPOC, and other communi�es that have been historically
overlooked, or marginalized (elderly, disabled, unhoused, LGBTQ, and immigrant communi�es) and
at least one of the staff will be bilingual for the areas where there are larger Spanish speaking
underserved and unserved community members.
The UUSSP will assess and iden�fy short and long term needs, and develop culturally appropriate
responses, approaches and safety plans. The UUSSP may offer one-�me emergency assistance
grants to assist vulnerable vic�ms with resources to secure their immediate safety. The UUSSP will
also launch an educa�onal outreach program to ensure survivors and community members know
the resources that are available to them if they are the vic�m of a shoo�ng that has not been
referred to the District Atorney's Office.
11. Expected outcomes and impacts
The expected outcomes of the UUSSP will be that vic�ms of unsolved shoo�ngs will be iden�fied
and connected with vic�m advocates who can assist them with crucial safety net services that are
culturally appropriate which would include the following: 1) Crisis Interven�on and Safety Planning;
2) Counseling; 3) Increased Community Outreach; 4) Emergency Financial Assistance.
The expected impacts would include:
1. Crisis Interven�on
Providing immediate, short-term emo�onal support and connec�on to providers of physical care for
vic�ms/survivors. Services can be provided in-person, by telephone or via video/online pla�orm.
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Contra Costa County
2. Counseling
Providing individual counseling to vic�ms/survivors through referrals to qualified professional
counselors and/or counseling agencies. Counseling will be provided by an individual able to offer
counseling services per California Law.
3. Outreach
Consul�ng with members of the BIPOC, and marginalized vic�m/survivor popula�on to develop a
plan to conduct outreach to increase services and inform vic�ms/survivors of their rights. This will
include the prepara�on, publica�on, and distribu�on of informa�on materials.
4. Emergency Financial Assistance
Alloca�on of small grant funding to provide financial interven�on for vic�ms’/survivors’ immediate
safety needs.
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1
Marla Stuart, Employment and Human Services Director
Tamia Brown, Workforce Development Board Director
info@ehsd.cccounty.us | 925-608-4800
New Measure X Proposal
September 19, 2023
1
101126
2
Overview
3rd Youth Center
($5 million one time, $1.8 million ongoing)
No new funding requested
Funded with reallocated unspent EHSD MX funding
2
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3
3rd Youth Center
3
103128
4
Limitation of 2 Youth Centers
* Note: EHSD programs that serve age 14-24 youth include Medi-Cal, CalFresh, CalWORKs, Foster Care, KinGAP, Independent Living Skills Program, Adoption Assistance, and
Workforce Innovation and Opportunity Act (WIOA) Youth Programs, and other supportive services.
Source: CalSAWS for benefits program participant list and ad-hoc ILSP, Summer Youth Program, CalLearn, and WIOA Youth participant lists
Hypothetical Placement
of 2 Youth Centers
4
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5
Solution: 3rd Youth Center
5
Problem:
The Board of Supervisors allocated Measure X one-time start-up funding for two Youth
Centers: one in District 4 and one to be shared between Districts 3 and 5 with a combined
budget of $10 million, and ongoing funding of $1,837,500 for each center. This is not enough to
meet community needs.
Solution:
1.EHSD recommends reallocating $5 million in unspent Measure X funds to serve as one-
time design and development funding for a third youth center, which will result in one
Youth Center each for District 3, 4, 5.
2.EHSD recommends three allocations of $1,837,500 for FY24/25 and ongoing for center
programming and operations for 3 Youth Centers.
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6
3rd Youth Center One-time Funding
•$5,000,000
•Districts 3, 4, and
5 will each have
$5 million in start-
up funds
New Budget
•Youth ages 14 to
24
Population
•District 3
•District 4
•District 5
Regions
•9/23 – 10/23
Community Input
•11/23 –Proposal
development
•12/23 – BOS approval
•1/24 – Issue RFP
•1/24 – Site acquisition
•6/24 – Complete Site
renovation
•7/24 – Sites ready
Timeline
•BOS Approved Facility
Plan January 2024
•Ensure proximity to
schools
•Ensure transportation
so there’s easy access
•Provide Outdoor
space, desirable
activities space
•Visibility in the
Community
Results
6
Category Cost
Facility Cost ~ $ 3,900,000
Administrative Cost ~ $ 500,000
Program Cost ~ $ 200,000
Technology Cost ~ $ 300,000
Miscellaneous Cost ~ $ 100,000
Total ~ $ 5,000,000
Sample
Budget:
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7
3rd Youth Center Ongoing Funding
7
•$1,837,500 for
FY24/25 and
ongoing
New Budget
•Youth ages 14 to
24
Population
•District 3
•District 4
•District 5
Regions Timeline Results
•Year 1 serve 25% of
youth already
served by EHSD
programs:
•District 3 – 3,093
•District 4 – 2,135
•District 5 – 3,844
•6/23 Community Input
•9/23 – 11/23 –Proposal
development
•12/23 – BOS approval
•1/24 – Release RFP
•5/24 – Contract
Negotiations
•7/24 Service Begin
Budget category Cost
Personnel and fringe benefits (~5 FTE)~ $ 750,000
Operating costs ~ $ 45,000
Other costs (contracted-out services)~ $ 825,000
10% EHSD Administrative Cost ~ $ 180,000
Total ~ $ 1,800,000
Sample
Budget:
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8
Marla Stuart, MSW PhD
Director
info@ehsd.cccounty.us | 925-608-4800
Q&A
Measure X, September 19, 2023
8
108133
Contra Costa County
Measure X Alloca�ons – Department Request for Proposals
1. Agency: EMPLOYMENT AND HUMAN SERVICES DEPARTMENT (EHSD)
2. Contact Name: TAMIA BROWN
3. Contact Email: tbrown1@ehsd.cccounty.us
4. Proposal �tle: 3rd YOUTH CENTER: SITE IDENTIFICATION AND DEVELOPMENT
5. Funding type: One-�me
6. Proposed budget: $5,000,000
7. Popula�ons served YOUTH AGES 14-24
8. Regions served:
Countywide
District 1
District 2
District 3
District 4
District 5
9. Proposed �meline: Site selec�on and development complete by 6/30/24
10. Proposal summary
The Board of Supervisors allocated Measure X one-�me start-up funding for two Youth Centers --
one in District 4 and one to be shared between Districts 3 and 5 with a combined budget of $10
million. A�er considera�on of feedback received in the planning and development for youth centers
in Districts 3 and 5, it is iden�fied that the youth needs will be unique. Moreover, a single youth
center is not sufficient to serve the wide geographic range of Districts 3 and 5. Therefore, the
Employment & Human Services Department recommends realloca�ng $5 million in unspent
Measure X funds to serve as one-�me design and development funding a third youth center. Districts
3, 4, and 5 will each have $5 million in start-up funds.
11. Expected outcomes and impacts
Measures of success for youth center development include reaching BOS approved benchmarks
towards full opera�on, including but not limited to: acceptable breadth and depth of community
input process; iden�fica�on of new center sites; development and implementa�on of facility
development plans; development of program opera�on plans; comple�on of compe��ve
procurements for site development with contracts developed and completed; comple�on of
compe��ve procurements for program design with contracts developed. Program process and
outcome measures are addressed in the Youth Centers Ongoing Funding proposal.
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Contra Costa County
Measure X Alloca�ons – Department Request for Proposals
1. Agency: EMPLOYMENT AND HUMAN SERVICES DEPARTMENT (EHSD)
2. Contact Name: TAMIA BROWN
3. Contact Email: tbrown1@ehsd.cccounty.us
4. Proposal �tle: 3rd YOUTH CENTER: ONGOING OPERATIONS
5. Funding type: Ongoing
6. Proposed budget: $1,837,500
7. Popula�ons served YOUTH AGES 14-24
8. Regions served:
Countywide
District 1
District 2
District 3
District 4
District 5
9. Proposed �meline: Opera�ons begin July 1, 2024
10. Proposal summary
The Board of Supervisors allocated Measure X ongoing funding for two Youth Centers -- one in
District 4 and one to be shared between Districts 3 and 5 with a combined ongoing annual budget of
$3,675,000 in FY23/24 adopted budget for a total of $1,837,500 for each center. Aligned with our
request to provide three dis�nct one-�me alloca�ons for Youth Center design and development, the
Employment & Human Services Department also recommends three alloca�ons of $1,837,500 for
FY23/24 and ongoing for center programming and opera�ons.
11. Expected outcomes and impacts
Final outcome measures will be developed through the community input process. They may fall into
broad categories such as health and wellbeing, safety, employment preparedness, self-sufficiency,
The following process measures are an example of poten�al target popula�ons: Number of youth
served (in-school/out-of-school); accessing academic, mental health, recrea�onal services; jus�ce
impacted; homeless or unstably housed; on public assistance.
As possible, process and outcome measures will be disaggregated by measures of iden�ty to iden�fy
inequali�es in outcome and to make con�nuous improvements in services (including but not limited
to race, ethnicity, gender, age, orienta�on, na�onality, language, religion, disability).
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Contra Costa County Library
FALL 2023 MEASURE X PROPOSAL
111136
THE LIBRARY CHAMPIONS
PERSONAL AND
COMMUNITY ENGAGEMENT
IN LITERACY AND READING
TO ENRICH LIVES.
2
2 112137
Low Youth Literacy
Less than 47% are at grade level
Children
Students behind in 3rd grade are
likely to continue to lag their entire
school careers.
Children who do not read proficiently
by the end of third grade are four
times more likely to drop out than
proficient readers.
Teens
High school dropouts experience:
Higher unemployment
Lower earnings
Worse health
3
3
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Low Adult Literacy
25% in Contra Costa County
$106-$238 billion in health care costs
nationwide each year
75% of state incarcerated individuals can
be classified as low literate
Low literate adults earn 46% less per year
than adults who are proficient
A mother’s reading skill is the greatest
determinant of her children’s future
academic success, outweighing other
factors such as income and neighborhood
4
4
114139
Request
$1.5 MILLION OF ONGOING MEASURE X FUNDING FOR 15 STAFF POSITIONS
5
115140
Branch Positions
$339,188
6
These five positions will enable library staff to go to
local schools and other community organizations
to support the Library’s goal to increase the
number of children in the county who are reading
at grade-level by third grade.
1.0 Clerk Sr, 1.0 Lib. Assistant, 1.0 Lib. II, 2.0 Lib. I
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Student Success Cards
$159,167
1.0 Network Administrator II
7
Student Success Cards allow students to
use their school IDs as their library card.
This position will work with the County
Office of Education with the goal to
expand the Student Success Card
initiative to all 19 school districts in Contra
Costa.
117142
Wi-Fi Hotspots
$73,737
1.0 Library Assistant-Advanced
8
Nearly 26,000 households in the county do not
have a broadband internet subscription.
The Library currently has 300 lendable wi-fi
hotspots, they are all checked out and there is a
long waitlist.
This position will allow the Library to add an
additional 200 lendable hotspots.
118143
World Languages Collection
$73,737
1.0 Library Assistant-Advanced
9
The Library’s World Languages Collection offers
material for different age groups in various
formats in Spanish, Chinese, Farsi, Russian, and
Tagalog.
This position will allow an increase to the Spanish,
Chinese and Tagalog collections and add new
Vietnamese and Korean collections.
119144
Project Second Chance
$57,381
1.0 Library Literacy Assistant – Bilingual Spanish
10
Project Second Chance is the Library’s
adult literacy program.
With over 150,000 residents in the county speaking English less than “very well” there is a need to create more opportunities for adults to learn English.
This position will allow PSC to double the
number of English language learners
served.
120145
Racial Equity
$151,522
1.0 Racial Equity & Diversity Officer
Goal 2: easy, equitable
access to library services for all county residents.
The Library’s is working to become an anti-racist
institution so everyone feels welcome, respected,
included and a sense of belonging.
This position will ensure the
Library can meet the County’s and Department’s
racial equity goals.
11
121146
Virtual Library
$173,067
1.0 Information Systems Program Manager
12
Since 2020, the demand for online
services has increased exponentially by
users of all ages and abilities.
This position will allow the Virtual Library
unit to better keep up with the needs and
demands of the community.
122147
Human Resources
$223,553
1.0 Administrative Aide
1.0 Training & Staff Development Specialist
The Library is very sparsely staffed
On average, 14 percent of positions
are vacant with 15 absences daily.
This position will ensure quicker hiring
and participation in recruitment
outreach.
High turnover rate
New employees: 250 and 300 hours of
training, ideally within the first three
months of employment.
Ongoing continuing education for
new services and shifting priorities.
This position will ensure staff are
trained at the highest level.
13
123148
Marketing & Promotions
$248,716
1.0 Administrative Services Assistant II
1.0 Community & Media Relations Specialist
Public cannot take advantage of
Library resources f they don’t know
about them.
With 26 branches to cover and
hundreds of programs, resources and
services to promote, the Library’s
single DCMRC has only scratched the
surface of possibilities.
This position will allow marketing to
targeted underserved populations.
The Library collects a tremendous
amount of data but does not have
the capacity to fully analyze and
utilize it to understand the changing
needs of the community and library
users.
This position will ensure the library has
a clear understanding of the county’s
needs by community.
14
124149
Estimated Annual Cost
15
FY 23-24 Estimated Cost Classification Benefit to Community
$151,522 Racial Equity & Diversity Officer Oversees REDI efforts
$126,195 Community & Media Relations Specialist Marketing
$140,724 Training & Staff Development Specialist Staff training
$122,521 Administrative Services Assistant II Data Analysis
$159,167 Network Administrator II Expand Student Success
Card Program
$82,829 Administrative Aide Human Resources
125150
Estimated Annual Cost
16
FY 23-24 Estimated Cost Classification Benefit to Community
$57,381 Library Literacy Assistant- Bilingual
Spanish
Project Second Chance
$73,737 Library Assistant Advanced Support Expansion of World
Language Collections
$173,067 Information Systems Project Manager Manager for Virtual Library
Unit
$73,737 Library Assistant Advanced Support expansion of
lendable wi-fi hotspots
$339,188 1.0 Lib II, 1.0 Lib I, 1.0 LAJ, 1.0 Cl. Sp.Public service branch
positions
126151
$1.5 Million Ongoing Funding
Expanded Services
•Library branch services
•IT support
•Adult literacy
•Human Resources
•Collection Development
•Marketing
Customers Served
•English Language Learners
•Children behind in reading
•New immigrants
•Bilingual residents
•Low-income residents with no
broadband at home
Expected Outcomes
•66% increase in lendable wi-fi hotspots
•10,000+ new student accounts
•11,000 new households in the next five years
•50 more ELL PSC students annually
•20% increase in existing World Languages Collection
•New Vietnamese and Korean collections
•Marketing in Spanish and Chinese languages
•A consistent 5% or lower staff vacancy rate
17
127152
Contra Costa County
Measure X Alloca�ons – Request for Proposals
1.Agency:
2.Contact Name:
3.Contact Email:
4.Proposal �tle:
5.Proposal funding type:
6.Proposed budget:
7.Popula�ons served:
8.Regions served:
Countywide
District 1
District 2
District 3
District 4
District 5
9.Proposed �meline:
10.Proposal summary
11.Expected outcomes and impacts
128153
Library Department
2023 Measure XProject Proposal
129154
Introduction
The Library is an essential County service that provides collections, digital
resources, programs, facilities, high-speed internet, technology, and staff
expertise to meet the lifelong needs of all residents. It provides a link to critical
support for early childhood education, safety-net programs, and overall
wellness in the community. However, due to the Library’s modest funding,
staffing is not sufficient for the Library to meet its fullest potential to benefit
county residents.
The Library is requesting $1.5 million of ongoing Measure X funding for 15 staff
positions so the Library can better support and benefit the most vulnerable
populations in the county. These added positions will allow the library to
develop new services and increase already existing critical services geared
specifically to identified low-income communities that are underserved by the
Library Department.
2 130155
Contra Costa County Library consists of 26 libraries in 18 cities and five
unincorporated areas throughout the county:
Other locations and services include a library inside Juvenile Hall, a robust
adult literacy program (Project Second Chance) located in San Pablo, Hercules,
Concord, Antioch and Brentwood, and an early literacy outreach program.
Background
■ Antioch■ Bay Point■ Brentwood■ Clayton■ Concord■ Crockett■ Danville■ Dougherty Station (San Ramon)■ El Cerrito■ El Sobrante■ Hercules■ Kensington■ Lafayette
■ Martinez■ Moraga■ Oakley■ Orinda■ Pinole■ Pittsburg■ Pleasant Hill■ Prewett (Antioch)■ Rodeo■ San Pablo■ San Ramon■ Walnut Creek■ Ygnacio Valley (Walnut Creek)
Contra Costa County Library consists of 26 libraries in 18 cities and five
unincorporated areas throughout the county:
Other locations and services include a library inside Juvenile Hall, a robust
adult literacy program (Project Second Chance) located in San Pablo, Hercules,
Concord, Antioch and Brentwood, and an early literacy outreach program.
Background
■ Antioch■ Bay Point■ Brentwood■ Clayton■ Concord■ Crockett■ Danville■ Dougherty Station (San Ramon)■ El Cerrito■ El Sobrante■ Hercules■ Kensington■ Lafayette
■ Martinez■ Moraga■ Oakley■ Orinda■ Pinole■ Pittsburg■ Pleasant Hill■ Prewett (Antioch)■ Rodeo■ San Pablo■ San Ramon■ Walnut Creek■ Ygnacio Valley (Walnut Creek)
3131156
Cardholders
More than 337,000 people have Contra Costa County
Library cards, however, there is a significant disparity when
looking at who has library cards compared to the average
income in each community. Areas with a higher Market
Penetration (number of households with at least one active library
cardholder) are roughly correlated to areas of higher income.
Market Penetration by Branch
Antioch
Pittsburg
Prewett
Bay Point
San Pablo
Concord
Oakley
Crockett
Brentwood
Pinole
Hercules
El Sobrante
Rodeo
Martinez
Clayton
Walnut Creek
El Cerrito
Pleasant Hill
Danville
San Ramon
Ygnacio Valley
Dougherty Station
Kensington
Lafayette
Moraga
Orinda
0%5%10%15%20%25%30%35%40%45%50%
OrangeBoy, Inc. All rights reserved
Cardholders
More than 337,000 people have Contra Costa County
Library cards, however, there is a significant disparity when
looking at who has library cards compared to the average
income in each community. Areas with a higher Market
Penetration (number of households with at least one active library
cardholder) are roughly correlated to areas of higher income.
Market Penetration by Branch
0%5%10%15%20%25%30%35%40%45%50%
Antioch
Pittsburg
Prewett
Bay Point
San Pablo
Crockett
Concord
Oakley
Brentwood
Hercules
Pinole
Martinez
El Sobrante
Clayton
Walnut Creek
Pleasant Hill
El Cerrito
Danville
San Ramon
Ygnacio Valley
Dougherty Station
Kensington
Lafayette
Moraga
Orinda
OrangeBoy, Inc. All rights reserved
Rodeo Library Numbers not available
4 132157
This disparity indicates that many low-income or vulnerable residents
who could most benefit from the Library’s services face certain
barriers to using the library regularly such as transportation
issues, less free time and most importantly, fewer available
library open hours since low-income communities are
less likely to have city-funded additional open hours.
Median Income by Branch
$0.00 $20K $40K $60K $80K $100K $120K $140K $160K $180K
Bay Point
San Pablo
Antioch
Pittsburg
Concord
El Sobrante
Crockett
Oakley
Martinez
Pinole
El Cerrito
Walnut Creek
Hercules
Pleasant Hill
Brentwood
Clayton
Prewett
Ygnacio Valley
San Ramon
Moraga
Kensington
Lafayette
Dougherty Station
Danville
Orinda
$51,462.82
$57,473.37
$58,433.20
$70,351.05
$74,687.94
$80,270.92
$81,975.35
$89,827.32
$92,166.18
$92,184.17
$100,549.57
$102,834.97
$103,348.84
$104,599.26
$104,692.17
$106,919.85
$101,355.14
$113,086.97
$130,871.24
$136,537.24
$138,812.18
$141,708.32
$153,417.85
$155,914.41
$164,581.96
OrangeBoy, Inc. All rights reserved
Rodeo Library Numbers not available
This disparity indicates that many low-income or vulnerable residents
who could most benefit from the Library’s services face certain
barriers to using the library regularly such as transportation
issues, less free time and most importantly, fewer available
library open hours since low-income communities are
less likely to have city-funded additional open hours.
The following requested positions will help to
address these disparities.
Median Income by Market Penetration
$0.00 $20K $40K $60K $80K $100K
Bay Point $51,462.82
San Pablo $57,473.37
Antioch $58,433.20
Pittsburg $70,351.05
Concord $74,687.94
El Sobrante $80,270.92
Crockett $81,975.35
Oakley $89,827.32
Martinez $92,166.18
Pinole $92,184.17
El Cerrito $100,549.57
Walnut Creek $102,834.97
Rodeo $103,348.84
Hercules $103,348.84
Pleasant Hill $104,599.26
Brentwood $104,692.17
Clayton $106,919.85
Prewett $101,355.14
Ygnacio Valley $113,086.97
San Ramon $130,871.24
Moraga $136,537.24
Kensington $138,812.18
Lafayette $141,708.32
Dougherty Station $153,417.85
Danville $155,914.41
Orinda $164,581.96
$120K $140K $160K $180K
OrangeBoy, Inc. All rights reserved
5133158
Request
$1.5 million of ongoing Measure X funding for staff will support the
implementation or expansion of the following services that will directly
benefit underserved residents primarily in low-income areas of the county.
Public Service Branch Positions
The COVID-19 pandemic greatly disrupted education and had a markedly
negative impact on reading scores. In Contra Costa County overall reading
scores are, on average, down half a grade level. However, low-income students
are now behind two grade levels compared to the average student, while
students who are not low-income are up by almost one grade. With literacy
and reading levels so negatively and unevenly affected by the pandemic, it is
critical that the Library increases its efforts to connect families with library
resources and services that will improve their children’s reading skills. Library
staff are currently working with the County Office of Education to create an
action plan to help get students’ reading back on track. These five positions will
enable library staff to go to local schools and other community organizations to
support the Library’s goal to increase the number of children in the county who
are reading at grade-level by third grade.
1.0 Clerk-Senior, 1.0 Library-Assistant, 1.0 Librarian II, 2.0 Librarian I
Student Success Cards
Many students experience barriers when trying to sign up for a library card
since they often do not have an ID with their current address or do not have
a parent who is available to accompany them to the library to sign them up
for a card. The Library’s Student Success Card Initiative allows students to use
their school ID as their library card if their school is enrolled in this program.
This program was successfully piloted with the Antioch Unified School
District and now the Library Department is working with the County
Superintendent of Schools to create pathways to implement the program in
all nineteen school districts in Contra Costa County. This will require
additional IT support since school ID numbers from all school districts will
need to be imported and managed in a database that will require regular and
ongoing updates and maintenance.
1.0 Network Administrator II
6 134159
Wi-Fi Hot Spots
Close to 26,000 households in Contra Costa County do not have a broadband
internet subscription. The Library currently has 300 lendable Wi-Fi hotspots
for at-home use that can be borrowed for three weeks at a time. One
hundred of these are “Lucky Day” hotspots dedicated to libraries in
low-income communities throughout the county. “Lucky Day” hotspots are
not available for online reservations and can only be checked out by walk-in
patrons. This keeps these devices available in the communities where there
are the lowest rates of at-home internet access. All 300 hotspots are checked
out at this writing and 236 people are on the waitlist. Since the Library began
lending hotspots in 2021, they have been checked out 6,144 times. This
program is very labor intensive and an additional staff person will allow the
Library to increase the number of lendable hotspots from 300 to 500.
1.0 Library Assistant-Advanced
Virtual Library
The Virtual Library workgroup is responsible for the web presence of the
Library, its online resources and other innovative technologies for the public.
Since the COVID-19 pandemic the work of the Virtual Library team has grown
exponentially as a result of the public’s expectations for increased online
services. The Library now offers extensive online programs, events and classes
and will be expanding those resources and creating the option for online
library card renewals. With the increased demand for online services and
resources, the Virtual Library work group is in need of a dedicated manager
who can lead and support these important innovative initiatives.
1.0 Information Systems Program Manager
7135160
Racial Equity and Diversity
Since 2013, one of the Library’s strategic goals is to ensure easy, equitable
access to library services for all Contra Costa County residents. As such, the
consideration of equity is central to all library operations and services. The
Library Department significantly increased its focus on equity and diversity
starting in 2018 with the creation of an Equity, Diversity and Inclusion (EDI)
staff committee. Starting in 2020, the Library Department began providing
ongoing racial equity training to all staff and created an additional committee
to systematically review and update all departmental policies, procedures and
practices using a racial equity lens. The Library’s goal is to become an
anti-racist institution so everyone in the county feels welcome, respected,
included, and represented at the Library. To further move the organization
forward in a systematic and sustained way will require someone who is
professionally trained and experienced in this work. This position will help
ensure that EDI continues to be at the core of the Library’s values. It will be
responsible for EDI continuing education for library staff and promoting
collaboration across the library’s units and other county departments. It will
serve as a liaison between the County’s Office of Racial Equity and Social
Justice and the Library, leading the development and execution of the library’s
Racial Equity Action Plan. Along with these tasks, this position will serve as a
resource for library leadership, employees, and members of the community.
1.0 Racial Equity and Diversity Officer
Project Second Chance
Project Second Chance (PSC) is the Library’s adult literacy program that provides
free and confidential basic literacy tutoring to both native and non-native
English-speaking adults in Contra Costa County. Tutoring is done by trained
volunteers with the support of professional staff. Low literacy is associated with
several adverse health outcomes, as well as poorer employment and income
outcomes. With over 150,000 residents in Contra Costa County speaking English
less than “very well” and a limited number of seats available in adult school and
community college ESL programs, there is a demonstrated need for more
opportunities for adult community members to learn English. This additional
position will allow PSC to double the number of English learners it is currently
able to serve annually from 50 to 100 people and will focus on providing services
in communities with large Spanish-speaking populations, including San Pablo,
Pittsburg, Bay Point, and Concord.
1.0 Library Literacy Assistant-Bilingual Spanish
8 136161
Racial Equity and Diversity
Since 2013, one of the Library’s strategic goals is to ensure easy, equitable
access to library services for all Contra Costa County residents. As such, the
consideration of equity is central to all library operations and services. The
Library Department significantly increased its focus on equity and diversity
starting in 2018 with the creation of an Equity, Diversity and Inclusion (EDI)
staff committee. Starting in 2020, the Library Department began providing
ongoing racial equity training to all staff and created an additional committee
to systematically review and update all departmental policies, procedures and
practices using a racial equity lens. The Library’s goal is to become an
anti-racist institution so everyone in the county feels welcome, respected,
included, and represented at the Library. To further move the organization
forward in a systematic and sustained way will require someone who is
professionally trained and experienced in this work. This position will help
ensure that EDI continues to be at the core of the Library’s values. It will be
responsible for EDI continuing education for library staff and promoting
collaboration across the library’s units and other county departments. It will
serve as a liaison between the County’s Office of Racial Equity and Social
Justice and the Library, leading the development and execution of the library’s
Racial Equity Action Plan. Along with these tasks, this position will serve as a
resource for library leadership, employees, and members of the community.
1.0 Racial Equity and Diversity Officer
Project Second Chance
Project Second Chance (PSC) is the Library’s adult literacy program that provides
free and confidential basic literacy tutoring to both native and non-native
English-speaking adults in Contra Costa County. Tutoring is done by trained
volunteers with the support of professional staff. Low literacy is associated with
several adverse health outcomes, as well as poorer employment and income
outcomes. With over 150,000 residents in Contra Costa County speaking English
less than “very well” and a limited number of seats available in adult school and
community college ESL programs, there is a demonstrated need for more
opportunities for adult community members to learn English. This additional
position will allow PSC to double the number of English learners it is currently
able to serve annually from 50 to 100 people and will focus on providing services
in communities with large Spanish-speaking populations, including San Pablo,
Pittsburg, Bay Point, and Concord.
1.0 Library Literacy Assistant-Bilingual Spanish
9137162
Human Resources
The Library Department is very sparsely staffed and on average 14 percent of its
positions are vacant at any given time. Additionally, on a typical day, there are
approximately 15 absences due to illness, vacation, jury duty, or training. This
creates an urgent need for vacant positions to be filled as soon as possible so
Library services can continue without interruption. The addition of an
administrative aide will help to ensure that there are no delays in scheduling
and preparing interviews and will ensure vacant positions stay unfilled for the
shortest duration possible. Additionally, this position will enable the Library to
participate in recruitment events the department doesn’t typically attend to
encourage a more diverse applicant pool that better reflects the communities
of Contra Costa County.
1.0 Administrative Aide
Since the Library Department has a fairly high turnover rate, there is a
constant need to train new hires. Each new employee is required to complete
between 250 and 300 hours of training, depending on the job classification.
Ideally, all training should be completed within the first three months of
employment to ensure consistent, high-quality customer service, however,
because the Library doesn’t have a dedicated training specialist, they often
take much longer to complete. There is also a strong need for ongoing
continuing education so staff are ready for new services, technologies and
initiatives that are introduced on an ongoing basis in order to respond to the
ever-shifting needs of the county’s residents. All training is currently
coordinated by a staff committee with support from library leadership. This
model works on a limited basis but does not allow for the development of a
long-term, strategic, and thoughtful continuing education curriculum that
anticipates the needs of staff and the community. This position will also allow
the Library Department to develop a robust career pathway program that will
include training new managers, mentoring new librarians and preparing
interested temporary staff for a career in libraries.
1.0 Training and Staff Development Specialist
10 138163
Marketing and Promotions
The Library has an enormous amount of high value resources free to use for all
community members. However, the public cannot take advantage of these if
they don’t know about them. The Library’s very first Departmental
Community and Media Relations Coordinator (DCMRC) was hired in 2015 in
response to overwhelming feedback from the public that the Library needed
to market itself better. Since then, the Library’s DCMRC has initiated several
successful marketing initiatives including elevating the Library’s social media
presence, writing a monthly library column for the East Bay Times, launching
the Library’s first television and streaming ad campaign and much more.
With 26 branches to cover and hundreds of programs, resources and services
to promote, the DCMRC has only scratched the surface of possibilities. Having
another marketing and communications position will allow the library to
connect and reconnect more residents to the Library’s resources and services
so no one is left behind. With this additional position the library will be able to
promote its resources and events in local recreation guides, municipal
newsletters, school newsletters, community newspapers, and will be able to
do so in languages other than English. Additionally, the Library will be able to
increase its email and social media campaigns, and further cultivate its
relationships with local media for a bigger and more consistent presence with
local news outlets and channels.
1.0 Community and Media Relations Specialist
The Library collects a tremendous amount of data but does not currently
have the capacity to fully analyze and utilize it in order to understand the
constantly changing community and library user trends and needs. There
are also vast amounts of publicly accessible data that can be harnessed to
help the Library Department be more informed about its user base. Data is a
powerful tool that, given the right expertise, can help determine what library
resources are most needed and help ensure that the Library directs its limit-
ed resources where there is the greatest need and on what the community
most wants and requires.
1.0 Administrative Services Assistant II
11
World Languages Collection
The Library’s World Languages Collection offers material for adults, young
adults, and children in formats that include books, periodicals, and
audio-visual materials in Spanish, Chinese, Farsi, Russian and Tagalog. In
2022, the library conducted a diversity audit from which it learned there is a
need to significantly increase its Spanish, Chinese and Tagalog language
collections and introduce Vietnamese and Korean collections at the San
Pablo and San Ramon libraries respectively. Because these materials cannot
be ordered pre-processed and catalogued, an additional staff member is
needed to support that work. With this additional position, the Library will
be able to increase the number of items in its existing World Languages
Collections by up to 20 percent as well as introduce a Vietnamese and
Korean collection.
1.0 Library Assistant-Advanced
139164
Marketing and Promotions
The Library has an enormous amount of high value resources free to use for all
community members. However, the public cannot take advantage of these if
they don’t know about them. The Library’s very first Departmental
Community and Media Relations Coordinator (DCMRC) was hired in 2015 in
response to overwhelming feedback from the public that the Library needed
to market itself better. Since then, the Library’s DCMRC has initiated several
successful marketing initiatives including elevating the Library’s social media
presence, writing a monthly library column for the East Bay Times, launching
the Library’s first television and streaming ad campaign and much more.
With 26 branches to cover and hundreds of programs, resources and services
to promote, the DCMRC has only scratched the surface of possibilities. Having
another marketing and communications position will allow the library to
connect and reconnect more residents to the Library’s resources and services
so no one is left behind. With this additional position the library will be able to
promote its resources and events in local recreation guides, municipal
newsletters, school newsletters, community newspapers, and will be able to
do so in languages other than English. Additionally, the Library will be able to
increase its email and social media campaigns, and further cultivate its
relationships with local media for a bigger and more consistent presence with
local news outlets and channels.
1.0 Community and Media Relations Specialist
The Library collects a tremendous amount of data but does not currently
have the capacity to fully analyze and utilize it in order to understand the
constantly changing community and library user trends and needs. There
are also vast amounts of publicly accessible data that can be harnessed to
help the Library Department be more informed about its user base. Data is a
powerful tool that, given the right expertise, can help determine what library
resources are most needed and help ensure that the Library directs its limit-
ed resources where there is the greatest need and on what the community
most wants and requires.
1.0 Administrative Services Assistant II
12
World Languages Collection
The Library’s World Languages Collection offers material for adults, young
adults, and children in formats that include books, periodicals, and
audio-visual materials in Spanish, Chinese, Farsi, Russian and Tagalog. In
2022, the library conducted a diversity audit from which it learned there is a
need to significantly increase its Spanish, Chinese and Tagalog language
collections and introduce Vietnamese and Korean collections at the San
Pablo and San Ramon libraries respectively. Because these materials cannot
be ordered pre-processed and catalogued, an additional staff member is
needed to support that work. With this additional position, the Library will
be able to increase the number of items in its existing World Languages
Collections by up to 20 percent as well as introduce a Vietnamese and
Korean collection.
1.0 Library Assistant-Advanced
140165
Recommendation
If adequately funded, the Library is uniquely positioned to have
a deep and far-reaching effect on addressing disparities in our
communities that lead to poorer life outcomes for residents in
primarily low-income communities. With additional staffing,
the Library will be able to further connect residents to
resources that will improve their lives and help them reach their
fullest potential. Contra Costa County Libraries are trusted and
much-loved institutions uniquely positioned to improve and
enhance the lives of the county’s most vulnerable residents.
With libraries in almost every city and community in the county,
combined with the vast number of partnerships that have been
fostered over the years, Measure X funding allocated to the
Library for additional staff will have an exponentially beneficial
and long-term impact for the sustained well-being of Contra
Costa County residents.
13141166
142167
Public Works
Department
Parks and Recreation
Proposal
Measure X
Presentation
September 19, 2023
1
143168
2
Who operates parks and recreation in unincorporated Contra
Costa County?
Parks and recreation in unincorporated Contra Costa County are
managed by the Special Districts section of Public Works. We
operate the following 22 facilities:
•Alamo Elementary School, and Rancho Romero School Fields in Alamo
•Livorna, Hap Magee, Andrew H. Young and Hemme Parks in Alamo
•Alamo Oaks Trail in Alamo
•Diablo Vista Field in unincorporated Danville
•Parkway Estates and Spears Circle Parks in North Richmond
•Fox Creek and Walden Parks at Contra Costa Centre/Pleasant Hill BART
•Montalvin Manor Park and Montarabay Community Center/Ballfield in Montalvin
Manor/Tara Hills
•Rodeo Creek Trail in Rodeo
•Pacheco Creekside Park in Pacheco
•Clyde, Maybeck, Marie Porter, and Big Oak Tree Parks in Clyde
•Regatta and Slifer Parks in Discovery Bay
144169
3
Where are the County’s Parks?
145170
4
What are some of our challenges
at the County’s parks?
146171
5
Walden Green, Contra Costa Centre
Big Oak Tree Park, Clyde
•Service level
expectations exceed
available funding
•Underutilized due to
safety issues
•Lack of Investment
•Deferred
Maintenance
•End of useful life
147172
6
Montalvin Manor Park, San Pablo
•Significant
Vandalism
•Unhoused Issues
•Illegal Dumping
•Illegal use (off road
vehicles)
•Prop 218 Process
148173
7
Limited or no parks or
recreation
opportunities in the
following
communities:
•El Sobrante
•Knightsen
•Rodeo
•Bethel Island
•Saranap
•Byron
149174
8
Funding for maintenance and capital needs of parks and recreation in
the County is not adequate, limiting the facilities and services that we
are able to provide.
This existing funding model does not allow for the capital acquisition of
parks or even larger capital improvements to existing parks and does
not meet the needs of our unincorporated communities. Communities
have expressed a desire for expanded services.
Proposal:
$1,000,000 of annual Measure X allocation would be used to
fund the establishment of a larger, Countywide parks and
recreation program.
150175
9
This structural funding problem is particularly acute in many of
the disadvantaged communities of the County where limited
funding has dwindled in value due to inflation and a lack of
cost-of-living adjustments. This forces Public Works to
minimally maintain or even close these facilities due to an
ever-shrinking funding base. The requested funds would
augment the limited park and recreation revenues streams
throughout the county, but with a focus on providing equity to
our less-affluent communities.
Montarabay Community Center, San Pablo
151176
10
Funding a Countywide Parks and
Recreation program would increase equity
amongst County residents.
Specifically, the proposal would:
1.Provide consistent funding for capital
improvements and deferred
maintenance to existing parks and
community center.
2.Provide funding for planning and
development of new park and
recreation facilities.
3.Increase ability to leverage grant
funding opportunities that expand
Countywide park and recreation
services.
Montalvin Manor Park, San Pablo
152177
11
After prioritizing the immediate needs
and determining community aspirations,
these funds could be used to develop
and improve overall park maintenance
and recreation services throughout the
County.
Priorities would be set annually working
with the County Administrator’s Office
and the County Board of Supervisors.
Public Works would also partner with
the Department of Conservation and
Development and others to leverage
funding opportunities.
Slifer Park, Discovery Bay
153178
12
$300,000 Planning & Development of new Parks and Recreation
Facilities
Survey of County residents to establish priorities and specific parks
and recreation programming in their area
Prioritization of Future Capital Investment Projects
$700,000 Immediate Capital Investment Projects
Montalvin Manor Park, San Pablo
Montara Bay Community Center, San Pablo
Pacheco Creek Trail, Pacheco
Rodeo Creek Trail, Rodeo
Potential Expenditure Plan, Year 1
154179
13
Expected Outcomes and Impacts:
•Increased equity in the delivery of parks and recreation services.
•Improved physical health and mental well-being for County residents via
increased availability of and recreational opportunities in communities that are
disproportionally affected by negative health outcomes.
•Improved quality of life. Increased opportunities for outdoor exercise and
community interaction in safe park settings.
•Provide recreation programs to residents
that might not otherwise have access to
these services.
•Improved security and safety in all
existing County parks.
Livorna Park, Alamo
155180
14
Expected Outcomes and Impacts (continued):
•Acquisition and development of parks in unincorporated areas that do not
currently have parks.
•An understanding of community wants and needs (aspirations) for their
parks and recreation programs. Increased community involvement via
surveys and community outreach efforts regarding parks and recreation in
their communities.
•A chance to empower residents to improve the physical and mental health
of their own communities.
•Increased opportunity to leverage
grants using County-provided funding
as a match to grants from agencies
such as California State Parks.
Clyde Park, Clyde
156181
Questions?
15
157182
Contra Costa County
Measure X Alloca�ons – Department Request for Proposals
1. Agency: Public Works
2. Contact Name: Brian Balbas/Warren Lai
3. Contact Email: brian.balbas@pw.cccounty.us/warren.lai@pw.cccounty.us
4. Proposal �tle: County Parks Maintenance and Opera�ons and Recrea�on
5. Funding type: Ongoing
6. Proposed budget: $1,000,000
7. Popula�ons served All popula�ons with focus on areas of the county lacking funding for parks
8. Regions served:
Countywide
District 1
District 2
District 3
District 4
District 5
9. Proposed �meline: Implementa�on FY2023/24 - developing projects lists similar to Sustainability
Fund
10. Proposal summary
The proposal is to use an annual Measure X alloca�on to fund capital needs in areas of the County
that do not have sufficient funding for proper park maintenance and the establishment of a larger,
County-wide Parks and Recrea�on program.
Currently, funding for maintenance and capital improvements of parks and recrea�on facili�es in the
County derives from several small, dependent special districts, many of which are underfunded and
limited in the range of facili�es and services they can provide. This exis�ng funding model, which
only provides minimal maintenance funding, does not allow for the capital acquisi�on of parks or
larger capital improvements to exis�ng parks. This structural funding problem is par�cularly acute in
many of the disadvantaged communi�es of the County where limited funding has decreased in value
due to infla�on and a lack of cost-of-living adjustments, resul�ng in Public Works providing minimal
levels of park maintenance service and even closure of facili�es due to an ever-shrinking funding
base. The requested funds would augment the limited park and recrea�on revenue streams
throughout the County, with a focus on providing equity to disadvantaged communi�es.
Funding the proposed County-wide Parks and Recrea�on program would provide a mul�-stage focus
158183
Contra Costa County
on improving the outdoor and social experience for all unincorporated communi�es. Specifically, the
proposal would:
1. Provide funding for cri�cally needed capital improvements to exis�ng parks in disadvantaged
areas. This would include basic ameni�es such as playground equipment, ball courts, restrooms,
and Americans with Disabili�es access to exis�ng parks and community centers.
2. Allow for survey of residents in all unincorporated areas to determine community aspira�ons
for parks and recrea�on; and
3. Based on the survey results, implementa�on of both a park acquisi�on/capital improvement
program and recrea�onal programming tailored for specific community needs.
Public Works has iden�fied several immediate needs for these funds to improve park and recrea�on
access and condi�ons for communi�es in the county, par�cularly in marginalized communi�es in
west and central county. A�er priori�zing immediate needs and determining community aspira�ons,
these funds could be used to develop and improve overall park maintenance and recrea�on services
throughout the county. Priori�es would be set annually working with the County Administrator's
Office and the County Board of Supervisors, poten�ally partnering with the Department of
Conserva�on and Development and others to leverage funding opportuni�es in other areas.
Developing a County-wide parks and recrea�on program will need to be done in coordina�on with
exis�ng county parks and recrea�on districts, such as East Bay Regional Park District (EBRPD) and
Ambrose Recrea�on and Park District, and perhaps others, to avoid overlap or duplica�on of
programs and services.
11. Expected outcomes and impacts
The an�cipated outcomes and impacts of the proposed establishment of a County-wide Parks and
Recrea�on program are as follows:
• Increased equity in the delivery of parks and recrea�on services to the unincorporated
communi�es of Contra Costa County.
• Improved physical health and mental well-being for County residents via increased
availability of community parks and recrea�onal opportuni�es in communi�es that are
dispropor�onally affected by nega�ve health outcomes. Increased opportuni�es for outdoor
exercise and community interac�on in safe park se�ngs. Improved quality of life.
• Opportuni�es to provide recrea�on programs to residents that might not otherwise have
access to these services.
• Improved security in exis�ng County parks and community center facili�es.
• Maintenance of exis�ng County parks to a higher standard in all communi�es, not just the
parks in loca�ons with adequate exis�ng funding.
• Installa�on of basic park ameni�es, in all County parks and recrea�on facili�es.
159184
Contra Costa County
• An understanding of community wants and needs (aspira�ons) for their parks and recrea�on
programs. Increased community involvement via surveys and community outreach efforts
regarding parks and recrea�on in their communi�es.
• A chance to empower residents to improve the physical and mental health of their own
communi�es.
• Increased opportunity to leverage grants using County-provided funding as a match to grants
from agencies such as California State Parks.
160185
Service Through Efficiency
and Transparency
Contra Costa County
Office of the Sheriff
161186
To keep Contra Costa’s regional hospital
open and staffed; fund community health
centers; provide timely fire and emergency
response ; support crucia l sa fety-net services;
invest in ea rly childhood services; protect
vulnera ble popula tions ; and for other
essentia l county services...
Mea sure
X
162187
Pre -Ba llot
Survey
Supported ma inta ining Sheriff
pa trols a nd services
Supported increasing
accountability and transparency in
the Sheriff's Department
73%
82%
163188
Situation •On August 9, 2022, the Boa rd of Supervisors
approved the implementation of a quarterly
Oversight Report from the Office of the Sheriff
•The report is meant to allow for questions and
public discussion
•The intent is to improve communica tion a nd
pro vide greater transparency for the community
•During each report, the Board of Supervisors
asked for an increase in the type of data being
presented
164189
Problem
•The Sheriff’s Quarterly Report shows a desire for
increased transparency and accountability
•The Sheriff’s Office data is held in several
different systems a nd da ta ba ses a cross severa l
divisions within the a gency
•These are often old and difficult to work with
re q uiring specia lized scripts written to sea rch
•A lot of the data has to be hand counted
•The combination of these can lead to
in c o nsistencies
•There is currently no unit tasked with handling all
of the data
165190
Proposal •Create an Information and Intelligence Unit
•(3) Information Systems Programmers
•(1) Lieutenant
•This unit would be a business intelligence unit ta sked
w it h collecting, analyzing, and presenting the Sheriff’s
Office data and increasing transparency
166191
Business
Inte llige nce
•Wha t is a business intelligence unit a nd
what are its goals and functions?
•Collect, analyze, and report data from
va r ious sources
•Provide insights a nd recommenda tions to
support decision-ma king
•Identify trends, patterns and opportunities
for improvement
•Enhance the performance and efficiency of
the orga niza tion
167192
Information
and
Intelligence
Unit
•How will the Information and Intelligence
Unit (I&I Unit) enhance the transparency
of the Office of the Sheriff's opera tions,
policies, a nd decisions?
•The I&I Unit can collect, analyze, and report
da t a on the Office of the Sheriff's a ctivities,
such a s a rrests, use of force, compla ints, a nd
outcomes.
•The I&I Unit can provide dashboards,
visualizations, and interactive tools that allow
the public a nd other sta keholders to a ccess
and explore the data in a user-friendly wa y.
•The I&I Unit can identify and address data
qua lity issues, such a s missing, ina ccura te, or
inconsistent data, that may affect the
relia bility a nd va lidity of the informa tion.
168193
Information
and
Intelligence
Unit
•How will the Information and
Inte lligence Unit (I&I Unit) enhance the
tra nspa rency of the Office of the
Sheriff's opera tions, policies, a nd
decisions?
•The I&I Unit can conduct evaluations and
a ssessments of the Office of the Sheriff's
programs, policies, and practices, and
provide recommendations for improvement
based on evidence and best practices.
•The I&I Unit ca n fa cilita te communica tion
and collaboration with the public and other
pa rtners, such a s community orga niza tions,
researchers, and media, to increase trust and
a ccounta bility.
169194
Information
and
Intelligence
Unit
•How can the I&I Unit provide accurate,
timely, and relevant data and
informa tion to the public, the media ,
and other stakeholders?
•Establishing clear and consistent data
sta nda rds a nd definitions a cross the Office
of the Sheriff
•Implementing robust data quality checks
and validation processes to ensure data
accuracy and reliability
•Leveraging advanced analytics tools and
techniques to extract insights and trends
from da ta
•Communicating data findings and
rec ommenda tions effectively using
appropriate channels and formats
170195
Information
and
Intelligence
Unit
•How can the I&I Unit monitor,
evaluate, and report on the
performance, quality, and impact of
the Office of the Sheriff's a ctivities
a nd initia tives?
•Compare the results with the expected
out comes and benchmarks.
•Evaluate the impact of the activities and
initia tives on Office of the Sheriff's mission,
vision, a nd va lues, a s well a s on the
community and stakeholders
•Monitor the implementation of the
reco mmendations and track the progress
and improvement over time
171196
Information
and
Intelligence
Unit
•How can the I&I Unit collect and
disseminate data and information from
va rious sources, systems, a nd
pla tforms?
•Identify the relevant sources, systems, and
platforms that can provide the required
data and information
•Esta blish the methods a nd tools for
acc essing, extracting, and transforming the
data and information
•Perform the data analysis using appropriate
tec hniques a nd softwa re
172197
Information
and
Intelligence
Unit
•How can the I&I Unit help prevent bias
a nd discrimina tion in the Office of the
Sheriff's policies, pra ctices, a nd culture?
•Collecting and analyzing data on the
demographics, behaviors, and outcomes of the
people who interact with the agency
•Identifying and addressing any patterns or
trends that indicate potential disparities or
discrimina tion ba sed on ra ce, ethnicity, gender,
a ge, disa bility, or other fa ctors
173198
Information
and
Intelligence
Unit
•How can a business intelligence unit help
a la w enforcement agency improve its
performance, efficiency, and
effectiveness?
•Providing data -driven insights a nd
recommendations for strategic planning and
decision ma king
•Analyzing trends, patterns, and risks in crime,
security, and public safety
•Developing and implementing innovative
solutions a nd best pra ctices for crime
prevention, detection, and response
•Enhancing collaboration and communication
amo ng internal and external stakeholders
174199
Information
and
Intelligence
Unit
•Why a Lieutenant is best to manage
the Information and Intelligence Unit
•A lieutenant is a manager-le ve l sta ff
member who understands the agency’s
operations, organization, systems, and the
data being collected
•A lieutenant has years of institutional
knowledge to know what divisions provide
specific da ta a nd the systems used by
those divisions
•A lieutenant has hands-on e xperience using
the systems, an understanding of each
divisions opera tiona l structure, the a bility
to check data for accuracy, and the
proficiency to identify discrepa ncies in the
data
175200
Projected
Ongoing Costs (3) Information System Programmers* $ 753,111
(1) Lieutenant $
456,157
Personnel
Total Ongoing Costs $ 1,20 9 ,26 8
*The Sheriff’s Office will attempt to fill the Information System Programmer positions with full-time employees but contract employees may be used if the agency is unable to do so.
Projected
Ongoing
Software Costs
The Sheriff’s Office plans to leverage existing data
and intelligence software products already available
through the County’s DOIT.
176201
Service Through Efficiency
and Transparency
Contra Costa
County Office of
the Sheriff
177202
CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:23-407 Agenda Date:9/19/2023 Agenda #:D.3.
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:RECEIVE report from Contra Costa Health and Richmond Community Foundation/Healthy
Contra Costa regarding outreach activities and outcomes for the Contra Costa CARES Program
RECOMMENDATIONS:
ACCEPT report from Contra Costa Health regarding the Contra Costa CARES Program and from Richmond
Community Foundation/Healthy Contra Costa on outreach activities and outcomes for Contra Costa CARES.
FISCAL IMPACT:
There is no fiscal impact for this action.
BACKGROUND:
In 2015 the Contra Costa Health Plan (CCHP) established a pilot program, Contra Costa CARES, for the
purpose of providing primary care services to adults not covered by the Affordable Care Act. CCHP has
coordinated the program for primary care services via three providers: La Clínica de la Raza, Lifelong, and
Brighter Beginnings. Due to the State expansion of Medi-Cal eligibility for low-income residents of all ages
regardless of documentation status on January 1, 2024, Contra Costa CARES will end on December 31, 2023.
As requested by the Board of Supervisors at the Budget Adoption Hearing of May 23, 2023, this report includes
an update on the following topics:
· CARES Participants and Services Provided - including caseload trends and outcomes data
· Outreach - including contract expenditures, reporting, and outcomes data
· CalAIM transition plans
· Funding - including remaining balances for Fiscal Year 2022-23 and spending plans for Fiscal Year 2023-24
CONSEQUENCE OF NEGATIVE ACTION:
If this action is not approved, then the report on Contra Costa CARES will not be made available to the public.
CONTRA COSTA COUNTY Printed on 9/14/2023Page 1 of 2
powered by Legistar™203
File #:23-407 Agenda Date:9/19/2023 Agenda #:D.3.
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 2
powered by Legistar™204
cchealth.org
The Bridge to Medi-Cal
Contra Costa
CARES
September 19, 2023
Anna Roth, CEO
Contra Costa Health
205
cchealth.org
AGENDA
Contra Costa CARES Program:
An Access to Care Success Story
Requested Information:
>Caseload trends & outcomes
>Outreach expenditures, reporting & outcomes
>CalAIM transitions plans
>Remaining balances & spending plans
2206
cchealth.org
2016 2020 2022 2024Medi-Cal
Expansion
2015
Contra
Costa
CARES 2023
3207
cchealth.org
4
Over 55,000 visits
for 10,989 people in
Contra Costa County
208
cchealth.org
Contra Costa CARES Enrollment
5
241 315 548 722 588 490 795
1277 1435
1608
1804
1467
636
785
878
1397
1418
1572
1531
1006
1431
2017 2018 2019 2020 2021 2022 2023 (JUNE)
Brighter Beginnings La Clinica LifeLong Medical Care
2,396
3,147
3,574
4,098
3,586
2,132
3,011
209
cchealth.org
Current CARES Members’
Demographics
6
90%
Hispanic
19%
Larger Households
(4+ people)
81%
Employed
55%
Female
As of June 2023 210
cchealth.org
Chronic Illnesses
Reasons for CARES members’ visits: Jan–June 2023
7
0 100 200 300 400 500 600 700 800 900
Type 2 Diabetes
Hypertension
Prediabetes
Hyperlipidemia
Hyperthyroidism
Type 1 Diabetes
*Does not include patients at LifeLong 211
cchealth.org
Mental Health Care
Reasons for CARES members’ visits: Jan–June 2023
8
0 20 40 60 80 100 120 140 160
Depression
Anxiety
Stress
Substance Use
Grief
*Does not include patients at LifeLong 212
cchealth.org
Member Outreach Outcomes
Contract expenditures, reporting & outcome data
9213
cchealth.org
CARES
Outreach
Contract with Richmond Community
Foundation to coordinate countywide
CARES outreach
$800,000 from CCHP & ARPA funds
have all been expended
Activities:
>Developed & distributed educational materials
>Subcontracted & coordinated outreach agencies:
community clinics & 14 community-based
organizations
10214
cchealth.org
New Contra Costa CARES Enrollments
June 2022 – June 2023
11
96
51 64 70
100 101 98
164
243 246
203 197
148
Jun-22 Jul-22 Aug-22 Sep-22 Oct-22 Nov-22 Dec-22 Jan-23 Feb-23 Mar-23 Apr-23 May-23 Jun-23
1,781 new enrollees
215
cchealth.org
CalAIM Transition Plans
Sunset Strategy & the Future
12216
cchealth.org
13217
cchealth.org
Jan. 2024:
Transition from
Restricted-Scope
to Full Medi-Cal
Undocumented people (26-49 yrs)
with restricted-scope Medi-Cal
will automatically transition
to full benefits
About 11,000 people in
Contra Costa County will transition
Of current CARES enrollees,
about 1,200 will transition
to full Medi-Cal automatically
14218
cchealth.org
Transition
Strategies
15
Enroll all CARES members
in restricted-scope Medi-Cal now
Support Medi-Cal enrollment
infrastructure at community clinics
Focus community-based outreach
on Medi-Cal enrollment
Assign CARES members to
community clinic medical home
219
cchealth.org
Financials
Funding: Balance of FY 22-23 & FY 23-24
16220
cchealth.org
CARES Financials
Funding from
Hospitals, County &
Contra Costa Health Plan
Funding from Measure X
for Expanded Benefits
Total Funding Received $9,750,000 $1,500,000
Expenditures
(through 7/31/2023)- $7,925,848 - $960,467
Projected Expenditures
(8/1/2023 – 12/31/2023)- $428,960 - 383,000
Estimated Funds Remaining
(as of 12/31/2023)$1,395,192 $156,533
17221
cchealth.org
Next Steps
Funding from
County &Contra Costa
Health Plan
Funding from Measure X
for Expanded Benefits
Estimated Funds Remaining $1,395,192 $156,533
Refund
County General Fund
FY 22-23 & FY 23-24 -$500,000
CCHP FY 22-23 & FY 23-24 -$895,192
Measure X - $156,533
Contra Costa CARES Balance $0 $0
18222
cchealth.org
Next Steps
Contra Costa Health Plan Medi-Cal Incentive Fund
New Investment
Community Clinic CalAIM/Medi-Cal Transition $300,000
Community-Based Outreach & Education $300,000
19223
cchealth.org
20
Thank You
224
Contra Costa CARES Outreach and
Education
#HEALTH4ALL
Goal:
Reach/educate undocumented immigrants
ages 26-49 and provide pre-enrollment
assistance and referrals to community
health centers for CC CARES enrollments
225
Outreach and
Education Plan
•AAPI Coalition
•Able Community
Development
Foundation
•ACCE
•Catholic Charities East
Bay
•East Contra Costa
Community Alliance
•Hijas Del Campo
•Monument Impact
•Multi-Faith ACTION
Coalition
•Multicultural Institute
•Aliados Health (formerly
Redwood Community
Health Coalition)
•RotaCare - Richmond
•The Latina Center
•United Latino Voices
•Village Community
Resource Center 2
Three Community Health Centers
•Brighter Beginnings
•La Clínica de la Raza
•LifeLong Medical Care
14 Community -Based Organizations (CBOs)
226
Successful Strategies
and Lessons Learned
•Meeting People Where They Are
At
•Health Center and CBO
Collaborations
•Social Media and Digital
Campaigns
•Community Trust
•Networks
•CBO Training and Preparedness
3 227
Reach
•146,700+ were reached by
outreach CBOs
Pre-Enrollments
•1123 people took the CC CARES
Pre-Enrollment Survey
New Enrollments
•1252 people were enrolled into
CC CARES during O&E
0
50
100
150
200
250
300
New EnrollmentsMonth
New CC CARES Enrollments
2019-2020 2020-2021 2021-2022 2022-2023
228
Barriers to Care
Financial Costs
•The most reported barrier to care was financial costs
(n=508).
Communication and Trust
•Other common barriers to care included having limited
information on how to get care (n=285), language
barriers (n=262), and fear/discomfort/distrust of the
healthcare system (n=118).
Emergency Care
•Many referrals were only able to receive emergency care
(n=176), and some did not know they were sick until they
needed emergency care (n=64).
Provider Location and Availability
•Other barriers to care included transportation (n=85),
health centers not accepting patients (n=133), and clinic
hours (n=70).5
“Hay falta de informacion para acerca los
programas de salud que son accesible, y no se
entender el idioma, y no se entender como es
el sistema se salud en este pais .”
“There is a lack of information about
affordable health programs, and the language
is not understandable, and I don’t understand
what the healthcare system is like in this
county.”
A quote from a Concord resident
making less than $15,000 a year.229
6
•Systemic Issues
•Contra Costa’s systems need to collaborate with
CBOs to streamline Medi-Cal enrollments and
eliminate gaps between systems.
•Ongoing Outreach and Education
•It is important to continue partnering with CBOs to
educate the community about Medi-Cal’s
expansion.
•Workforce Development
•To address workforce limitations, it will be
important to recruit and train community members
to serve as Patient Health Navigators and
Enrollment Specialists.
Solutions and Recommendations
230
Going Forward
•Going forward, the CC CARES O&E
Network looks forward to partnering with
CCH, CCHP, and the Office of Racial Equity
and Social Justice to advance thes e
recommendations and ensure
meaningful partnership with the
community.
7 231
September 5th,2023
Dear Board of Supervisors,
On behalf of the #OneContraCosta Coalition,we write today to celebrate the accomplishments of CC
CARES Outreach &Education (CC CARES O&E),uplift the findings of the project,and highlight
recommendations for health equity in Contra Costa.Within seven months of outreach,fourteen
community-based organizations (CBOs)and three community health centers (the CC CARES O&E
Network)accomplished the following:
●Educated over 146,700+people through canvassing,social media,events,and other outreach
methods.As trusted messengers with years of experience caring for immigrants,CBOs were able
to leverage their relationships with communities to help undocumented populations overcome
systemic barriers and deep-seated fears that excluded them from accessing healthcare services.
●Surveyed 1123 community members,providing pertinent data on challenges and barriers that
affect immigrant enrollment into county and state health coverage programs.
As Contra Costa’s healthcare systems prepare for the 2024 expansion of full-scope Medi-Cal,the
#OneContraCosta Coalition urges the Board to study the report and advance the recommendations of the
CC CARES O&E Network.The #OneContraCosta Coalition advises the Board to prioritize the following
three recommendations:
1.Sustain the CC CARES program and shift eligibility requirements to cover undocumented
folks who make above 138%the federal poverty level.
According to the CC CARES O&E Report,financial costs were the most common reason why surveyed
community members were unable to access healthcare services.While the CC CARES O&E program is
free,CBOs frequently encountered people working multiple low-wage jobs who made too much money to
qualify for CC CARES despite struggling to survive in Contra Costa.Income was also the most common
reason community health centers were unable to enroll referred individuals into CC CARES or Medi-Cal
during enrollment appointments.To qualify for CC CARES or Medi-Cal,an individual must make less
than 138%of the federal poverty level,which is approximately $20,121 a year for a household of one.1
This is less than half the estimated living wage for a single adult in Contra Costa according to the UC
Berkeley Labor Center.2 According to the Migration Policy Institute,there are approximately 7,000
undocumented immigrants in Contra Costa who have an income between 150-199%of the federal
poverty level,leaving them ineligible for subsidized care.3 There is pending legislation at the state level to
instruct and authorize Covered California to create healthcare programs for undocumented folks making
above the Medi-Cal income cut off through AB 4.Until this legislation is enacted,Contra Costa’s
undocumented communities will continue to be excluded from affordable healthcare options for pursuing
a livable wage.
3 Migration Policy Institute.“Profile of the Unauthorized Population:Contra Costa County,CA.”2023.
https://www.migrationpolicy.org/data/unauthorized-immigrant-population/county/6013
2 Hunter,Savannah,Vivian Vázquez,Enrique Lopezlira and Ken Jacobs.“The State of Working East Bay,
2015-2019.”UC Berkeley Labor Center,May 2023.https://laborcenter.berkeley.edu/state-of-working-
east-bay-2015-2019/
1 Health for California.“Covered California Income Limits.”2023.https://www.healthforcalifornia.com/
covered-california/income-limits
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The #OneContraCosta Coalition urges Contra Costa County to sustain the CC CARES program and shift
income eligibility to provide care to undocumented communities who are not income eligible for
Medi-Cal.By doing this,CC CARES will serve as a bridge program to eventually help communities
enroll into Covered California once they become eligible.Until then,sustaining CC CARES and shifting
the eligibility requirements ensures that all Contra Costa communities are not denied their basic,universal
human right to healthcare services because of their pursuit of a living wage.
2.Continue and expand collaborations between Contra Costa’s healthcare systems and
community-based organizations and expand the onsite enrollment model.
The #OneContraCosta Coalition urges the Board to encourage the expansion of collaborations between
Contra Costa’s healthcare systems and CBOs.Throughout CC CARES O&E,community health centers,
the Contra Costa Health Plan (CCHP),Contra Costa Health (CCH)and CBOs convened regularly to
dialogue and identify solutions to systemic barriers to healthcare access.As a result,systems and CBOs
were able to implement innovations such as the onsite enrollment model,which allowed community
members to enroll in CC CARES and Medi-Cal out of CBO sites or at community events/locations.Now
that CC CARES O&E has concluded,we do not want these innovations and opportunities for dialogue to
disappear.We hope to continue collaborations between CBOs and Contra Costa Health to continue
outreach and education around Medi-Cal enrollment.We seek your support in strongly encouraging
expanded dialogues between CBOs and Contra Costa’s systems.We also seek your support in
encouraging systems to expand the onsite enrollment model,which can streamline the expansion of
Medi-Cal and also help undocumented communities enroll in other county services such as CalFresh.The
onsite enrollment model is an important outcome of CC CARES O&E,but sustaining this innovation and
future innovations requires Contra Costa’s health care systems to collaboratively engage the community
to provide input and develop ongoing partnerships.
3.Hire Patient Health Navigators and Enrollment Staff who can meet the community where
they are at to facilitate a seamless transition to Medi-Cal in 2024.
CC CARES O&E highlighted challenges that need to be addressed for our healthcare systems to
adequately care for immigrant communities.Here are some examples:
●CC CARES O&E referrals shared personal stories of how they had struggled to access healthcare
services because of a lack of guidance/support,limited information on how to get care,and
fear/distrust of the healthcare system.
●Many CC CARES referrals struggled to connect with community health centers during clinic
hours,as they could not take the time off work for an appointment or phone call.
●Transportation also prevented referrals from traveling to clinics for appointments.
The onsite enrollment model helped referrals overcome these barriers by offering enrollment services
conducted by trusted CBO’s in community locations throughout the County and on convenient days and
times.By hiring Enrollment Staff and Patient Health Navigators who are explicitly instructed to work
evenings and weekends and collaborate with CBOs,healthcare systems can better meet the needs of
our communities.These staff should also represent the communities they will serve.
As the CC CARES population transitions to Medi-Cal,the #OneContraCosta Coalition encourages the
Board of Supervisors to closely examine the findings of the CC CARES O&E Report,reflect on the
experiences of Contra Costa’s immigrants,and encourage County departments to enact the
recommendations described above.We know the innovations of CC CARES O&E led to an increase in
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CC CARES enrollments.With your support,we can use these strategies and data to advance health equity
for Contra Costa’s most underserved communities.Please do not hesitate to contact me with any
questions.
Sincerely,
Anna Ostrander
CC CARES Outreach and Education Project Coordinator
#OneContraCosta Coalition
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Contra Costa CARES
Outreach and Education
May 2022-April 2023 Executive Summary
Prepared by Healthy Contra Costa May 31, 2023
235
What is Contra Costa CARES?
● Contra Costa CARES (CC CARES) is a free primary healthcare program for low-income,
uninsured adults ages 26-49 who cannot enroll in full-scope Medi-Cal because of their
immigratfon status.
● The CC CARES populatfon will become eligible for full-scope Medi-Cal on January 1st,
2024. Enrolling more people into CC CARES now will make it easier to transitfon this
populatfon into full-scope Medi-Cal when they are eligible.
What is CC CARES Outreach and Education?
● CC CARES Outreach and Educatfon (CC CARES O&E) is a county-wide collaboratfon
between 14 community-based organizatfons (CBOs) and 3 Community Health Centers to
outreach, educate, pre-enroll, and enroll immigrants into CC CARES.
○ This network of CBOs and Community Health Centers is called the CC CARES
O&E Network.
○ Healthy Contra Costa convenes and coordinates the CC CARES O&E Network as
the backbone entfty.
○ CC CARES O&E Network partners began convening weekly in May 2022. Outreach
actfvitfes officially launched in October 2022 and concluded on April 30th, 2023.
● CC CARES O&E Network partners reached 146,700+ people through canvassing, social
media, events, and other outreach methods.
○ 12 performed in-person outreach at community sites or gatherings.
○ 11 hosted online or in-person informatfonal sessions about CARES.
○ 9 distributed targeted flyers, door hangers, and/or other printed materials.
○ 8 conducted targeted phone-banking and/or text-banking.
○ 8 conducted regular social media marketfng.
○ 4 conducted regular email marketfng.
○ 7 performed announcements at events and other community gatherings.
○ 2 CBOs implemented targeted social media and digital campaigns about CARES.
○ 2 performed targeted door-knocking.
CC CARES Pre-Enrollments and Enrollments
● CC CARES O&E Network partners directly referred 1123 people to the Community Health
Centers to enroll in CC CARES by helping them take a pre-enrollment survey.
○ Pre-enrollment survey informatfon was sent to Community Health Centers so
they could call and enroll referrals into CC CARES.
○ This survey also collected data on the experiences and stories of Contra Costa’s
undocumented communitfes.
● Most referrals were enrolled into a healthcare program such as CARES (n=432) or full-
scope Medi-Cal (n=76), making them successful enrollments.
● 261 referrals could not be reached by Community Health Centers to enroll in CC CARES.
○ Of those 261, 43 had previously reached Community Health Centers but did not
show up for their enrollment appointments and could not be reached after the
fact.
236
○ CBOs followed up with all unable to contact referrals, and 28 people were
enrolled because of this follow up.
● Of the unsuccessful enrollments, 1 was not a county resident, 69 were not income
eligible, 9 were already CARES patfents, 32 were no longer interested in the program,
and 30 were already insured.
● As of May 25th, 2023, there are currently 203 working cases that Community Health
Centers are stfll trying to contact and enroll.
CC CARES Total Enrollments
New CC CARES Enrollments November-May
2019-2020 2020-2021 2021-2022 2022-2023
November 133 102 154 101
December 129 114 135 98
January 129 59 111 164
February 114 81 147 243
March 157 136 117 246
April 81 133 114 203
May 38 150 96 197
Total 781 775 874 1252
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● People who complete CC CARES applicatfons before the 24th of each month are officially
enrolled into the program on the 1st of the following month.
● The first CC CARES O&E referrals were sent to Community Health Centers in October
2022 and were enrolled in November 2022.
● 1252 people total were enrolled into CC CARES throughout the rollout of CC CARES O&E
(November 2022-May 2023).
○ This number of new enrollments is higher than the number of new enrollments
made from November-May going back to November 2019.
○ The number of new CC CARES enrollments per month surpasses that of previous
years in January 2023 and remains higher for the du ratfon of CC CARES O&E.
● Not all these enrollments are due to pre-enrollment referrals, but the increase in CC
CARES enrollments per month aligns with the increase in CC CARES O&E outreach
actfvitfes.
○ Aside from pre-enrollment, CBOs also educated the community about CC CARES
and the three Community Health Centers.
■ CBOs handed out brochures and informatfon with Community Health
Center contact informatfon so people could reach out to enroll directly.
○ Community Health Centers relied primarily on in-reach to enroll new members
into CC CARES before CC CARES O&E.
● The spike in monthly CC CARES enrollments stands out from previous years, especially
when considering that fewer people were age eligible for CC CARES throughout CC
CARES O&E than in previous years.
○ The age of eligibility for CC CARES decreased from 19+ before 2020 to people 26+
in January 2020 to people 26-49 in May 2022.
133
129 129
114
157
81
38
102 114
59
81
136
133 150154135
111
147
117 114 96
101 98
164
243 246
203 197
0
50
100
150
200
250
300
November December January February March April MayNew EnrollmentsMonth
New CC CARES Enrollments
2019-2020 2020-2021 2021-2022 2022-2023
238
Successful Strategies and Lessons Learned
Meeting People Where They Are At
• CBOs canvassed, tabled, and outreached at targeted locatfons and community events to
meet community members where they already are. These locatfons included:
o Schools
o Faith-based instftutfons
o Food distributfons
o Festfvals and celebratfons for immigrant communitfes
o Immigratfon Fairs with informatfon about immigrant legal services
o Grocery stores, markets, businesses, and shops
o Targeted neighborhoods and communitfes
● CBOs canvassed communitfes prior to pre-enrollment/enrollment events to increase
attendance.
Health Center and CBO Collaborations
• Some CBOs hosted Community Health Centers at their sites or at community events to
enroll people into CARES on the spot.
• The benefits of collaboratfve events between Community Health Centers and CBOs
included:
o Eliminatfng the possibility of Community Health Center incidence of “unable to
contact” after pre-enrollment and streamlining the enrollment process.
o Leveraging Community Trust in CBOs to immediately introduce individual
resident referrals to Community Health Centers and help people feel safer
enrolling in CC CARES.
o Reducing transportatfon barriers by enrolling people at CBO sites or community
locatfons where they already visit and/or can get to easily.
o Building organizatfonal relatfonships between CBOs and Community Health
Centers.
o Allowing CBOs to prepare referrals for enrollment ahead of tfme by making sure
their documentatfon is prepared.
Social Media and Digital Campaigns
● CBOs used social media, digital, and textfng campaigns to educate people abo ut CC
CARES.
● CBOs used Facebook, Zoom, or YouTube to host live online informatfonal sessions about
CC CARES as often as 5-6 tfmes a week.
○ CBOs went live on social media during outreach events.
● CBOs paid for digital advertfsing, targetfng people within a 30-mile radius and boostfng
videos about CC CARES.
● CBO textfng campaigns helped disseminate informatfon about CC CARES to tens of
thousands of people.
239
Community Trust
● CBOs depend on community trust to help people overcome their distrust of healthcare
systems.
● Many people are scared to seek healthcare because they are worried it will hurt their
immigratfon status or cost a lot of money. People also do not know where they can get
care in their preferred language.
● CBOs are trusted messengers in immigrant communitfes because they speak the
language, employ community members, and provide other services and support such as
food, housing support, and informatfon.
● One on one conversatfons between CBOs and residents were crucial to building trust.
● CBOs worked with other trusted community organizatfons such as faith-based
instftutfons and schools to educate communitfes about CARES.
Networks
● CC CARES O&E Network Partners met regularly to build organizatfonal partnerships,
exchange lessons learned/community best practfces, share resources and resident
supports, boost events, and connect each other to additfonal networks.
● CBOs and Community Health Centers built trust through CC CARES O&E Network
meetfngs and onsite enrollment events, paving the way for future collaboratfons. At
least two CBOs will contfnue hostfng Community Health Centers regularly to process CC
CARES, Medi-Cal, CalFresh, and other applicatfons.
● CBOs developed partnerships while offering support, resources, and connectfons to
better reach and serve residents with diverse needs.
● CBOs connected with educatfonal and faith-based networks to reach more people.
● CBOs dialogued with Contra Costa Health and the Contra Costa Health Plan to share
successes and barriers to outreach, enrollment, and healthcare utf lizatfon and
brainstorm solutfons to those issues, such as automatfcally renewing CC CARES coverage
untfl the end of 2023.
CBO Training and Preparedness
● Aliados Health and Healthy Contra Costa offered group and trainings to CBOs about CC
CARES and the CC CARES O&E workflow.
● Shared understanding of what CC CARES offers and how to enroll were crucial for the
success of CC CARES O&E.
● Healthy Contra Costa and CBO partners developed materials about CC CARES eligibility,
enrollment, and services for CC CARES O&E Network partners to educate community
members (WIX site and 5 minute video).
CBO Follow-Ups
● When Community Health Centers were unable to reach referrals after two missed phone
calls, they notffied CC CARES O&E Network partners so that CBOs could follow-up with
referrals.
● CBOs were able to connect with residents in ways that Community Health Centers were
not, including textfng, email, WhatsApp, in-person meetfngs, etc.
240
● 28 referrals were enrolled after CBO follow-up.
Community Health Advocate Follow-Up Data
● Three Community Health Advocates conducted a phone survey with a sample of
referrals who had taken the CC CARES Pre-Enrollment Survey. 86 referrals agreed to be
surveyed.
● Many referrals decided to apply to CC CARES because of a friend (n=16) or family
member (n=17).
● Others received flyers/materials from promotoras canvassing (n=17), often outside
stores/markets (n=15).
● People also learned about CC CARES at vaccinatfon clinics (n=10), schools (n=6), and
community events (n=5).
● Referrals decided to apply because they did not have health insurance (n=30) and
wanted to prevent or be prepared for potentfal health issues (n=32) or receive treatment
for a health issue they already had (n=24).
● Most referrals described the referral process positfvely (n=47), statfng that the
promotora was friendly (n=16), and the process was easy (n=9) and fast (n=7), or they
were already receiving CC CARES services (n=6).
● Other referrals were stfll waitfng for enrollment appointments (n=13), wanted more
informatfon or support (n=6), or were unsure if they had been enrolled (n=2).
Challenges
● CC CARES O&E Network Partners noted multfple barriers that limited their ability to
perform outreach/educatfon, pre-enrollment, and enrollment actfvitfes.
Funding
● CC CARES O&E funding arrived four months late, causing internal budgetfng issues within
CBOs and causing one CBO to lose the person hired to conduct pre-enrollments.
● Additfonal funds would allow CBOs to outreach and educate more people by funding
additfonal hours for canvassing or contfnued digital/media campaigns.
Workforce Limitations
● Community Health Centers experienced delays in hiring Enrollment Specialists, limitfng
the number of referrals they could enroll and slowing down the project’s workflow.
● Community Health Centers primarily operate during business hours, making it difficult to
reach referrals who work full tfme.
Community Beliefs and Behaviors
● CBOs focused on helping people overcome significant fears of deportatfon and public
charge which have historically prevented people from accessing care. Many community
members have had bad experiences seeking care in the past, increasing their distrust in
healthcare systems.
● Many immigrants only rely on emergency care and do not prioritfze preventatfve
healthcare because of the perceived cost. CBOs worked to change community
understanding of the benefits of seeking preventatfve healthcare.
241
Time
● It takes a significant amount of tfme for CBOs to reach and educate community members
through canvassing, events, and one on one conversatfons.
● Community members often needed to see or hear messages about CC CARES multfple
tfmes before they were comfortable enough to enroll.
● One to one conversatfons to educate and pre-enroll community members took a
significant amount of CBO tfme.
● Referrals often required frequent follow-ups before and after they took the pre-
enrollment survey.
Eligibility
● The income cutoff for CC CARES is 138% or below the federal poverty level. It is difficult
to live on this income with the high cost of living in the Bay Area.
● Many referrals were very low income but did not meet the income eligibility for CC
CARES.
Uplifting the Voices and Experiences of Contra Costa’s
Immigrant Communities
● The dataset collected in the CC CARES O&E 1,123 Pre-Enrollment Surveys capture the
experiences, beliefs, and stories of Contra Costa’s undocumented communitfes.
● The people reflected in this dataset have historically faced discriminatfon and been
denied care while contributfng to Contra Costa’s rich culture, community, and economy.
● By uplifting the voices of the CARES populatfon, Contra Costa’s healthcare systems can
understand the unique barriers to healthcare immigrants face and develop innovatfons
to meet those needs.
Demographics
Race/Ethnicity
● 94.9% (n=1066) of referrals identffied as Latfno
and/or Hispanic.
● Of the non-Latfno/Hispanic populatfon, 44 identffied
as South or Southeast Asian, 4 identffied as
Indigenous, 3 identffied as Central, South, or West
African, 3 identffied as Pacific Islander, 3 identffied
as White, 1 identffied as Middle Eastern/North
African, and 1 identffied as Black/African American.
● Some referrals identffied as multfple
races/ethnicitfes.
Region
● Most referrals were pre-enrolled in Central County
(n=535), followed by East County (n=305) and then
West County (n=284).
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Language
● 93.9% (n=1055) listed Spanish as their preferred language.
● Other preferred languages included English (n=48), Nepali
(n=21), Thai (n=6), Lao (n=3), Portuguese (n=3), Indigenous
languages (n=2), Urdu (n=1), Tibetan (n=1), and
Filipino/Tagalog (n=1).
● Some referrals selected multfple preferred languages.
● Only 18% of referrals had someone 18 years or older who
could assist with interpretatfon/translatfon.
Households
● The most common reported household income was under
$15,000 a year (n=406).
● Most referrals made less than 35,000 a year (n=948).
● The most reported household size was four people (n=271).
● Many referrals had children and families they were
financially supportfng in different countries.
Access to Healthcare
● Only 11% of respondents said that they had access to healthcare
and could see a doctor when necessary.
● 24% said their spouse or partner had access to healthcare, and
64% said their children had access to healthcare.
● Only 26% of referrals had heard of CC CARES before talking to a
CBO.
Access to Community Health Centers
● 71% of referrals had heard of at least one of the three
Community Health Centers that offer CC CARES, but only 37% had
tried to get care from at least one Community Health Center.
● 61% of referrals were familiar with La Clinica de la Raza, compared to only 16% with
LifeLong Medical Care and 8% with Brighter Beginnings.
○ This percentage is skewed by the high proportfon of Central County respondents.
● La Clinica de la Raza was more popular in Central and East County.
● LifeLong Medical Care and Brighter Beginnings were more popular in West County.
Barriers to Care
● 912 residents shared personal details about their struggles coming to a new country
where they do not speak the language, do not understand the healthcare system, are
low-income, and endure despite fears of deportatfon and public charge.
● By understanding the barriers that have prevented residents from accessing healthcare
in the past, we can identffy strategies to deconstruct these barriers and increase
healthcare access for all.
26% of referrals had heard of CC
CARES
243
Financial Costs
● Financial costs were the most reported barrier that prevented referrals from accessing
healthcare services (n=508, 56%).
● People prioritfze paying for basic necessitfes (e.g. food, housing) over preventatfve
healthcare, which they assume is expensive.
● Many referrals believed they were not eligible for any health coverage because of their
immigratfon status, income, and lack of documentatfon (e.g. social security numbers),
and did not have the funds to pay for care out of pocket.
Communication and Trust
● Limited informatfon about how to get care (31%, n=285) was a prominent barrier to
care, as many referrals are new to the United States and do not know how the
healthcare systems work, which health providers offered free/discounted care, or how
to connect.
● Language barriers prevented referrals from accessing services (29%, n=262), and many
do not know which Contra Costa providers speak their language or how to get
informatfon in their language.
● 19% of referrals feel a lack of guidance and support from family, friends, and service
workers (n=176), making it difficult for them to seek preventatfve care. Some referrals
had been enrolled in temporary healthcare programs but were not offered alternatfves
or resources when their coverage expired.
244
● 13% of referrals stated that their fear/discomfort/distrust of Contra Costa’s healthcare
systems prevented them from accessing care (n=118).
Emergency Care
● 19% of referrals shared they had only been able to access emergency care (n=176). 7%
had not known they were sick untfl needing emergency care (n=64).
● Many people were living with serious medical conditfons that were not being treated.
● People rely only on emergency care and avoid seeking any medical attentfon unless
absolutely necessary.
Provider Location and Availability
● Health workforce limitatfons limit how many patfents health centers can enroll and care
for, which is why some health centers were temporarily not acceptfng new non-CARES
patfents. 15% of referrals had tried to get care in the past, but health providers were not
acceptfng new patfents (n=133).
● Health providers operate during business hours, but many immigrant communitfes are
not able to take tfme off to take phone calls or have appointments during th at tfme. 8%
of referrals could not access care because of clinic hours (n=70).
● Many people explained that they did not have cars and 9% of referrals experienced
transportatfon barriers to healthcare (n=85).
Solutions and Recommendations
● Healthy Contra Costa compiled data and lessons learned from CC CARES O&E to develop
the following solutfons/recommendatfons to address systemic barriers preventfng
immigrants from accessing healthcare. These recommendatfons reflect feedback from
CC CARES O&E Network Partners along with the stories, experiences, and struggles
people shared within the CC CARE O&E Pre-Enrollment Survey.
245
Systemic Issues
1. Identffy and establish a community engagement platiorm to facilitate ongoing
communicatfon dialogue between CCH, CCHP, Employment and Human Services
Department (EHSD), Community Health Centers, CBOs, and community members. These
platiorms will serve as spaces for identffying and removing barriers to CARES/Medi-Cal
enrollment and utflizatfon, as well as devising actfonable solutfons to address the specific
long-term needs of immigrant communitfes.
2. Eliminate the gaps in care for immigrant communitfes by developing an efficient and
equitably-funded hybrid care delivery system between Contra Costa Health
Centers/Clinics and Community Health Centers so community members can receive
services and referrals between healthcare systems seamlessly without experiencing gaps
in care.
a. When community members cannot receive appropriate care from a Community
Health Center or Contra Costa Health Center, each system must be able to
seamlessly transitfon the community member to the other healthcare system as
needed, removing the burden of seeking care from the community member and
eliminatfng gaps in access.
3. Transitfon the CC CARES program eligibility requirements to cover the new “remaining
uninsured”- immigrants who make above 138% the federal poverty level and are not
eligible for other insurance/healthcare optfons.
a. At a minimum, maintain all the benefits currently offered under CC CARE
including:
i. Reduced cost pharmacy
ii. Health educatfon and chronic disease management
iii. Basic lab services related to primary healthcare
iv. Basic radiology
v. Health evaluatfons, diagnosis and treatment services
vi. 24 hour nurse advice line
vii. Behavioral health services.
b. Explore opportunitfes to expand currently offered CC CARES benefits to make
them commensurate with healthcare offered to other community members,
including but not limited to:
i. Dental
ii. Vision
iii. Specialty Care
4. Streamline the CC CARES to full-scope Medi-Cal transitfon throughout the remainder of
2023 through:
a. Collaboratfons between CBOs, Community Health Centers, EHSD, and CCHP to
implement community-centered strategies to overcome systemic barriers and
reach, educate, and enroll existfng CARES members who are not currently
enrolled in emergency Medi-Cal.
246
i. CBOs can assist community members with digital literacy and access to
complete online Medi-Cal applicatfons and appointments.
ii. Coordinate Medi-Cal transitfon strategies across health systems to
develop uniform practfces.
b. Contfnued onsite enrollments at CBO sites and community events outside of
business hours to meet people where they are at and help people overcome
barriers to enrollment such as transportatfon and clinic hours.
5. Decrease language barriers to care by adoptfng the following recommendatfons:
a. Increase the availability of interpreters and bilingual staff/providers who
represent a diversity of dialects and cultures within Contra Costa’s healthcare
systems.
b. Collaborate with CBOs and community members to develop materials/
communicatfon techniques and change policies/practfces to help community
members understand where and how they can access services in their preferred
languages and dialects.
Ongoing Outreach and Education
1. Implement sustainable strategies for CBOs to contfnually disseminate informatfon about
health resources to immigrant communitfes.
a. Contfnued campaigns should equip CBOs to educate community members on the
following topics:
i. Talking points to dispel community fears surrounding public charge and
immigratfon threats when enrolling in Medi-Cal.
ii. Pathways in the community for enrolling in Medi-Cal.
iii. Services and benefits provided within Medi-Cal and the different
coverage optfons available (e.g emergency Medi-Cal vs. full-scope Medi-
Cal).
b. Strategies may include contfnued digital/media campaigns, community
informatfonal sessions, canvassing, etc.
i. CC CARES O&E Network partners will contfnue to collaborate with the
Contra Costa Crisis Center and instruct community members to call 211 to
get connected to a Community Health Center near them.
2. Contfnue collaboratfve enrollment events between Community Health Centers and CBOs
to assess community needs and create a shared understanding of how to engage
residents in their neighborhoods and community.
3. Advance communicatfon strategies through collaboratfons between CBOs, Community
Health Centers, CCH, CCHP, EHSD, and community members to create messaging about
CARES/Medi-Cal to reach, educate, inform, and engage different communitfes through
culturally and linguistfcally appropriate means.
247
Workforce Development
1. Develop pathways for immigrants and communitfes of color to receive health career
training/guidance to eventually become staff at health centers and clinics in CC.
a. Pathway development should stem from substantfve collaboratfons between
Community Health Centers, CCHP, CCH, CBOs, and community members to
identffy and deconstruct barriers to employment and pathway partfcipatfon.
Healthy Contra Costa seeks collaboratfon with CCH as we advance two grants to
identffy and connect over forty residents to health career pathways and support
residents to sit on the Contra Costa County and City of Richmond Workforce
Development Boards and Committees.
b. Pathways should include optfons for contract work to hire community members
who are not eligible for full-tfme employment due to their immigratfon status.
c. Pathways should include network development so that community and CBO
partners can promote employment opportunitfes to communitfes frequently
excluded from healthcare job opportunitfes.
2. Hire more Community Health Workers and Patfent Health Navigators to help community
better utflize healthcare systems
a. Community members and CBOs should play an actfve role creatfng the positfo n’s
roles, responsibilitfes, and scope of work to best meet the needs of immigrants
accessing care and be accessible for community members seeking employment.
3. Hire enrollment staff and providers with specific work schedules extending beyond
normal business hours to regularly provide services on weekends and evenings to reach
residents who cannot take calls/appointments during typical business hours.
Going Forward
• Going forward, the CC CARES O&E Network looks forward to partnering with CCH, CCHP,
and the Office of Racial Equity and Social Justfce to advance the above recommendatfons
and ensure meaningful partnership with the community.
248
Contra Costa CARES
Outreach and Educatfon
May 2022-April 2023 Summary Report
Prepared by Healthy Contra Costa May 31, 2023
249
1
Table of Contents
Contra Costa CARES 3
CC CARES and Medi-Cal 3
CC CARES O&E Network 4
Healthy Contra Costa 5
Timeline 7
Funding 8
Workflow 8
Outreach Strategies 9
Successful Outreach Strategies 10
Meetfng People Where They Are At 10
CBO Onsite Enrollment Events 11
Social Media/Digital Campaigns 11
Outreach & Educatfon: Lessons Learned 12
Community Trust 12
Building Social Networks 13
CBO Training 15
Barriers to Outreach and Enrollment 15
Impact of Funding 15
Workforce 16
Community Beliefs and Behaviors 16
Time 16
Eligibility 17
Pre-Enrollment and Enrollment 18
CC CARES Referral Enrollments 19
CC CARES Total Enrollments 20
Follow-Ups 22
Outreach CBO Follow Up 22
Community Health Advocate Follow Up 22
Uplifting the Voices of Contra Costa’s Immigrant Communitfes 24
Access to Healthcare 25
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Access to Community Health Centers 26
Barriers to Care 28
Financial Costs 29
Communicatfon and Trust 30
Emergency Care 32
Provider Locatfon and Availability 33
Solutfons and Recommendatfons 35
Systemic Issues 35
Ongoing Outreach and Educatfon 36
Workforce Development 37
Going Forward 37
Attachment A 38
County-Wide Demographics 38
Central County Demographics 42
West County Demographics 44
East County Demographics 46
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Contra Costa CARES
CC CARES (CC CARES) is a free primary healthcare program for low-income, uninsured adults
ages 26-49 who are not eligible for full-scope Medi-Cal because of their immigratfon status.
People can receive CC CARES services from one of three Community Health Centers in Contra
Costa - La Clinica de la Raza, LifeLong Medical Care, and Brighter Beginnings.
Through CC CARES, members can receive preventatfve healthcare services including access to
the following:
• Health educatfon and chronic disease management
• Lab services related to primary healthcare
• Basic radiology
• Behavioral healthcare services
• Health evaluatfons, diagnosis, and treatment services
• 24-hour nurse advice line
• Three behavioral healthcare visits
• Reduced cost pharmacy
CC CARES and Medi-Cal
The Contra Costa Health Plan (CCHP) launched CC CARES in 2015 to provide healthcare to
people excluded from the Affordable Care Act’s expansion of health coverage because of their
immigratfon status. When the program launched, it covered uninsured immigrants ages 19 and
older who lived in Contra Costa County and made 138% or below the federal pover ty level.1
Since then, California has expanded full-scope Medi-Cal to cover immigrants 25 and younger or
50 and older, changing the age of eligibility for CC CARES to people 2 6-49 years old.2
On January 1st, 2024, California will expand Medi-Cal to include income eligible immigrants of all
ages.3 Consequently, the CC CARES program will sunset at the end of 2023 and all CC CARES
members who are enrolled into emergency Medi-Cal will be automatfcally transitfoned into full-
scope Medi-Cal. All Community Health Centers will track which CC CARES members are not
concurrently enrolled in emergency Medi-Cal and help them through the enrollment process. To
ensure the immigrant community’s transitfon to Medi-Cal in 2024, Contra Costa County is
reaching and enrolling as many eligible residents into CC CARES as possible before the end of
2023.
1 The Community Clinic Consortfum of Contra Costa and Solano Countfes. “Contra Costa CARES Frequently Asked
Questfons.” https://cchealth.org/insurance/pdf/2015-Contra-Costa-CARES-faq.pdf, accessed 25 May 2023.
2 California Department of Health Care Services. “Older Adult Expansion.” https://www.dhcs.ca.gov/services/medi-
cal/eligibility/Pages/OlderAdultExpansion.aspx, accessed 25 May 2023.
3DHCS. “Ages 26 through 49 Adult Full Scope Medi-Cal Expansion.” https://www.dhcs.ca.gov/services/medi-
cal/eligibility/Pages/Adult-Expansion.aspx, accessed 25 May 2023.
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CC CARES O&E was created to increase community awareness and enrollment in CC CARES.
Despite the program only being around since 2015, only 26% of people who outreach
organizatfons surveyed through the CC CARES O&E Pre-Enrollment Survey had heard of CC
CARES before, illustratfng the importance of the outreach campaign leading up to the expansion
of Medi-Cal.
Employment and Human Services Department (EHSD) projected that there are 12,000
undocumented residents known to their system who would be eligible for CC CARES. In 2022,
Contra Costa Health’s Director, Anna Roth, set a goal for 8,000 to be reached in the expanded
CC CARES program in a presentatfon to the Board of Supervisors.
CC CARES O&E Network
The CARES Outreach and Educatfon (CC CARES O&E) Network consists of 14 Community-Based
Organizatfons (CBOs) and 3 Community Health Centers who worked collectfvely to outreach,
educate, pre-enroll, and enroll low-income immigrants ages 26-49 into the Contra Costa CARES
program. Partfcipants in this network were divided into one backbone entfty and two teams:
Of referrals had heard of Contra
Costa CARES before
26%
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Network
Role
Role Description Organizations
Backbone
Entity
(n=1)
● Convened and organized CC CARES
O&E Network partners.
● Developed the infrastructure for
the CC CARES O&E, including a
website, pre-enrollment survey,
social media content, and hiring of
a Project Manager.
● Coordinated meetfngs, designed
workflows, created shared
understanding on protocols, and
strengthened collaboratfon
between all members of the CC
CARES O&E Network.
Healthy Contra Costa
Outreach
Team
(n=13)
● Focused on outreach, educatfon,
and pre-enrollment actfvitfes.
● Referred eligible residents to the
Community Health Centers for
CARES enrollment.
● Acted as trusted messengers with
cultural humility sharing
informatfon about CC CARES to
overcome barriers to enrollment
such as fears of public charge,
financial costs, language, etc.
AAPI Coalitfon, Able Community
Development Foundatfon, ACCE,
Catholic Charitfes East Bay, East
Contra Costa Community Alliance
(ECCCA), Hijas Del Campo,
Monument Impact, Multfcultural
Instftute, RotaCare - Richmond, The
Latfna Center, United Latfno Voices,
Village Community Resource
Center, #OneContra Costa Coalitfon
(Multf-Faith Actfon Coalitfon +
Healthy Contra Costa)
Enrollment
Team
(n=4)
● Enrolled referrals from Outreach
Team into CC CARES.
● Managed and shared referral data.
● Performed onsite enrollments out
of CBO sites to enroll referrals into
CC CARES.
Brighter Beginnings, La Clinica de la
Raza, LifeLong Medical Care,
Aliados Health
Healthy Contra Costa
As the backbone entfty of CC CARES O&E, Healthy Contra Costa was responsible for leading the
CC CARES O&E Network and providing support in the following ways:
1. Issued the RFP and developed contracts to convene fourteen CBO partners and three
Community Health Centers across Contra Costa to create the CC CARES O&E Network.
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2. Facilitated weekly/monthly strategy meetfngs and sub-committee meetfngs to develop
campaign goals and objectfves and coordinate project actfvitfes between organizatfons.
a. Convened weekly CC CARES O&E Strategy Meetfngs May 2022-December 2022.
b. Convened monthly CC CARES O&E Strategy Meetfngs January 2023-May 2023.
i. Healthy Contra Costa is contfnuing to convene CC CARES O&E Network
partners after CC CARES O&E project completfon.
c. Convened monthly sub-committee meetfngs to accomplish the following:
i. Convened the Providers Workgroup sub-committee to develop questfons
and talking points for monthly meetfngs with Community Health Centers,
CCHP, and Aliados Health. Identffied asks to streamline CC CARES
enrollment and deconstruct systemic barriers identffied throughout the
project.
ii. Convened the Communicatfons sub-committee to develop
communicatfons strategies and materials including social media posts,
social media toolkits, CC CARES videos, radio advertfsements, etc.
iii. Convened the Data Review sub-committee to create and test questfons
for the CC CARES O&E Pre-Enrollment Survey to collect quantftatfve and
qualitatfve data for further analysis.
iv. Convened the Data Analysis sub-committee to translate and analyze the
data collected in the CC CARES O&E Pre-Enrollment Survey. Developed
and analyzed data from an additfonal follow up survey for three
Community Health Advocates to call CC CARES O&E referrals to collect
qualitatfve data on their experiences throughout the pre-enrollment and
enrollment process.
v. Convened the Advocacy sub-committee to develop CC CARES O&E
Network campaign talking points to highlight the successes, lessons
learned, and recommendatfons to advance health equity for immigrants.
3. Set the table for CBOs, Contra Costa Health (CCH), Contra Costa Health Plan (CCHP), and
Community Health Centers to engage in dialogues regarding policies and practfces
impactfng immigrant health. Deconstructed silos between different partners by serving a
liaison between community and systems partners to coordinate conversatfons for
implementfng changes to advance health equity for immigrants (e.g. CCHP reinstatfng
automatfc CARES renewals, Community Health Centers enrolling outside of business
hours, co-locatfon at community organizatfon sites, and at community events).
a. Conducted ad hoc one-to-one meetfngs with Community Health Centers to
discuss workforce limitatfon issues, ensure shared understanding, and facilitate
uniform data collectfon to monitor CC CARES O&E progress and collect
meaningful and accurate data to report back to CCH and inform future practfce
and enrollment procedures.
b. Collaborated with CCHP to inform the creatfon of their Community Advisory
Committee (CAC) to develop a table where resident experiences are respected,
uplifted, and used to improve how CCHP enrolls and serves Medi-Cal members.
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Healthy Contra Costa is interested in contfnuing to serve as a liaison to bridge the
CC CARES O&E Network of CBOs to the CAC to help recruit and support residents
as they share their experiences navigatfng healthcare systems. HCC has the
capacity to contfnue to partner and serve as a consultant to center resident
voices and support how that translates into policy and practfce change.
4. Built and strengthened lastfng organizatfonal partnerships between CBOs, Community
Health Centers, CCH, and CCHP, laying the groundwork for future collaboratfons.
5. Developed CC CARES O&E infrastructure including CC CARES O&E outreach and referral
workflow between CBOs, Aliados Health, Community Health Centers, and CCHP; the CC
CARES O&E website; the data sharing platiorm and procedure; “What is CARES” video;
data sharing trainings; CC CARES trainings; communicatfon materials; the CC CARES O&E
Guidebook in English and Spanish; and the CC CARES O&E Pre-Enrollment Survey.
6. Collected, analyzed, and presented qualitatfve and quantftatfve data from the CC CARES
O&E Pre-Enrollment Survey, the CC CARES Follow-Up Survey, and conversatfons with
stakeholders (e.g. CBOs, Community Health Centers, CCHP, CCH, etc.) to understand
what factors, policies, and practfces impact immigrant health. Synthesized findings into
reports and presentatfons.
7. Researched and shared local, state, and federal level policy shifts impactfng the actfons
and goals of CC CARES O&E Network partners to inform advocacy and outreach efforts.
Timeline
Healthy Contra Costa began convening CC CARES O&E Network partners in May 2022. From
May 2022 to October 2022, Healthy Contra Costa collaborated with CC CARES O&E Network
partners to develop project infrastructure and prepare for outreach. Some CBO partners began
performing CC CARES outreach at the end of September 2022 before receiving funds. Outreach
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and pre-enrollment officially began when the CC CARES O&E Network received funds in October
2022. Pre-enrollment actfvitfes concluded on April 30th, 2023.
Funding
Each Community Health Center received $60,000 to hire an Enrollment Specialist to enroll CC
CARES referrals. Aliados Health Received $25,000 to manage CC CARES enrollment/referral data.
Outreach CBOs received grants of $20,000, $25,000, $30,000, and $35,000 based on capacity
and experience. Healthy Contra Costa received $50,000 for cross-organizatfonal coordinatfon
and backbone support. (e.g. Coordinatfon between Contra Costa Health, the #OneContraCosta
Coalitfon and the CC CARES O&E Network, coordinatfon of faith based and school outreach
projects and recruitment of Community Health Advocates for data analysis, etc.). Healthy
Contra Costa received $6,125 a month to hire a Project Manager to convene and facilitate the
CC CARES O&E Network, meet regularly with partners, and further develop project
infrastructure. RCF Connects received $12,000 a month to provide fiscal/administratfve services.
Workflow
The primary CC CARES O&E workflow is described above. Some common reasons that the
referral process deviated from this workflow included:
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1. The Enrollment Team operated out of an Outreach Team site and enrolled someone into
CARES immediately after pre-enrollment instead of calling them later.
2. A referral enrolled into full-scope Medi-Cal instead of CARES. Undocumented residents
who make 138% below the FPL are eligible for Medi-Cal if they are 26 and younger, 50
and older, or establish PRUCOL. PRUCOL, or Persons Residing Under Color of Law is a
term to describe non-citfzens living in the United States who the Department of
Homeland Security is aware of and is not contemplatfng deportfng (Social Security
Administratfon, 2012).
Outreach Strategies
CBOs implemented innovatfve strategies to reach and educate an estfmated 146,700+ people
about the CARES program. This number may include duplicates and people who are not eligible
for the CARES program. To reach and educate people about CARES, Outreach Team CBOs used
the following strategies:
● 12 performed in-person outreach at community sites or gatherings.
● 11 hosted online or in-person informatfonal sessions about CARES.
● 9 distributed targeted flyers, door hangers, and/or other printed materials.
● 8 conducted targeted phone-banking and/or text-banking.
● 8 conducted regular social media marketfng.
● 4 conducted regular email marketfng.
● 7 performed announcements at events and other community gatherings.
● 2 CBOs implemented targeted social media and digital campaigns about CARES.
● 2 performed targeted door-knocking.
During the CC CARES O&E Strategy Meetfngs, CBOs shared common barriers to outreach/pre-
enrollment and experiences performing outreach to identffy collectfve lessons learned and
adapt internal practfces accordingly.
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Successful Outreach Strategies
Meeting People Where They Are At
CC CARES O&E Network partners agreed that in order to successfully reach and pre-enroll
CARES referrals, CBOs and Community Health Centers need to meet people where they are at.
To accomplish this, partners engaged in outreach at the following targeted locatfons and
community events:
● CBOs partnered with school districts to host pre-enrollment or enrollment events out of
school sites across the county, including Bay Point, Antfoch, Richmond, and others.
School districts also helped distribute informatfon about CARES.
● CBOs connected with faith-based instftutfons, including churches, temples, and
mosques, to disseminate informatfon about CARES, promote pre -enrollment/enrollment
events, and directly pre-enroll individuals into CARES. Some faith-based instftutfons
allowed CBOs to give presentatfons about CARES to their congregatfons or set up tables
in their lobbies to pre-enroll individuals on the spot. Other instftutfons distributed
materials about CARES to their congregatfons via email or their newsletters.
● CBOs often connected with residents attending food distributfon events. Some CBOs
hosted food distributfons themselves and leveraged the existfng trust and relatfonships
they had with residents attending to educate and/or pre-enroll people. Other CBOs
attended food distributfons hosted by schools, churches, or other CBOs to educate
residents about CARES.
○ One CC CARES O&E Network Partner coordinates food deliveries to churches,
CBOs, schools, etc. who host regular food distributfons. This partner leveraged
their existfng network to identffy new locatfons for CBOs to canvas and helped
develop stronger cross-county connectfons between organizatfons.
● CBOs attended and/or hosted festfvals and celebratfons for immigrant communitfes such
as Día De Los Muertos, Festfval Latfno, Cesar Chavez Day, and others.
● Immigratfon Fairs with informatfon on immigrant legal services were also fruitiul
locatfons for outreach.
● Grocery stores, markets, businesses, and shops were also common locatfons for
outreach. CBOs often canvassed markets where many immigrant communitfes shopped
and distributed brochures and flyers about CARES. The CBOs who hosted onsite
enrollment events with Community Health Centers would canvass nearby shops in the
days leading up to an event to encourage people to attend and enroll into CARES.
● Each month, Contra Costa Health Services invited the CC CARES O&E Network of CBOs to
perform CARES outreach/pre-enrollments at COVID-19 vaccine clinics. When people
expressed that they did not have insurance, CCHS Ambassadors initfated a warm handoff
to CBOs to screen for CARES eligibility. CBOs would also canvass the crowds at these
events to assess whether they were eligible for CARES or knew people eligible for CARES.
● Some CBOs performed outreach in targeted communitfes by door-knocking and
canvassing, tying in CARES educatfon with other campaigns such as housing resources.
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● HCC staff sits on the CC Immigrant Rights Alliance Steering Committee and also
partfcipates in Stand Together Contra Costa actfvitfes. HCC staff connected CBOs with
Stand Together Contra Costa to either attend or host events where informatfon on legal
services for immigrants was distributed.
When performing outreach at community events, CBOs either tabled, canvassed, or both. When
tabling, many successful CBOs would have one outreach worker stay at the table to distribute
flyers, answer questfons, or conduct pre-enrollments, while the other outreach worker would
walk throughout crowds talking to people, handing out informatfon, and directfng interested
people to the table to pre-enroll or get more informatfon. Monument Impact frequently hosted
onsite enrollment events out of their locatfon or out of community locatfons and spent hours
canvassing surrounding neighborhoods in the days leading up to the events to increase
attendance and awareness. Instead of pre-enrolling referrals while out canvassing, Monument
Impact would perform pre-enrollments at their office or specific pre-enrollment/enrollment
events.
CBO Onsite Enrollment Events
Onsite enrollments were one of the most successful innovatfons from CC CARES O&E. Onsite
enrollments were events where Community Health Center Enrollment Specialists performed CC
CARES enrollments at CBO locatfons or at CBO events, eliminatfng the risk of Community Health
Centers not being able to contact referrals after pre-enrollment. By performing onsite
enrollments, Community Health Centers were able to meet community members in locatfons
that were accessible and familiar, eliminatfng transportatfon barriers to clinic locatfons and
leveraging the existfng trust referrals had in CBOs, who were there to support the referrals
through the enrollment process. Some Community Health Centers and CBOs developed MOUs
to host weekly or bi-weekly onsite enrollment events, while other CBOs hosted sporadic events.
Onsite enrollment events built trust between residents and Community Health Centers and
helped CBOs and Community Health Centers develop connectfons, build organizatfonal trust,
and streamline the referral/enrollment process. At least two CBOs will contfnue hostfng
Community Health Center Enrollment Specialists regularly to conduct CARES and Medi-Cal
enrollments onsite. Eleven Outreach CBO partners expressed that they would like to contfnue
partnering with Community Health Centers for future events.
Social Media/Digital Campaigns
Some CBOs relied heavily on social media, radio, textfng, and digital campaigns to educate the
community about CARES. Healthy Contra Costa and the CC CARES O&E Communicatfons sub -
committee developed initfal social media materials for the CC CARES O&E Network, and specific
CBOs adapted these materials to create their own social media and marketfng materials for
events or to better meet the needs of their demographics. Social media was also used to host
live informatfonal sessions. Two CBOs hosted informatfonal sessions about CARES on Facebook
live and Zoom, which received hundreds of views and proved an efficient way to reach and
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inform the community. One Outreach CBO hosted live informatfonal events from outreach
locatfons via Facebook 5-6 tfmes a week so that promotoras could regularly direct residents
they met canvassing to tune in. This CBO also streamed a presentatfon at a local church on
YouTube to share more broadly.
Two CBOs budgeted for digital marketfng and media campaigns, each reaching tens of
thousands of unduplicated people across Contra Costa. CBOs targeted people living within a 30-
mile radius of the Outreach CBO zip code. One CBO abbreviated an existfng video about CC
CARES, making it a suitable advertfsement for social media (e.g. Facebook), which other CBOs
then utflized in their outreach campaigns, while other CBOs created new videos that where
promotoras conductfng pre-enrollment introduced themselves and shared informatfon about
the CARES program.
Another Outreach CBO launched a digital advertfsement that directed residents to a CC CARES
landing page where they could watch the CC CARES video, read more about the program, and
immediately call a promotora to pre-enroll. These digital campaigns allowed CBOs to reach
residents across the county. CBOs also utflized textfng campaigns to reach residents eligible for
CARES, either relying on their existfng networks from previous campaigns. For example, Unite d
Latfno Voices used their Adelante Campaign to send texts/emails or share Facebook posts
about resources for Latfnos in Contra Costa, including CC CARES. Other CBOs collected the
names and numbers of people interested in learning more about CC CARES or other resources
and texted them individually to follow-up.
All the social media and digital marketfng campaigns used to promote CARES introduced the
CBOs and their promotoras as trusted friends who were there to help. Many of these
advertfsements named and/or introduced the promotoras as the main contact for residents to
call directly, ideally to enhance resident trust in the Outreach CBO, the enrollment process, and
the CARES program itself. All materials were provided in Spanish or English, and the AAPI
Coalitfon and Able Community Development Foundatfon either created their own materials or
adapted materials to other languages to suit the needs of the diverse populatfon in CCC.
As of May 2023, Healthy Contra Costa has created a joint campaign with Stand Together Contra
Costa to produce radio advertfsements promotfng services for immigrants. This radio campaign
directs community members to call 211, the phone number for the Contra Costa Crisis Center.
The Contra Costa Crisis Center then refers people to Stand Together Contra Costa for immigrant
legal services or Community Health Centers for CC CARES. Healthy Contra Costa and Stand
Together Contra Costa will contfnue to use this model through future campaigns promotfng
immigrant legal services.
Outreach & Education: Lessons Learned
Community Trust
Trust was a fundamental component of CC CARES O&E, as CBOs required trust from community
members to help connect them to CC CARES. CBOs, Community Health Centers, and systems all
face unique barriers to gaining the trust of the CC CARES populatfon, which h as historically been
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excluded, underserved and endangered when seeking services. Aside from deportatfon fears,
CBOs noted that residents were afraid or intfmidated by Contra Costa’s healthcare systems,
which were different from the systems in their natfve countries and did not feel accessible.
Addressing the fear and distrust immigrants hold towards these systems will take years and
happen incrementally.
All Community Health Centers agreed that collaboratfng with trusted messengers in the CC
CARES O&E CBOs was a useful tool to engage with immigrant communitfes. As evidenced by the
CC CARES O&E Pre-Enrollment Survey data, 71% of referrals had heard of at least Community
Health Center, yet only 37% of referrals had previously sought their services. This discrepancy
illustrates why Community Health Centers need CBOs to educate residents about services
available through Community Health Centers and dispel fears preventfng residents from
accessing care.
CBOs depended on their reputatfons as trusted entftfes within Contra Costa’s undocumented
communitfes, built through years of service and support, to educate people about CC CARES.
Hiring promotoras and outreach workers who are immigrants and CC CARES members
deepened community trust in CBOs, as they spoke the same language and belonged to the
same culture. Stfll, CBOs reported community hesitancy in enrolling in CARES, with some
residents believing the program was fake because they had never heard of it before. CBOs
overcame this barrier and built trust by spreading awareness about CARES through the internet,
radio, flyers, canvassing, and other methods to assure the community that CARES is a legitfmate
program.
CBOs relied heavily on one-on-one conversatfons with community members to build trust,
thoroughly answering their questfons, comfortfng them, and guiding them through the pre -
enrollment process. These individual conversatfons were tfme intensive and frequently required
repeated follow up, with many referrals reaching out to check on the status of their case. Many
of these conversatfons and follow-ups needed to occur outside of business hours, since many
people cannot answer the phone while working.
Community trust in the CARES program and CBOs was impacted by the tfme it took for referrals
to hear from Community Health Centers after pre-enrollment. Because of the influx of CARES
referrals and internal staffing limitatfons, it sometfmes took Community Health Centers months
to contact CARES referrals. In that tfme, some residents lost faith in the process and their trust
in the Outreach CBO was jeopardized. To prevent this from happening, CBOs followed their
referrals through the pre-enrollment to enrollment process and often checked on the status of
their case to help referrals get enrolled as soon as possible, often through onsite enrollment
events.
Building Social Networks
An important factor in the successful implementatfon of CC CARES O&E were the networks
created. To launch CC CARES O&E, Healthy Contra Costa convened and facilitated the CC CARES
O&E Network, a county-wide collaboratfon between fourteen CBOs and three Community
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Health Centers all serving immigrant populatfons. While rallying around CC CARES O&E as a
collectfve campaign, this network built organizatfonal partnerships, exchanged lessons
learned/community best practfces related to reaching/pre-enrolling immigrants, shared
resources and opportunitfes to meet resident needs, boosted organizatfonal events, and
connected each other to associated networks (e.g. faith-based instftutfons, food distributfons,
etc.).
The organizatfonal partnerships developed between CBOs and Community Health Centers
increased successful enrollments and built community trust. More than half of the CBOs hosted
at least one onsite enrollment event with a Community Health Center, and three CBOs
organized regularly scheduled onsite enrollment events. According to Community Health Center
staff, partfcipatfng in onsite enrollment events allowed them to connect with residents easier,
who were directly introduced to Enrollment Specialists by a CBO who they knew and trusted,
increasing resident trust in the Community Health Center itself and confidence in the overall
enrollment process. Community Health Centers also collaborated with CBOs during other
community events (e.g. vaccinatfon clinics). Some CBOs collected enrollment documents from
referrals and shared them with Community Health Centers so that Enrollment Specialists could
complete CARES applicatfons with referrals over the phone. The existfng trust CBOs have with
Community Health Centers has increased due to these partnerships, paving the way for future
collaboratfve events or resident referrals. All Community Health Centers and eleven CBOs
expressed interest in future partnerships or collaboratfons with after the completfon of CC
CARES O&E, and two CBOs will contfnue hostfng La Clinica de la Raza out of their site weekly for
CARES, Medi-Cal, Cal-Fresh, and other enrollments.
Partnerships developed between CBOs were also important, as each CBO offered different
resources, support, and connectfons that filled in existfng gaps in the care provided. For
example, CBOs helped each other then they encountered residents who spoke languages that
outreach workers did not, exchanging informatfon on best community practfces. Additfonally,
CBOs connected each other to various outreach opportunitfes, exemplified by White Pony
Express connectfng CBOs with food distributfon sites across the county. Members of the CC
CARES O&E Network also initfated connectfons to faith-based organizatfons, allowing CBOs to
leverage the existfng trust between people and these organizatfons to reach, educate, and pre-
enroll more people.
Startfng in January 2023, representatfves from the Contra Costa Health Ambassadors joined the
CC CARES O&E Strategy meetfngs and began invitfng CC CARES O&E Network partners to
partfcipate in vaccinatfon events. Six CBOs and two Community Health Centers partfcipated in
fourteen total vaccinatfon clinics between January and March 2023, strengthening connectfons
between CC CARES O&E Network partners and the Contra Costa Health Ambassadors program.
Contra Costa Health Ambassadors also conducted CARES pre-enrollments.
In the initfal stages of CC CARES O&E, multfple CBOs primarily relied on in-reach, looking
through their existfng networks and residents served, to identffy residents eligible through
CARES. As the project progressed, CBOs shifted their practfces to reach the broader immigrant
populatfon by tabling/canvassing at community events. The networks developed and shared
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throughout CC CARES O&E were essentfal for this change, which increased CBO reach and pre-
enrollments as the project progressed.
Another lastfng network connectfon from CC CARES O&E was through the Contra Costa Crisis
Center, a referral network where people call 211 to connect with resources including mental
health, housing, food, etc. When CC CARES O&E began, the Contra Costa Crisis Center served as
a referral hub for CBOs conductfng collaboratfve outreach under ECCCA. Going forward, CBOs
are using the Contra Costa Crisis Center as a referral hub to direct residents to the three
Community Health Centers.
CBO Training
Community Health Centers and CBOs agreed that HCC’s educatfon and training series for CBOs
on the CARES program was important to the success of this project. Healthy Contra Costa
developed project infrastructure materials that the CC CARES O&E Network could refer to for
informatfon on CC CARES and project procedures (e.g. website, CARES Guidebook, training
recordings, flyers, etc.). Aliados Health provided an initfal training to all CARES O&E Network
partners in July 2022, which was shared with all new partners as they joined the campaign.
When new partners joined the CARES O&E Network, Healthy Contra Costa’s CARES O&E Project
Manager met with CBOs individually to educate them about the program. Going forward, CC
CARES O&E Network partners will need additfonal training to stay up to date on the shifting
eligibility requirements for healthcare services.
Barriers to Outreach and Enrollment
CC CARES O&E Network partners noted multfple barriers to outreach, pre-enrollment, and
enrollment throughout CC CARES O&E. These barriers frequently overlap with resident
identffied healthcare access barriers captured in the CC CARES O&E Pre-Enrollment Survey.
Impact of Funding
The start of CC CARES O&E was hindered by delays in receiving project funding, which arrived
four months late. Many of the CC CARES O&E Network partners have smaller funding streams,
so the significant delay in funding had a large impact on their internal staff and operatfons,
hurtfng the livelihood of the outreach workers hired to complete this project. Multfple CBOs
cited issues of not being able to bring on the staff recruited to conduct outreach and pre-
enrollments for this project because they had taken other jobs by the tfme the funds arrived.
This has significantly reduced the capacity of one CBO to do outreach/pre-enrollments.
Community Health Centers reported a similar issue with hiring new Enrollment Specialists
because of the funding delay.
Once funded, each CBO received a grant of $25,000, $30,000, or $35,000 to conduct outreach,
educatfon, and pre-enrollment actfvitfes. This investment from CC Health was an important step
toward partnering with the community to reach historically marginalized communitfes and
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collectfvely we acknowledge that every resident enrolled, results in achieving health equity for
that individual and perhaps other family members. While CBOs were creatfve in their strategies
to maximize these funds, CBOs expressed a need for additfonal funding to stfpend outreach
workers and engage in meaningful outreach actfvitfes to reach more residents. Multfple CBOs
ran out of funding before the end of the project. Initfally, our funding was intended solely for
the CBO network, however the decision was made to also provide significant funding for the
Community Health Centers to hire enrollment specialists.
Workforce
In additfon to Outreach CBO hiring issues, all the Community Health Centers faced delays when
recruitfng new staff to process CARES enrollments, with two Community Health Centers not
hiring new staff untfl January 2023. These hiring delays inhibited how fa st Community Health
Centers could enroll referrals, which caused CBOs to slow or stop their pre-enrollments untfl
their previous referrals had been reached. Outside of the scope of CC CARES O&E, multfple
Community Health Centers reported significant issues hiring and retaining healthcare providers
and enrollment staff, limitfng how many patfents Community Health Centers are able to enroll
and serve.
Community Beliefs and Behaviors
Despite being trusted messengers, CBOs stfll faced barriers gaining resident trust to pre -enroll
them into CARES. Many people avoid accessing any services out of fear that it will impact their
immigratfon status. Undocumented communitfes have also experienced discriminatfon and
harms from systems in the past, which combined with fears of deportatfon and public charge,
have significantly contributed to community hesitancy to access care. Shifts in immigratfon
policies at the federal level contribute to these fears, as people do not know what services are
safe and will remain safe as administratfons change. Because of these fears, CBOs had to spend
a significant amount of tfme educatfng people one to one to reassure residents and build trust
in the program. The tfme it takes to educate residents about CARES limits how many people
each Outreach CBO can pre-enroll and illustrates the long-term nature of the work necessary to
reach and care for Contra Costa’s undocumented communitfes.
When educatfng residents about CARES, CBOs also faced difficultfes explaining the importance
of engaging in preventatfve healthcare as opposed to episodic care only. Many referrals were
concerned with the cost of healthcare, and prioritfzed their immediate needs (e.g. food, rent,
etc.) over obtaining preventatfve healthcare services.
Time
Another reason why assistfng residents through the pre-enrollment/enrollment process took so
much tfme was that it often required repeated follow ups. After talking to someone interested
in CARES, CBOs often texted, called, or emailed them multfple tfmes to tell them more about
the program and help them pre-enroll. Of the residents who did pre-enroll, many had difficulty
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connectfng with the Community Health Centers because they were not able to take a call during
normal business hours, their phone numbers were changed or incorrect, or they did not have
voicemail boxes set up. When this occurred, CBOs were notffied and would repeatedly text, call,
or email the referral untfl they made contact. While successful follow ups and enrollments were
made, this process was tfme consuming for CBOs.
After successful pre-enrollment, it can stfll take Community Health Center Enrollment Specialists
a significant amount of tfme to successfully reach and enroll referrals, limitfng how many people
can be enrolled within a specific amount of tfme. To streamline this process, some CBOs
collaborated with Community Health Centers to collect enrollment documents (e.g. proof of
identfty, proof of income, and proof of Contra Costa residence) and send these documents to
the Community Health Centers in encrypted emails. The Community Health Centers were then
able to have virtual/phone enrollment appointments with referrals to enroll them into the
program.
Eligibility
Multfple CBOs and Community Health Centers agreed that a primary barrier to pre-
enrolling/enrolling more individuals into CARES was the strict eligibility requirements,
specifically for income. Residents must make below 138% the federal poverty level, $20,121
annually for a household of one. Because of the high cost of living in the Bay Area, it is difficult
to identffy people who make below 138% the federal poverty level, despite the fact that people
making barely above this cutoff are not eligible for other subsidized care if they are
undocumented.
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Pre-Enrollment and Enrollment
Figure 1
The CC CARES O&E Network received the funds to perform CC CARES O&E in October 2022.
Despite the delays in project funding, some CBOs began pre-enrolling people into CARES in
September 2022. Between September 2022 and April 30 th, 2023, the Outreach Team pre-
enrolled 1123 people into CARES by having them take the CC CARES O&E Pre-Enrollment
Survey, excluding duplicates. 469 referrals were sent to La Clinica de la Raza, 408 to Brighter
Beginnings, and 284 to LifeLong Medical Care.
As shown in Figure 1, the number of people referred to CC CARES increased each successive
month and peaked in February as CBOs built stronger connectfons with community members
and identffied what specific strategies worked best for this project. The number of new pre -
enrollments decreased in March and April, as CBOs shifted their efforts to help the Community
Health Centers reach previously pre-enrolled referrals who they were unable to contact.
The CC CARES O&E Survey collected informatfon that the Enrollment Team used to contact
referrals (e.g. name, phone number, etc.). To maximize the likelihood of a successful connectfon,
the survey collected additfonal informatfon such phone call availability and preferred language.
This allowed the Enrollment Team to make calls at tfmes that referrals were available and
coordinate translatfon/interpretatfon services ahead of tfme if needed.
The CC CARES O&E Survey also collected data on the demographics, needs, and experiences of
this populatfon. These results may inform future strategies to reach and care for Contra Costa
County’s immigrant communitfes.
4
105
150 155 167
223
199
120
0
50
100
150
200
250
ReferralsTotal Pre-Enrollments by Month
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CC CARES Referral Enrollments
Most referrals with a confirmed final
enrollment status were enrolled into a
healthcare program such as CARES (n=432) or
full-scope Medi-Cal (n=76), making them
successful enrollments. Although the goal of
CC CARES O&E was not to connect residents
to Medi-Cal, some referrals enrolled into full-
scope Medi-Cal because of their age, PRUCOL
status, or another eligibility factor.
261 referrals could not be reached by
Community Health Centers to enroll in CC
CARES. Of those 261, 43 had previously
reached Community Health Centers but did
not show up for their enrollment
appointments and could not be reached after
the fact. CBOs reached out to all referrals who
Community Health Centers could not contact,
and 28 of the successful CC CARES
enrollments were due to this follow up. We know from CBO and Community Health Center
feedback that some of the unable to contact referrals are from th e contfnual fear and
uncertainty around public charge that prevents residents from seeking care.
56%
15%
29%
Enrollment Statuses
Successful Enrollments
Unsuccessful Enrollments
Unable to Contact
Figure 2
Figure 3
432
76
43
218
1
69
9
32
30
0 50 100 150 200 250 300 350 400 450 500
Enrolled in CARES
Enrolled in Medi-Cal
No Show
Unable to Contact
Not County Resident
Not Income Eligible
Existing CARES Patient
No Longer Interested
Already Insured
Enrollment Statuses
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20
Of the unsuccessful enrollments, 1 was not a county resident, 69 were not income eligible, 9
were already CARES patfents, 32 were no longer interested in the program, and 30 were already
insured, most by full-scope Medi-Cal.
As of May 25th, 2023, there are currently 203 working cases that Community Health Centers are
stfll trying to contact and enroll. These working cases are excluded from Figure 2 and Figure 3.
CC CARES Total Enrollments
The first CC CARES O&E referrals were sent to Community Health Centers in October 2022. A
referral who completes their CC CARES applicatfon before the 24th of each month begins their
coverage the following month, so the first CC CARES O&E referrals were officially enrolled into
CC CARES startfng November 2022. While Community Health Centers are stfll enrolling CC
CARES O&E referrals, the total new CC CARES O&E enrollments for June 2023 are not available
at the tfme of this report’s completfon.
1252 represents the total number of people were enrolled into CC CARES between November
2022 and May 2023, the window of CC CARES O&E. As demonstrated in Table 1, there was a
higher number of total CC CARES enrollments during the duratfon of CC CARES O&E (November
2022-May 2023) in comparison to past years.
Table 1 and Figure 4 demonstrate that the number of new CC CARES enrollments made from
November 2022-May 2023 is higher than the new enrollments made between November 2019-
May 2020, November 2020-May 2021, and November 2021-May 2022. The number of new CC
CARES enrollments per month surpasses that of previous years in January 2023, and remains
higher than the monthly enrollments for previous years for the remainder of CC CARES O&E.
January was the first month that two Community Health Centers had an Enrollment Specialist
hired to enroll CC CARES O&E referrals, allowing more people to enroll in CC CARES.
In comparison to the average number of new CC CARES enrollments from the past data (810)
referenced in Table 1, the absolute number of new CC CARES enrollments from November
2022-May 2023 (1252) was 442 people higher. Similarly, 432 people who took the CC CARES
O&E Pre-Enrollment Survey have been enrolled to date.
While not all these CC CARES enrollments can be attributed to CC CARES O&E, the spike in new
enrollments strongly aligns with the increasing trend of CC CARES pre-enrollments depicted in
Figure 1 (page 18). When performing CC CARES outreach, CBOs educated people about the 3
Community Health Centers and handed out brochures with health center contact informatfon,
giving people the optfon to enroll in CC CARES on their own. In additfon, Community Health
Centers reported that they were able to enroll an estfmated 108 additfonal people into CC
CARES because they were family members of the CC CARES O&E referrals who took the pre-
enrollment survey.
Prior to CC CARES O&E, Community Health Centers relied primarily on in-reach to enroll new
members into CC CARES. CC CARES O&E is the first major outreach campaign to increase
awareness and access of CC CARES since its conceptfon in 2015, suggestfng that increased
interest in CC CARES is linked to campaign efforts.
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Despite the reductfon in age eligible people due to the changes in CC CARES eligibility over the
past 4 years bulleted below, the spike in new monthly CC CARES O&E enrollments from
November 2022-May 2023 demonstrates the impact of CC CARES O&E and the importance of
contfnuing outreach campaigns and collaboratfons so that CBOs can help transitfon the eligible
CC CARES populatfon into Medi-Cal as they all become age eligible in January 2024.
• Before January 2020, CC CARES covered adults 19+ who lived in Contra Costa, made
138% or below the federal poverty level, and were not eligible for other insurance
because of their immigratfon status4.
• In January 2020, full-scope Medi-Cal expanded to include income-eligible
undocumented adults under the age of 26.5 This changed the CC CARES eligibility age to
26+.
• In May 2022, full-scope Medi-Cal expanded to also include immigrants ages 50 and
older, reducing the eligibility window for CC CARES to people ages 26-496.
Table 1
New CC CARES Enrollments November-May
2019-2020 2020-2021 2021-2022 2022-2023
November 133 102 154 101
December 129 114 135 98
January 129 59 111 164
February 114 81 147 243
March 157 136 117 246
April 81 133 114 203
May 38 150 96 197
Total 781 775 874 1252
4 The Community Clinic Consortfum of Contra Costa and Solano Countfes. “Contra Costa CARES Frequently Asked
Questfons.” https://cchealth.org/insurance/pdf/2015-Contra-Costa-CARES-faq.pdf, accessed 25 May 2023.
5 California Department of Health Care Services (DHCS). “Young Adult Expansion.”
https://www.dhcs.ca.gov/services/medi-
cal/eligibility/Pages/youngadultexp.aspx#:~:text=Beginning%20January%201%2C%202020%2C%20a,income%20lim
its%2C%20will%20stfll%20apply, accessed 25 May 2023.
6 DHCS. “Older Adult Expansion.” https://www.dhcs.ca.gov/services/medi-
cal/eligibility/Pages/OlderAdultExpansion.aspx, accessed 25 May 2023.
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Figure 4.
Follow-Ups
Outreach CBO Follow Up
When Community Health Centers were unable to reach pre-enrolled referrals, they notffied
Aliados Health, who shared the request with Healthy Contra Costa. Healthy Contra Costa then
instructed the Outreach CBO to follow up with the referral. The original workflow was to notffy
CBOs after the Enrollment Counselors had called twice, but that protocol shifted to two missed
calls so that CBOs could reach referrals faster. When CBOs reached referrals, they helped
connect them to Community Health Centers by invitfng them to onsite enrollment events or
instructfng them when to call health centers back. CBOs were able to connect with referrals
through phone-calls, textfng, WhatsApp, email, or in-person meetfngs. CBOs attempted to
follow up with all unable to contact referrals and 28 were enrolled as a result.
Community Health Advocate Follow Up
Healthy Contra Costa trained three Community Health Advocates to conduct an additfonal
follow up survey of people who had taken the CC CARES O&E Pre-Enrollment Survey to collect
data on why referrals decided to apply and their experiences pre-enrolling. Healthy Contra
Costa drew a stratffied random sample of 301 CC CARES referrals who had confirmed
enrollment statuses as of March 6th, 2023, 86 of whom responded and agreed to be surveyed.
133
129 129
114
157
81
38
102 114
59 81
136
133
150154
135
111
147
117
114 96
101 98
164
243 246
203 197
0
50
100
150
200
250
300
November December January February March April MayNew EnrollmentsMonth
New CC CARES Enrollments
2019-2020 2020-2021 2021-2022 2022-2023
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The most popular reasons that referrals pre-enrolled in CC CARES were because a friend (n=16)
or family member (n=17) told them about the program, or that they had received
flyers/materials from promotoras canvassing (n=17). Many referrals received flyers/materials
outside of markets and stores (n=15), and one was approached at their home. People also
learned about CC CARES when attending vaccinatfon clinics (n=10), through their churches
(n=3), or through other community events (n=5). Some referrals learned about CARES through
the schools their children or grandchildren attended (n=6), either through school events or
emails. Some referrals did not remember how they were connected (n=4), or only talked about
the promotora who referred them (n=3). Two people reached out to CBOs after seeing CARES
advertfsing on Facebook (n=1) or the news (n=1). Three referrals worked for CBOs who were
referring to CC CARES referrals.
When Community Health Advocates asked referrals why they had decided to apply for CC
CARES, the most common motfvatfons were that people did not have health insurance (n=30)
and that they wanted to prevent or be prepared for potentfal health issues (n=32). Some
referrals were already coping with health issues (n=24) and wanted to enroll to receive
treatment/care. A few referrals added that they decided to apply after encouragement from
friends (n=2) or the promotora they talked to (n=2). Some shared that they had only had access
to emergency care (n=7), and consequently had a hard tfme making medical appointments
(n=4). People also expressed that they had previously not known that they were eligible for a
program like CC CARES (n=3) and were interested because the program is free (n=5).
When asked to describe their pre-enrollment experiences, most referrals described the process
as positfve (n=47). Many recanted that the CBOs who assisted them were friendly (n=16) and/or
helpful (n=14). When asked what specifically was helpful, some shared that the process was fast
(n=7) and easy (n=9), and some people were already receiving medical care (n=5). When asked
what was negatfve about the experience, some referrals shared that they were stfll waitfng to
be contacted (n=13) and felt like they needed more help (n=9) or more informatfon (n=4).
Community Health Advocates directed all referrals who had not been contacted or were unsure
of their status to the Community Health Centers.
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Uplifting the Voices of Contra Costa’s
Immigrant Communities
While outreaching and educatfng the community about the CARES program, Outreach Team
CBOs collected data on the experiences and perspectfves of undocumented residents in Contra
Costa County from 1123 pre-enrollment surveys. The informatfon and stories shared in this
report reflect tens of thousands of Contra Costa residents who have faced discriminatfon and
been denied care, all while contributfng to the county’s culture, economy, and community. By
uplifting the experiences and voices of the CARES populatfon, Contra Costa’s healthcare systems
can understand the unique challenges immigrants face when accessing care and develop
innovatfons to meet these needs, increasing access to healthcare for all residents in the process.
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Access to Healthcare
Figure 5
When asked if respondents and their families had access to healthcare so they could see a
doctor when necessary, most people reported that they did not have access (n=827),
demonstrated in Figure 5. More people indicated that their spouse or partner had access
(n=196) and most people stated that their children had access (n=547).
When asked how people had remained healthy without access to preventatfve healthcare,
many people discussed how they relied on diet, exercise, and vaccines to stay in good health.
While CBOs noted that many people do not prioritfze preventatfve healthcare, the common
emphasis on eatfng well, exercising, and getting vaccinatfons shows that people do value their
health and take steps to prevent disease. CBOs may be able to use this informatfon to expand
community understanding about preventatfve healthcare by educatfng community members
about why primary healthcare is as important as diet and exercise and vaccines.
Other referrals shared that they had not been staying healthy without access to care, listfng
different health concerns including diabetes, asthma, epilepsy, chronic pain, and others. People
avoided medical treatment for these issues untfl necessary and coped using over-the-counter
medicatfons.
118
196
547
827
487
241
144
125
70
0 200 400 600 800 1000 1200
For you
For your Spouse or partner
For your children
Access to Healthcare
Yes No I Don't Know
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Access to Community Health Centers
Figure 6
71% (n=797) had heard of at least of the three Community Health Centers providing CC CARES
O&E prior to pre-enrollment. As shown in Figure 7, La Clinica de la Raza was the most well-
known health center, with 61% (n=682) having heard of it. In comparison, only 16% (n=176) of
referrals had heard of LifeLong Medical Care, followed by 8% (n=90) having heard of Brighter
Beginnings.
The popularity and recognitfon of La Clinica de la Raza in comparison to LifeLong Medical Care
and Brighter Beginnings is likely skewed because almost half of CARES referrals were pre-
enrolled in Central County, where La Clinica is the only Community Health Center who has a
clinic locatfon. According to CBO feedback, another possible reason that people were familiar
with La Clinica de la Raza was because it is the only Community Health Center with a Spanish
name. Partners also suggested that residents may be familiar with different clinics, but not
recognize them by name.
In Central County, 71% (n=381) of referrals had heard of La Clinica de la Raza, 7% (n=35) had
heard of LifeLong Medical Care, and 5% (n=27) had heard of Brighter Beginnings. In comparison,
LifeLong Medical Care was the most recognized Community Health Center among West County
referrals, as 46% (n=130) had heard of LifeLong Medical Care, 33% (n=95) had heard of La
Clinica de la Raza, and 5% (n=47) had heard of Brighter Beginnings. La Clinica de la Raza was stfll
the most recognized Community Health Center in East County, as 67% (n=205) of East County
71%
61%
8%16%
39%
92%84%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
La Clínica de la
Raza
Brighter
Beginnings
LifeLong
Medical Care
Community Health Center
Familiarity
Yes No
Figure 7
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27
referrals had heard of it compared to 5% (n=15) recognizing Brighter Beginnings and 3% (n=10)
recognizing LifeLong Medical Care. Brighter Beginnings was consistently the least recognized
Community Health Center, possibly because it is the newest Community Health Center and has
only two locatfons in Contra Costa County compared to La Clinica de la Raza’s three locatfons
and LifeLong Medical Care’s four locatfons. It is also the only Community Health Center with
locatfons in West and East County.
Figure 8
Although most referrals had heard of at least one of the three Community Health Centers, only
37% (n=413) reportedly sought care at La Clinica de la Raza, Brighter Beginnings, or LifeLong
Medical Care. More referrals remembered trying to access services from La Clinica de la Raza in
the past than from the other two Community Health Centers, illustrated in Figure 9.
In Central County, only 32% (n=168) had sought care from La Clinica de la Raza, 2% (n=12) from
LifeLong Medical Care, and 1% (n=7) from Brighter Beginnings. In West County, 25% (n=66) of
referrals had sought care from LifeLong Medical Care, 9% (n=25) from La Clinica de la Raza, and
6% (n=16) from Brighter Beginnings. La Clinica de la Raza was stfll the most sought-after clinic in
East County referrals, as 33% (n=100) had sought their care. In comparison, only 2% (n=5) of
East County referrals had tried to get care from Brighter Beginnings and only 1% (n=4) had tried
to get care from LifeLong Medical Care.
37%
27%3%8%
66%
89%84%
7%8%8%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
La Clínica de la
Raza
Brighter
Beginnings
LifeLong
Medical Care
Sought Care from
Community Health Centers
Yes No Not Sure
Figure 9
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28
The fact that less than half of referrals who had heard of Community Health Centers before
(n=797) had not sought care at the Community Health Centers demonstrates the importance of
educatfng immigrants about services offered at Community Health Centers and streamlining the
enrollment process so people can receive care easily.
Barriers to Care
Figure 10.
The CC CARES O&E Pre-Enrollment Survey asked referrals to describe the challenges and
barriers that have prevented them from accessing healthcare services in the past, and 912
referrals took the tfme to share their stories. Healthy Contra Costa pulled key themes from
these responses to demonstrate the diverse and intersectfng factors that have prevented the CC
CARES populatfon from accessing services when in need, summarized in Figure 10. The
informatfon collected through this survey gives Contra Costa County’s healthcare systems and
CBOs a unique opportunity to hear directly from residents who are notably hard to reach,
176
133
285
70
85
262
508
64
118
176
0 100 200 300 400 500 600
Can only get emergency care
Local health center not accepting patients
Limited information about how to get care
Cannot make appointments during clinic
hours
Transportation barriers
Language barriers
Financial costs
Did not know I was sick until I needed
emergency care
Fear, discomfort, and lack of trust with
healthcare system
Lack of guidance and support
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providing the opportunity for us to deconstruct the systemic barriers blocking undocumented
residents from accessing resources available for them. Residents shared personal details about
their struggles coming to a new country where they do not speak the language, do not
understand the healthcare system, are low-income, and endure, despite an underlying fear of
public charge and deportatfon. By examining the common experiences of undocumented
residents, we can develop innovatfve strategies to best reach and care for immigrants, in turn
making Contra Costa’s healthcare systems more accessible for all.
Financial Costs
The most reported barrier that prevented
referrals from accessing healthcare services
was financial costs (n=508, 56%). Referrals
described suffering from untreated medical
issues (e.g. diabetes, asthma, epilepsy, etc.)
for years. Referrals commonly avoided
medical attentfon untfl it was absolutely
necessary out of fear that they could not
afford basic medical services, despite having
actfve health concerns that were impactfng
their quality of life. Many referrals assumed
that they would not be eligible for any
health insurance because of their documentatfon status and lack of certain
documents/identfficatfon (e.g. social security numbers) and were not prepared to pay for any
medical care out of pocket. Paying for medical services out of pocket is not feasible, as all
referrals are relegated to low paying jobs and many described their personal struggles paying
for basic necessitfes such as housing and food, which are prioritfzed over healthcare services a
majority of the tfme. This finding aligns with reports from CARES O&E Network Partners, who
often found themselves explaining to residents why it was important to prioritfze their health.
Because the decision to seek healthcare often competes with other basic needs, many CBOs
found greater success when they were able to also connect residents to other resources (e.g.
housing, food) so that they had the ability to prioritfze their health.
Addressing financial barriers to care is
achievable, especially as the CARES
populatfon prepares to transitfon into full-
scope Medi-Cal in 2024. However, the fact
that the CARES populatfon lists financial
costs as their most prominent barrier to
accessing healthcare services despite the
CARES program being free illustrates the
need for contfnued outreach and educatfon strategies to alert undocumented residents of the
free/affordable programs available to them. Only 26% of referrals had heard of the CC CARES
program before, despite it existfng since 2015. The responses collected in the CC CARES Pre-
“Me gustaría adquirir los servicios porque a veces me
siento mal y quisiera ir al doctor pero es muy costoso y
prefiero no ir porque me puedo quedar sin dinero para
pagar algo mas necesario.”
“I would like to acquire these services because
sometfmes I don't feel good and would like to go to the
doctor but it can be very expensive and therefor don't
seek medical attentfon because I might need that
money for something more necessary.”
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30
Enrollment Survey illustrates that undocumented residents may not seek services on their own
because their initfal assumptfon is that they are not eligible for free or affordable care because
of their documentatfon status. While CARES and Medi-Cal are affordable, they will not
adequately serve the CC CARES populatfon unless Contra Costa identffies long-term solutfons to
consistently reach and educate residents about these programs, such as partnerships with CBOs
who cater to immigrants and can disseminate the informatfon appropriately.
Although all referrals are low-income,
many did not meet the income cutoff for
CC CARES and/or Medi-Cal (n=69).
Income was the most common reason
why Community Health Centers were not
able to enroll referrals they could reach
into CC CARES, despite the majority of
referrals making under $35,000 and supportfng multfple family members. This barrier aligns
with feedback from CBOs, who stated that they repeatedly could not pre-enroll low-income
residents because their income was too high. For example, farm workers in our far east county
region were not eligible. This issue is increasingly important as Medi-Cal contfnuous coverage
ends in 2023, meaning that residents enrolled in Medi-Cal will have their status redetermined.
While the majority of people who have incomes above the eligibility for Medi-Cal will be offered
Covered California’s Silver Plan, undocumented residents will once again be left out of
healthcare coverage because of their immigratfon status. To properly address financial barriers
to care, Contra Costa needs to develop programs to provide care to undocumented residents
who make above 138% the federal poverty level.
Communication and Trust
Two prominent intersectfng themes
expressed through the CC CARES Pre-
Enrollment Survey were how issues
related to communicatfon and trust
have prevented residents from
accessing healthcare services. Although
CC CARES and other affordable
healthcare services (e.g. Community
Health Centers) exist in Contra Costa
County, 31% of referrals said they had
been prevented from accessing services
because they had limited informatfon
on how to get care (n=285), emphasizing the importance of implementfng strategies to educate
the community about these resources. People discussed their frustratfons finding care,
remarking that they did not know where to look for affordable health care services or that they
assumed they were not eligible for anything because of their documentatfon status. Residents
“Hay falta de informacion para acerca los programas
de salud que son acsequibles, y no se entender el
idioma, y no se entender como es el sistema se
salud en este pais.”
“There is a lack of informatfon about affordable
health programs, and the language is not
understandable, and I don’t understand what the
healthcare system is like in this county.”
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31
recanted their experiences recently moving to Contra Costa from their natfve countries without
understanding the different private and public providers available, how to find and apply for
health coverage, and where they could receive care in their natfve language. Even though all
Community Health Centers are staffed with Enrollment Specialists and providers who speak
Spanish and have access to interpretatfon services, 29% of referrals cited language barriers
(n=262) as a primary reason why people had not accessed services in the past. The prevalence
of language barriers preventfng residents from accessing care underscores the importance of
outreaching/educatfng residents in their natfve languages, hiring healthcare providers who
speak Spanish and/or other common languages, and offering comprehensive
interpretatfon/translatfon services to residents accessing care.
19% of referrals stated they had not
accessed healthcare services because of a
lack of guidance and support from family,
friends, or services workers (n=176).
Family and friends were frequently cited
as the reason residents learned about CC
CARES or Community Health Centers, but
people can only educate their community
once they have the informatfon
themselves. responses and Outreach CBO
testfmony also highlight how the culture of care within immigrant communitfes are a barrier to
accessing healthcare, as people rely heavily on episodic healthcare instead of preventatfve
services. Promotfng preventatfve healthcare in immigrant communitfes depends on changing
their understanding of the health care system and contfnuing educatfon on issues of access and
the benefits of identffying health issues before they become chronic health conditfons.
Referrals also reflected on the limited or lack of assistance they had received from service
providers when trying to access healthcare. For example, referrals discussed instances of calling
providers and not connectfng to anyone or receiving calls back. Some referrals had temporarily
been enrolled in medical coverage during their pregnancy but did not receive optfons for
contfnued support or resources when that coverage ended. CBOs recanted stories from
residents who had sought care at county health centers in the past, had not received adequate
translatfon support, and had been turned away before exploring additfonal resources such as
WIC, Emergency Medi-Cal, CalFresh, or other services. This aligned with responses from
Community Health Centers who cared for many Spanish speaking residents who were turned
away by other providers.
Poor experiences interactfng with service workers or healthcare providers further harm the
relatfonship between the CARES populatfon and Contra Costa’s healthcare systems, as 13%
referrals stated that their fear/discomfort/distrust of the healthcare system have prevented
them from accessing services (n=118). Referrals expressed their confusion and apprehension
towards using Contra Costa’s health services, as they worried that the programs would impact
their immigratfon status or cost a significant amount of money. Referrals discussed being
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32
unfamiliar and feedback from CARES O&E Network partners reiterated referral responses, which
described how people felt lost and unaware of what programs were safe and available for them
to use.
Emergency Care
When describing previous attempts to access
healthcare in Contra Costa, 19% of referrals
shared that they had only been able to
access emergency care (n=176) and 7% had
not known they were sick untfl they needed
emergency care (n=64). 193 referrals shared
they were currently enrolled in emergency
Medi-Cal, which is how they accessed care in
dire situatfons. When asked how referrals had stayed healthy despite not visitfng a doctor in
years, many shared that they knew they were not healthy, and just did not have the resources
to identffy why they were sick.
Since many referrals only had access to
emergency medical care, referrals shared
personal experiences of living with
serious medical conditfons without
access to treatment. Some people shared
it had been many years since they had
visited a doctor, or that they had been
diagnosed with conditfons like pre-
diabetes years prior but never received
follow up. Others discussed how their ability to work and quality of life was significantly
hindered by injuries, chronic illnesses, and painful conditfons that needed more consistent
medical interventfons rather than solely treated through emergency care. To cope, people relied
on over-the-counter medicatfons, diet, and exercise. When home remedies were not enough,
people described working through the pain untfl it was absolutely necessary to go to the
emergency room and receive care, pushing it off as long as possible out of fear of the costs.
Many referrals also discussed instances where they were sick and had sought emergency care
from private providers and subsequently had to pay out of pocket.
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33
The repeated theme of referrals
only accessing emergency
healthcare aligns with findings
reported by the CC CARES O&E
Network partners, as CBOs
described challenges describing the
importance of obtaining
preventatfve healthcare services to
community members. Because seeking episodic care as opposed to preventatfve healthcare is
normalized among many immigrant communitfes, CBOs had to use their status as trusted
messengers to also educate residents on why it is important to enroll in CC CARES. These
experiences illustrate the contfnued importance of Contra Costa not only offering
comprehensive healthcare services to undocumented communitfes, but also investfng in trusted
messengers who can shift community understanding around the necessity of a healthcare home
and preventfve care.
Provider Location and Availability
Provider availability and locatfon were
also significant healthcare access
barriers according to the CC CARES Pre-
Enrollment Survey. As the United States
experiences an ongoing health
workforce shortage, all three
Community Health Centers have
expressed issues hiring and retaining
providers/staff, presentfng a barrier to
enrolling new patfents both within this project and outside of the scope of this project. At the
beginning of CC CARES O&E, one Community Health Center was not acceptfng non-CC CARES
patfents at multfple locatfons because of the limited number of healthcare providers. Similarly,
15% of referrals stated that they had been unable to receive healthcare services from local
health centers in the past because they were not acceptfng any new patfents (n=133).
An additfonal barrier preventfng 8% of
referrals from accessing healthcare was
the limited hours that they could make
clinic appointments (n=70). Community
Health Centers and Contra Costa Health
Centers operate during typical business
hours, and many referrals work jobs
without paid tfme off or sick leave and
are unable to attend enrollment
appointments or talk on the phone
with enrollment counselors during
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34
business hours. The Contra Costa’s campesino communitfes often have agricultural jobs in rural
areas with limited signal, preventfng them from taking or making phone calls during working
hours. Limitatfons in phone call or appointment availability make it difficult for referrals to
connect with care providers and access services they need, as their livelihood must come first.
Consequently, many referrals requested to be contacted during evenings or weekends to enroll
in CC CARES, which Community Health Centers were largely able to accommodate by shifting
their hours to call referrals at the requested tfmes. Community Health Center Enrollment
Specialists also attended onsite enrollment events on Saturdays with select CBOs to reach
residents who were only available on weekends.
In additfon to health center
availability, 9% referrals stated
that transportatfon was a
common barrier preventfng
them from accessing
healthcare services (n=85).
Many referrals did not have
access to a car, limitfng how far
and how quickly they were
able to travel to receive
services. By hostfng onsite enrollment events at Outreach CBO sites or community locatfons
(e.g. schools), the CARES O&E Network was able to help people overcome transportatfon
barriers to enrollment.
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35
Solutions and Recommendations
Healthy Contra Costa compiled data and lessons learned from CC CARES O&E to develop the
following solutfons/recommendatfons to address systemic barriers preventfng immigrants from
accessing healthcare. These recommendatfons reflect feedback from CC CARES O&E Network
Partners along with the stories, experiences, and struggles people shared within the CC CARE
O&E Pre-Enrollment Survey. These recommendatfons can be categorized as Systemic Issues,
Ongoing Outreach and Educatfon, and Workforce Development.
Systemic Issues
1. Identffy and establish a community engagement platiorm to facilitate ongoing
communicatfon dialogue between CCH, CCHP, Employment and Human Services
Department (EHSD), Community Health Centers, CBOs, and community members. These
platiorms will serve as spaces for identffying and removing barriers to CARES/Medi-Cal
enrollment and utflizatfon, as well as devising actfonable solutfons to address the specific
long-term needs of immigrant communitfes.
2. Eliminate the gaps in care for immigrant communitfes by developing an efficient and
equitably-funded hybrid care delivery system between Contra Costa Health
Centers/Clinics and Community Health Centers so community members can receive
services and referrals between healthcare systems seamlessly without experiencing gaps
in care.
a. When community members cannot receive appropriate care from a Community
Health Center or Contra Costa Health Center, each system must be able to
seamlessly transitfon the community member to the other healthcare system as
needed, removing the burden of seeking care from the community member and
eliminatfng gaps in access.
3. Transitfon the CC CARES program eligibility requirements to cover the new “remaining
uninsured”- immigrants who make above 138% the federal poverty level and are not
eligible for other insurance/healthcare optfons.
a. At a minimum, maintain all the benefits currently offered under CC CARE
including:
i. Reduced cost pharmacy
ii. Health educatfon and chronic disease management
iii. Basic lab services related to primary healthcare
iv. Basic radiology
v. Health evaluatfons, diagnosis and treatment services
vi. 24-hour nurse advice line
vii. Behavioral health services.
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36
b. Explore opportunitfes to expand currently offered CC CARES benefits to make
them commensurate with healthcare offered to other community members,
including but not limited to:
i. Dental
ii. Vision
iii. Specialty Care
4. Streamline the CC CARES to full-scope Medi-Cal transitfon throughout the remainder of
2023 through:
a. Collaboratfons between CBOs, Community Health Centers, EHSD, and CCHP to
implement community-centered strategies to overcome systemic barriers and
reach, educate, and enroll existfng CARES members who are not currently
enrolled in emergency Medi-Cal.
i. CBOs can assist community members with digital literacy and access to
complete online Medi-Cal applicatfons and appointments.
ii. Coordinate Medi-Cal transitfon strategies across health systems to
develop uniform practfces.
b. Contfnued onsite enrollments at CBO sites and community events outside of
business hours to meet people where they are at and help people overcome
barriers to enrollment such as transportatfon and clinic hours.
5. Decrease language barriers to care by adoptfng the following recommendatfons:
a. Increase the availability of interpreters and bilingual staff/providers who
represent a diversity of dialects and cultures within Contra Costa’s healthcare
systems.
b. Collaborate with CBOs and community members to develop materials/
communicatfon techniques and change policies/practfces to help community
members understand where and how they can access services in their preferred
languages and dialects.
Ongoing Outreach and Education
1. Implement sustainable strategies for CBOs to contfnually disseminate informatfon about
health resources to immigrant communitfes.
a. Contfnued campaigns should equip CBOs to educate community members on the
following topics:
i. Talking points to dispel community fears surrounding public charge and
immigratfon threats when enrolling in Medi-Cal.
ii. Pathways in the community for enrolling in Medi-Cal.
iii. Services and benefits provided within Medi-Cal and the different
coverage optfons available (e.g. emergency Medi-Cal vs. full-scope Medi-
Cal).
b. Strategies may include contfnued digital/media campaigns, community
informatfonal sessions, canvassing, etc.
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37
i. CC CARES O&E Network partners will contfnue to collaborate with the
Contra Costa Crisis Center and instruct community members to call 211 to
get connected to a Community Health Center near them.
2. Contfnue collaboratfve enrollment events between Community Health Centers and CBOs
to assess community needs and create a shared understanding of how to engage
residents in their neighborhoods and community.
3. Advance communicatfon strategies through collaboratfons between CBOs, Community
Health Centers, CCH, CCHP, EHSD, and community members to create messaging about
CARES/Medi-Cal to reach, educate, inform, and engage different communitfes through
culturally and linguistfcally appropriate means.
Workforce Development
1. Develop pathways for immigrants and communitfes of color to receive health career
training/guidance to eventually become staff at health centers and clinics in CC.
a. Pathway development should stem from substantfve collaboratfons between
Community Health Centers, CCHP, CCH, CBOs, and community members to
identffy and deconstruct barriers to employment and pathway partfcipatfon.
Healthy Contra Costa seeks collaboratfon with CCH as we advance two grants to
identffy and connect over forty residents to health career pathways and support
residents to sit on the Contra Costa County and City of Richmond Workforce
Development Boards and Committees.
b. Pathways should include optfons for contract work to hire community members
who are not eligible for full-tfme employment due to their immigratfon status.
c. Pathways should include network development so that community and CBO
partners can promote employment opportunitfes to communitfes frequently
excluded from healthcare job opportunitfes.
2. Hire more Community Health Workers and Patfent Health Navigators to help community
better utflize healthcare systems.
a. Community members and CBOs should play an actfve role creatfng the positfon’s
roles, responsibilitfes, and scope of work to best meet the needs of immigrants
accessing care and be accessible for community members seeking employment.
3. Hire enrollment staff and providers with specific work schedules extending beyond
normal business hours to regularly provide services on weekends and evenings to reach
residents who cannot take calls/appointments during typical business hours.
Going Forward
Going forward, the CC CARES O&E Network looks forward to partnering with CCH, CCHP, and
the Office of Racial Equity and Social Justfce to advance the above recommendatfons and
ensure meaningful partnership with the community.
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Attachment A
The following attachment summarizes the demographic data collected from 1,123 community
members who took the CC CARES O&E Pre-Enrollment Survey. As Contra Costa prepares for the
expansion of Medi-Cal, CCH, CCHP, Community Health Centers, and CBOs can use this unique
dataset to identffy strategies to best reach and care for the CC CARES populatfon .
County-Wide Demographics
Most referrals were pre-enrolled into CC CARES in Central County (n=535), followed by East
County (n=305) and then West County (n=284). Referrals lived in 23 different citfes, with
Concord being the most reported.
12
14
23
51
68
70
172
173
186
298
0 100 200 300 400
El Sobrante
Martinez
Oakley
Brentwood
San Pablo
Bay Point
Richmond
Pittsburg
Antioch
Concord
Top Ten Locations of Residence
25%
48%
27%
Referrals By Region
West Central East
Figure 1 Figure 2
287
39
Most CC CARES O&E referrals self-identffied as Latfno and/or Hispanic. Other referrals identffied
as South Asian, Southeast Asian, Pacific Islander, Indigenous, White, Central African, South
African, West African, Middle Eastern and/or North African, or Black/African American. Some
referrals selected multfple races/ethnicitfes, and the referrals who identffied as Indigenous
primarily stated they were from Central America.
The most common reported annual household income CARES referrals was less than $15,000 a
year, which is over seven tfmes less than Contra Costa County’s median household income for
2021.7
Figure 4
7 United States Census Bureau. “QuickFacts – Contra Costa County, California.”
https://www.census.gov/quickfacts/contracostacountycalifornia, accessed May 25, 2023.
406
302
240
138
18
3
0 50 100 150 200 250 300 350 400 450
Under $15,000
$15,000 - $24,999
$25,000 - $34,999
$35,000 - $49,999
$50,000 - $74,999
Over $75,000
Yearly Estimated Household Income
1
4
3
33
11
1
1
1
1
3
1066
0 200 400 600 800 1000 1200
Black, African-American
Indigenous/Native/American Indian
Pacific Islander
South Asian
Southeast Asian
Middle Eastern, Northern African
West African
South African
Central African
White
Latino/Hispanic
Race/Ethnicity
Figure 3
288
40
Many referrals stated that they struggled to
support themselves and their families with their
low incomes, driving them to ignore their medical
needs untfl they had no choice but to seek
emergency care.
The most common household size reported by
referrals was four, with some referrals reportfng
having eight or more household members.
Referrals commonly reported that they were also
supportfng family members in their home
countries. Community Health Centers will take
dependents in other countries into account when
determining the threshold for CARES or Medi-Cal
eligibility, but only if the dependents live in certain
countries.
Figure 5
226
139
161
271
188
78
36
11
0
50
100
150
200
250
300
1 2 3 4 5 6 7 8+
Household Size
289
41
Figure 6
Most CC CARES referrals primarily spoke Spanish. Other commonly reported languages included
English, Nepali, Thai, Lao, Portuguese, Indigenous Languages (Mam and Poqchii), Urdu, and
Filipino/Tagalog. People could list multfple languages.
The CC CARES O&E Pre-Enrollment Survey asked
referrals to list what language(s) they were most
comfortable speaking in. Enrollment specialists
arranged for interpretatfons services ahead of
tfme when calling/enrolling someone who did
not speak English or Spanish.
Only 18% of referrals had someone 18 years or
older who could provide
interpretatfon/translatfon services if needed,
emphasizing the importance utflizing
comprehensive interpretatfon/translatfon
services when developing health
communicatfon materials and providing
interpretatfon/translatfon services for all
residents accessing healthcare.
1
1
1
2
3
3
6
21
48
1055
0 200 400 600 800 1000 1200
Filipino/Tagalog
Tibetan
Urdu
Indigenous Languages
Portuguese
Laos
Thai
Nepali
English
Spanish
Preferred Languages
18%
Of referrals had someone 18 years or
older who could assist in interpretatfon or
translatfon.
Figure 7
290
42
Central County Demographics
Of the 535 referrals who were pre-enrolled in Central County, most self-identffied as
Latfno/Hispanic (n=520). Other reported races/ethnicitfes included South Asian (n=5), Southeast
Asian (n=2), Indigenous (n=2), Middle Eastern/Northern African (n=1), and Black/African
American (n=1).
Figure 8
Central County referrals preferred to speak Spanish (n=515), English (n=13), Nepali (n=5), Thai
(n=1), and Portuguese (n=2). Referrals could choose multfple languages. Only 12% of Central
County referrals had someone 18 or older who could provide translatfon services if needed.
Figure 10
1
2
1
5
2
1
520
0 100 200 300 400 500 600
Black, African-American
Indigenous/Native/American Indian
Pacific Islander
South Asian
Southeast Asian
Middle Eastern, Northern African
Latino/Hispanic
Race/Ethnicity in Central County
12%
Figure 9
2
1
5
13
515
0 100 200 300 400 500 600
Portuguese
Thai
Nepali
English
Spanish
Preferred Languages in Central
County
Of referrals had someone 18 years or
older who could assist in interpretatfon or
translatfon.
291
43
Figure 11
Figure 12
188
138
118
79
3
1
0 20 40 60 80 100 120 140 160 180 200
Under $15,000
$15,000 - $24,999
$25,000 - $34,999
$35,000 - $49,999
$50,000 - $74,999
Over $75,000
Yearly Estimated Household Income in Central County
109
53
84
116
95
35
27
3
0
20
40
60
80
100
120
140
1 2 3 4 5 6 7 8
Household Size in Central County
292
44
West County Demographics
While most West County referrals identffied as Latfno/Hispanic (n=249), it was also the region
with the highest number of referrals who identffied as South Asian (n=24), Southeast Asian
(n=7) and Pacific Islander (n=2). Some West County referrals also identffied as Central African
(n=1), South African (n=1), West African (n=1), and Indigenous (n=1).
Figure 13
West County referrals also spoke the greatest diversity of different languages. Most preferred to
speak Spanish (n=234), followed by English (n=25), Nepali (n=13), Thai (n=5), Lao (n=3),
Portuguese (n=1), Indigenous languages (n=2), Urdu (n=1), and Tibetan (n=1). 33% of referrals
had someone 18+ who could provide interpretatfon if needed, which was a higher proportfon
than reported in Central and East County.
1
2
24
7
1
1
1
249
0 50 100 150 200 250 300
Indigenous/Native/American Indian
Pacific Islander
South Asian
Southeast Asian
West African
South African
Central African
Latino/Hispanic
Race/Ethnicity in West County
33%
Figure 15
0
1
1
2
1
3
5
13
25
243
0 50 100 150 200 250 300
Filipino/Tagalog
Tibetan
Urdu
Indigenous Languages
Portuguese
Laos
Thai
Nepali
English
Spanish
Preferred Languages in West
County
Of referrals had someone 18 years or
older who could assist in interpretatfon or
translatfon.
Figure 14
293
45
Figure 16
Figure 17
125
75
46
24
9
1
0 20 40 60 80 100 120 140
Under $15,000
$15,000 - $24,999
$25,000 - $34,999
$35,000 - $49,999
$50,000 - $74,999
Over $75,000
Yearly Estimated Household Income in West County
52
44
38
77
43
18
8
2
0
10
20
30
40
50
60
70
80
90
1 2 3 4 5 6 7 8
Household Size in West County
294
46
East County Demographics
Most referrals in East County self-identffied as Latfno/Hispanic (n=297), followed by South Asian
(n=3), Southeast Asian (n=2), and Indigenous (n=1).
Figure 18
The most common preferred language among East County referrals was Spanish (n=297),
followed by English (n=9), Nepali (n=2), and Filipino/Tagalog (n=1). Only 19% of referrals in East
County had someone 18 or older who could provide interpretatfon services if needed.
Figure 19 Figure 20
1
3
2
297
0 50 100 150 200 250 300 350
Indigenous/Native/American Indian
South Asian
Southeast Asian
Latino/Hispanic
Race/Ethnicity in East County
1
2
9
297
0 100 200 300 400
Filipino/Tagalog
Nepali
English
Spanish
Preferred Languages in East
County
19%
Of referrals had someone 18 years or
older who could assist in interpretatfon or
translatfon.
295
47
Figure 21
Figure 22
92
89
76
35
6
1
0 10 20 30 40 50 60 70 80 90 100
Under $15,000
$15,000 - $24,999
$25,000 - $34,999
$35,000 - $49,999
$50,000 - $74,999
Over $75,000
Yearly Estimated Household Income in East County
64
42 39
77
50
25
1 2
0
10
20
30
40
50
60
70
80
90
1 2 3 4 5 6 7 8
Household Size in East County
296
1220 Morello Avenue, Suite 200 | Martinez, CA 94553 | Phone: (925) 957-2670 | Fax: (925) 957-2651
cchealth.org
1
September 13, 2023
To: Contra Costa Board of Supervisors
From: Anna Roth, RN, MS, MPH
CEO, Contra Costa Health
Re: Contra Costa CARES
Overview
In 2015, Contra Costa County and local hospital systems came together with community health
centers, health coalitions and advocates to develop a system of primary and preventive care for
uninsured residents of Contra Costa County – those who were not eligible for coverage
expansion under the Affordable Care Act due to documentation status. In collaboration with
these stakeholders, Contra Costa Health Plan (CCHP) established a pilot program, Contra Costa
CARES, for providing primary care services to the remaining uninsured, low-income residents of
Contra Costa County. Contra Costa CARES continues today, and services are provided by three
community health centers: La Clínica de la Raza, Brighter Beginnings, and LifeLong Medical
Care. In 2022, behavioral health was added to the primary care services.
Due to the State expansion of Medi-Cal eligibility for low-income residents of all ages regardless
of documentation status on January 1, 2024, Contra Costa CARES will end on December 31,
2023.
As requested by the Board of Supervisors at the Budget Adoption Hearing of May 23, 2023, this
report includes an update on the following topics:
• CARES Participants and Services Provided – including caseload trends and outcomes
data
• Outreach – including contract expenditures, reporting, and outcomes data
• CalAIM transition plans – as the CARES Program sunsets on December 31, 2023
• Funding – including remaining balances for FY22-23 and spending plans for FY23-24
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2
CARES Participants and Services Provided
Caseload trends and outcome data
Contra Costa Health Plan (CCHP) has been tracking the enrollment of CARES since inception of
the program. Overall, for the entire time that CARES has been in existence, 10,989 people were
enrolled in the CARES Program with more than 55,000 visits to the community health centers
for primary care and behavioral health services. In June of 2023, 3,011 Contra Costa County
residents were actively enrolled in Contra Costa CARES.
Aliados Health provided demographic information for the 3,011 CARES enrollees as of June
2023. Highlights of the demographics include:
• 2,684 (89%) Hispanic
• 564 (19%) Household size larger than 4 people
• 648 (22%) Household size of 1 person
• 2,451 (81%) Employed
• 1,640 (54%) Female
• 45 (1%) Non-English/Non-Spanish Speakers
The provision of primary care services through Contra Costa CARES meant that enrollees could
receive diagnoses and ongoing treatment of chronic diseases. From June 2022 - June 2023, the
leading reasons for chronic illness visits for CARES enrollees (not including data from Lifelong)
were Type 2 Diabetes (835), Hypertension (491), Prediabetes (245), Hyperlipidemia (216),
Hyperthyroidism (10), and Type 1 Diabetes (38). Treatment and monitoring of chronic diseases
can avoid future health impacts including morbidity and mortality.
In 2022, the Board of Supervisors authorized the addition of behavioral health services to the
benefits offered to CARES enrollees. Health centers had been offering these services prior to
2022, and this allowed them to offer these services to all CARES enrollees. As with diagnosis
and treatment of chronic illnesses, access to behavioral health services in the primary care
setting can reduce suffering through treatment and avoid the necessity of treatment in more
acute settings. Leading reasons for mental health treatment visits between January – June
2023 (not including data from Lifelong) were Depression (141), Anxiety (66), Stress (28),
Substance Use (15) and Grief (10).
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3
CARES Outreach
In 2022, CCH allocated $800,000 for outreach to eligible residents between 26-49 years with
the goal of increasing program enrollment in preparation of the State's expansion of Medi-Cal
eligibility for low-income residents of all ages regardless of documentation status on January 1,
2024. CCH contracted with the Richmond Community Foundation/Healthy Contra Costa (HCC)
for this outreach from July 1, 2022 – April 30, 2023. The funds were from the American Rescue
Plan Act ($500,000) and CCHP Incentive Program ($300,000). All reports have been received,
and all funds have been paid to the contractor.
New enrollments between June 2022 and June 2023 indicated that there were a total of 1,781
new enrollees during that time. This was after those who were 50 years and older became
eligible for Medi-Cal in May 2022, meaning that there was a smaller group now eligible for
CARES, residents of ages 26 – 49 years. Although the new enrollment was only a portion of the
estimated number of county residents in that age group, it is significant that the new
enrollment was higher than the previous 3 years.
CalAIM Transition Plan
CCH has been working with the Employment and Human Services Department (EHSD) to
understand and coordinate the plans for expansion of Medi-Cal to all low-income residents
regardless of documentation status. As with the other age groups who have gained access to
Medi-Cal regardless of documentation status, residents between the ages of 26 and 49 years
who are undocumented and have restricted or limited-scope Medi-Cal, on December 31, 2023
will seamlessly transition to full-scope Medi-Cal and will be able to access all the Medi-Cal
benefits at that time.
Therefore, the transition planning has included determining which CARES enrollees currently do
not have restricted or limited-scope Medi-Cal so that community clinics can reach out to these
enrollees to enroll them before the January 1, 2024 expansion. Analysis shows that there are
approximately 1,200 CARES enrollees that will be automatically transitioned, so outreach
efforts can focus on the approximately 2,000 CARES enrollees that are do not currently have
restricted scope Medi-Cal.
Community clinics have current processes to assist with Medi-Cal applications. Bolstering that
infrastructure not only to support the smooth transition of CARES enrollees to Medi -Cal but to
assist with redetermination activities over the next year will be important to ensure that those
who are eligible for Medi-Cal can continue to access care. Community clinics are currently
partnering with EHSD to ensure they have access to the online technology to best serve
community members with applications.
Additionally, as CARES enrollees transition to Medi-Cal, they will be eligible for all Medi-Cal
benefits including those offered under CalAIM. These also include an initial health assessment,
access to benefits such as Enhanced Care Management and Community Supports depending on
eligibility and maintaining their medical home with the community clinics.
299
4
Outreach, awareness and educational campaigns about Medi-Cal eligibility and benefits are
happening at the State level. In order to encourage those who are undocumented to apply for
Medi-Cal, it will be important to address common questions related to the impact of Medi-Cal
enrollment such as public charge, as well as to ensure that county residents are aware of the
CCHP provider network, including community clinics, who have been the medical home for
CARES participants.
Funding
Funding from Hospitals, County and Contra Costa Health Plan
The Contra Costa CARES annual budget historically included a County general purpose revenue
contribution of $250,000, CCHP revenue contribution of $500,000, and $750,000 in private
hospital matching donations for a total annual program budget of $1,50 0,000. Beginning in
FY22-23, the private hospital donations ceased. However, contributions for FY 22 -23 and FY 23-
24 from the County general purpose revenue ($250,000 for each fiscal year) and CCHP
($500,000 for each fiscal year) continued for those fiscal years. The total amount of funding
allocated to CARES from the inception of the program from all of these sources is $9,750,000.
As of July 31, 2023, the amount spent for CARES direct services (not including additional
services such as behavioral health) was $7,925,848. Estimated expenditures between August –
December 2023 are $428,960, leaving an unspent balance of $1,395,192 at the end of 2023.
Of the remaining estimated unspent funds of $1,395,192, Contra Costa Health will refund
$500,000 to the County general purpose revenue fund for FY 22-23 and FY 23-24 contributions,
and refund $895,192 to CCHP for the contribution for FY 22-23 and a portion of their
contribution for FY 23-24 at the conclusion of CARES.
In order to ensure a smooth transition from CARES to Medi-Cal, it is critical to enhance the
Medi-Cal enrollment infrastructure at the community clinics and in the community. Therefore,
CCHP will allocate $300,000 from the CCHP Incentive Fund to the three community clinic
systems (Lifelong, La Clinica and Brighter Beginnings) to assist with Medi-Cal outreach and
enrollment so that the CARES members assigned to them can be notified and assisted with the
transition to full-scope Medi-Cal. Additionally, CCHP will allocate $300,000 for community-
based education and enrollment efforts about Medi-Cal.
Measure X Funding
In FY 22-23 and FY 23-24, $750,000 in Measure X funds were allocated for each of those fiscal
years by the Board of Supervisors to expand the services offered to include behavioral health
for a total of $1,500,000 in Measure X funds. Of these funds as of July 31, 2023, $960,467 will
have been expended related to the increase in services and between August – December 2023,
there will be an estimated $383,000 spent, resulting in an estimated unspent balance of
300
5
$156,533 at the end of 2023. Contra Costa Health will refund the unspent balance to the
Measure X fund at the conclusion of CARES.
Conclusion
Since 2015, Contra Costa CARES has provided critical access to primary and behavioral health
care for income-eligible county residents who were not originally eligible for Medi-Cal due to
documentation status. As the State has expanded Medi -Cal to all age groups as of January 1,
2024, Contra Costa CARES is no longer needed as Medi-Cal provides a fuller spectrum of
benefits and ends the disparity for health access and coverage that had previously existed for
this population. We are grateful to the Board of Supervisors as well as local hospitals, our
county, community clinics and community partners for support of this program over the past 8
years as Contra Costa CARES has been a demonstrable commitment toward equity in health
access and coverage.
301
CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:ORD 23-17 Agenda Date:9/19/2023 Agenda #:D.4.
To:Board of Supervisors
From:Candace Andersen, District II Supervisor
Report Title:Ordinance No. 2023-17 requiring safe storage of firearms in residences
RECOMMENDATIONS:
INTRODUCE Ordinance No. 2023-17 to require the safe storage of firearms in residences; WAIVE reading;
and FIX October 3, 2023, for adoption of the ordinance and supporting findings.
FISCAL IMPACT:
There are no anticipated financial impacts as a result of adopting the ordinance.
BACKGROUND:
The Proposed Ordinance
Safe residential firearm storage ordinances are in effect in a number of local jurisdictions, including Antioch,
Lafayette, Moraga, Orinda, and Walnut Creek, as well as many other jurisdictions throughout California.
The proposed Contra Costa County ordinance would require a person who owns or controls a residence in
unincorporated Contra Costa County to store firearms in a locked container or disable them with a Department
of Justice-approved firearm safety device. The requirements of the ordinance would not apply when the
firearm is legally carried on the person, or otherwise in their immediate possession and control, nor when the
firearm is in the immediate possession of a peace officer. The Sheriff would be responsible for enforcement of
the ordinance. A violation of the ordinance would be subject to criminal enforcement as a misdemeanor,
punishable by imprisonment in County jail for up to six months or by a fine of up to $1,000, or by both.
To encourage reporting of lost or stolen firearms, a person who complies with Penal Code section 25250, by
reporting the loss or theft of a firearm within the requisite time period, would not be prosecuted for a violation
of the ordinance.
Discussion of Preemption and Historical Safety Regulations
Under the preemption doctrine, state and federal law will preempt a local law when the local law is in conflict
with state or federal law or regulates an area already fully occupied by state or federal law. Federal law does
not regulate residential firearm storage, though it requires federal firearm licensees that sell firearms to have
secure firearm storage or safety devices available, compatible with the firearms offered for sale. (27 CFR 478.)
CONTRA COSTA COUNTY Printed on 9/14/2023Page 1 of 3
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File #:ORD 23-17 Agenda Date:9/19/2023 Agenda #:D.4.
State law includes limited provisions regarding firearm storage. State law imposes criminal liability on a
person who keeps a firearm when a child or a person prohibited from possessing firearms may have access to
the firearm and the child or prohibited person causes injury or carries the firearm to a public place. (Pen. Code,
§ 25100.) There is no criminal penalty, however, if the firearm is safely stored. (Pen. Code, § 25105.) State
law also regulates storage of firearms when an individual prohibited from possessing firearms lives at the same
residence. (Pen. Code, § 25135.) Currently, there is no state law that requires safe residential firearm storage,
such as locked containers or firearm safety devices.
With respect to a County safe firearm storage ordinance, unlike state law, the ordinance would be violated if the
firearm is not stored safely, regardless of whether a child or prohibited person has access to the firearms.
Further, existing state law does not technically require safe firearm storage. Rather, under state law, safe
firearm storage acts as an exemption to criminal liability. Thus, a County ordinance regulating residential
firearm storage would not conflict with or duplicate state law.
The regulation of residential firearm storage is also consistent with legal precedent interpreting the Second
Amendment to the U.S. Constitution. While the Second Amendment guarantees an individual’s right to keep
and bear arms, this right is not unlimited. (District of Columbia v. Heller (2008) 554 U.S. 570, 595.) The U.S.
Supreme Court has acknowledged the validity of “laws regulating the storage of firearms to prevent
accidents.” (Id. at 632.) The U.S. Supreme Court recently held that a valid firearm regulation must be
consistent with historical firearm regulation such that it has a historical analog. (New York State Rifle & Pistol
Ass’n v. Bruen (2022) 142 U.S. 2111, 2126.)
There is historical support for regulation of residential firearm storage from a Massachusetts law drafted near in
time to the ratification of the Constitution. The 1782 Massachusetts law prohibited Boston residents from
keeping loaded firearms in dwellings and other buildings for safety reasons. (Act of Mar. 1, 1783, ch. XIII,
1783 Mass. Acts p. 218.) In the same era, Philadelphia and New York City, as well as smaller towns, also
regulated for safety reasons the residential storage of gunpowder, which was a necessary component to the
operation of a firearm at that time. (See Cornell & DeDino, A Well Regulated Right, 73 Ford. L. Rev. 487, 510-
512 (2004).) These historical regulations constitute historical analogs for the proposed ordinance.
There are ample safety-related reasons for requiring safe residential firearm storage. Having a loaded or
unlocked firearm in a residence has been associated with an increased risk of intentional and accidental firearm-
related injury and death, and firearm theft. Keeping a firearm locked enhances safety by increasing the
likelihood that it cannot be immediately accessed or used by others without the owner’s knowledge or consent,
which decreases the risk that the firearm will be used to commit suicide, homicide, or inflict injury, whether
intentionally or unintentionally. Requiring stored, unsupervised firearms to be secured with firearm safety
devices or kept in locked containers is a sensible safety regulation and does not burden or interfere with the
right or ability to lawfully use firearms in the home.
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File #:ORD 23-17 Agenda Date:9/19/2023 Agenda #:D.4.
CONSEQUENCE OF NEGATIVE ACTION:
By not enacting an ordinance requiring the safe storage of firearms in residences, the County will not regulate
residential firearm storage, which regulation may help reduce instances of firearm-related violence, injuries,
and death, as well as firearm thefts.
☒Recommendation of the County Administrator
☐ Recommendation of Board Committee
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
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ORDINANCE NO. 2023-17
Page 1
ORDINANCE NO. 2023-17
SAFE STORAGE OF FIREARMS IN RESIDENCES
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 adds Chapter 54-22 to the County Ordinance Code
to require safe storage of firearms in residences.
SECTION II. Chapter 54-22 is added to the County Ordinance Code, to read:
Chapter 54-22
SAFE STORAGE OF FIREARMS IN RESIDENCES
54-22.002 Purpose. The purpose of this chapter is to require safe storage of firearms in
residences located in unincorporated Contra Costa County, through the use of a locked container
or a firearm safety device. (Ord. 2023-17 § 2.)
54-22.004 Definitions. For purposes of this chapter, the following terms have the following
meanings:
(a) “Firearm” means a firearm as defined in Penal Code section 16520, as may be amended
from time to time.
(b) “Locked container” means a locked container as defined in Penal Code section 16850, as
may be amended from time to time.
(c) “Residence” means any structure intended or used for human habitation including, but
not limited to, a house, condominium, room, single-room occupancy, accessory dwelling
unit, in-law unit, mobile home, trailer coach or house car that is parked and being used as
a residence, motel, hotel, time-share, and other locations where human habitation occurs,
and regardless of the lawful status of the structure or its occupancy.
(d) “Firearm safety device” has the meaning set forth in Penal Code section 16540, as may
be amended from time to time.
(e) “Immediate control” means within close enough proximity and control that the owner or
other lawfully authorized user of a firearm can readily retrieve and use the firearm as if
carried on the person. (Ord. 2023-17 § 2.)
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ORDINANCE NO. 2023-17
Page 2
54-22.006 Regulation of Firearm Storage.
A person may not keep a firearm in any residence owned or controlled by that person unless the
firearm is stored in a locked container, or the firearm is disabled with a firearm safety device,
that is listed on the California Department of Justice’s roster of approved firearm safety devices
and is identified by the California Department of Justice as appropriate for that firearm by
reference to either the manufacturer and model of the firearm or to the physical characteristics of
the firearm that match those listed on the roster for use with the firearm safety device. (Ord.
2023-17 § 2.)
54-22.008 Exceptions to Firearm Storage Regulation.
(a) This chapter does not apply when a firearm is carried on the person of, or is otherwise in
the immediate control and possession of, an individual in accordance with applicable law.
(b) This chapter does not apply when a firearm is carried on the person of, or is otherwise in
the immediate control and possession of, a peace officer, as defined in Penal Code
sections 830 through 830.65, as may be amended from time to time. (Ord. 2023-17 § 2.)
54-22.010 Reporting Theft or Loss to Law Enforcement.
To encourage the reporting of lost or stolen firearms, a person who complies with California
Penal Code section 25250 by reporting the loss or theft of a firearm the person owns or possesses
to a local law enforcement agency within five days from the time they knew or reasonably
should have known the firearm had been lost or stolen shall not be prosecuted for a violation of
this chapter. (Ord. 2023-17 § 2.)
54-22.12 Penalties for Violations.
(a) A violation of this chapter is a misdemeanor and is punishable by imprisonment in the
county jail for not more than six months or by a fine of not more than one thousand
dollars ($1,000), or by both.
(b) No provision of this chapter is intended to supersede or supplant any state or federal law.
It is not the intention of this chapter to regulate any conduct if the regulation of that
conduct has been preempted by state or federal law. (Ord. 2023-17 § 2.)
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.
306
ORDINANCE NO. 2023-17
Page 3
PASSED ON _______________________, 2023, 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
307
FINDINGS
Page 1 of 2
FINDINGS IN SUPPORT OF ORDINANCE NO. 2023-17
SAFE STORAGE OF FIREARMS IN RESIDENCES
1. Firearms that are not stored safely may result in accidental firearm injuries and deaths. Utilizing
locked containers and firearm safety devices when storing firearms in the home reduces the risk
of firearm injury and death, as well as firearm theft.
2. Firearms are the leading cause of death for children in the United States. Between 2015 and
2022, there were over 2,800 unintentional shootings by children age 17 and younger. These
shootings resulted in 1,083 deaths and 1,815 nonfatal injuries. (American Academy of
Pediatrics, Guns in the Home: How to Keep Kids Safe (2023), available at
https://www.healthychildren.org/English/safety-prevention/at-home/Pages/Handguns-in-the-
Home.aspx.)
3. Firearm injuries have a significant adverse public health and safety impact nationally, regionally,
and locally.
4. Access to firearms increases the likelihood of death by suicide, particularly among children and
adolescents. Nine out of ten suicides by firearm in this age group involve use of a firearm from
the victim’s home or that of a relative. (Society for Research in Child Development, Access to
Firearms Increases Child and Adolescent Suicide (2020), available at
https://www.srcd.org/research/access-firearms-increases-child-and-adolescent-suicide.)
5. In 2020, there were 45,222 firearm-related deaths in the United States. More than half of these
deaths were suicides and more than 4 out of every 10 were firearm homicides. (Centers for
Disease Control and Prevention, Fast Facts: Firearm Violence Prevention (2022), available at
https://cdc.gov/violenceprevention/firearms/fastfact.html.)
6. Safe firearm storage practices help prevent unauthorized access to firearms.
7. Safe firearm storage practices help prevent firearms from being stolen, diverted into illegal
markets, and used in gun-related crimes. In an analysis of 23,000 stolen firearms recovered by
police officers, the majority of the weapons were found to later be used in crimes such as
murders, armed robberies, and kidnappings. (Brian Freskos, Missing Pieces, The Trace (2017)
available at https://thetrace.org/2017/11/stolen-guns-violent-crime-america.)
8. The majority of firearm thefts in the United States are from everyday gun owners. A 2017 study
found that the people most susceptible to gun theft are those who own a large number of guns,
frequently carry guns outside of their homes, or do not practice safe storage methods in their
home. (David Hemenway, Deborah Azrael, and Matthew Miller, Whose guns are stolen? The
epidemiology of Gun theft victims, Injury Epidemiology 4 (1) (2017), available at
https://injepijournal.biomedcentral.com/articles/10.1186/s40621-017-0109-8.)
308
FINDINGS
Page 2 of 2
9. The American Academy of Pediatrics, the American Medical Association, the Centers for
Disease Control and Prevention, the National Shooting Sports Foundation, the California
Department of Justice, the California Department of Education, the American Psychological
Association, the Johns Hopkins Bloomberg School of Public Health, and many other agencies
and organizations recommend the safe storage of firearms.
10. Requiring stored and unsupervised firearms to be safely stored in a locked container or disabled
with a firearm safety device does not interfere with or impact a person’s ability to lawfully use
their firearm.
309
CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:23-408 Agenda Date:9/19/2023 Agenda #:D.5.
To:Board of Supervisors
From:Marla Stuart, Employment and Human Services Director
Report Title:Update on Head Start Programs and Oversight
RECOMMENDATIONS:
RECEIVE monthly update on the activities and oversight of the County's Head Start Program and APPROVE
and AUTHORIZE the Employment and Human Services Director, or designee, to apply for and accept grant
funding from the U.S. Department of Health and Human Services, Administration for Children and Families,
Office of Head Start, in an amount not to exceed $14,830,956 for Head Start and Early Head Start Program
services for the period January 1, 2024 through June 30, 2024, and carryover of 2022 unobligated funding in
the amount not to exceed $5,198,595, as recommended by the Employment and Human Services Director, and
provide guidance.
FISCAL IMPACT:
This is 100% federally funded, by the U.S Department of Health and Human Services, Administration for
Children and Families (ACF). A non-federal match of 25% ($3,707,739) is required. These funds are not
included in the adopted budget for FY 23-24. CFDA/AL%: 93.600.
BACKGROUND:
On July 13, 2023 (D.1), the Board approved Board resolution No. 2023/2274. This was to establish the formal
governance structure for the Contra Costa County Head Start program.
The Board receives monthly updates on and provides guidance related to the activities of Head Start program.
This is for the July 2023 update.
Contra Costa County applies annually to the U.S. Health and Human Services Department, Administration for
Children and Families (ACF), Office of Head Start, as the Head Start recipient. The year five continuation
application for Head Start and Early Head Start was approved by the Board on September 20, 2022 (C.40).
On June 29, 2023, the Employment and Human Services Department Community Services Bureau (CSB)
received an annual funding guidance letter. As the Head Start grant is in competitive status, CSB is not eligible
to submit a continuation grant to renew annual funding under this letter. With the Board’s direction and
approval, CSB will apply for an amendment to the Year 5 grant to extend the project period, funding services
through June 30, 2024, while undergoing the competitive application process. The Year 5 Extension budget
reflects an increase in personnel expenditures, as staff benefit from the Board approved 5% cost-of-living
(COLA). Additionally, the ACF COLA increased rates for the delegate and partnership agencies and are
included in the budget for contractual expenditures. This year five extension application was reviewed and
CONTRA COSTA COUNTY Printed on 9/14/2023Page 1 of 2
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File #:23-408 Agenda Date:9/19/2023 Agenda #:D.5.
approved by the Head Start Policy Council on August 16, 2023, and is recommended by the Policy Council to
the Board of Supervisors.
ACF allows grant recipients to carry-over unobligated funds to the next grant year so that grantees may
complete unfinished program initiatives and projects identified in the previous years’ operation but are still in-
progress under the current grant. CSB, as a recipient, is allowed to carry-over unobligated funds within the
grant cycle and is seeking approval to carryover funding from year four in the amount of $5,198,595. ACF’s
requirements to request carry-over of unobligated funds from year four is in the final Financial Report (SF-425)
which was submitted for the grant period January 1, 2022 through December 31, 2022.
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.
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 program.
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 2
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Marla Stuart, MSW, PhD, EHSD Director and Head Start Executive Director
Sarah Reich, Division Manager TU, Community Services Bureau
info@ehsd.cccounty.us | 925-608-4800
Childcare Program Update
September 19, 2023
1
312
1.2023 Community Assessment
2.2024-2028 Grant Application
3.2022 Carryover Application
4.2023 Grant Extension
5.Childcare Center Services
6.Budget
7.Monitoring
8.Region IX Communication
9.Current Events
10.Recommendation
2
Outline
HANDOUT ATTACHED 313
3
2023-2025 Community Assessment
Identifying Optimal Slot Locations
1.Estimated Age 0-5 Population (pp 17-18)
2.Estimated Available Childcare Slots (pp.83-91)
3.Estimated Age 0-5 Population Eligible for Head Start Slots (p. 117)
4.County Head Start Slots Locations
1. 2023-2025 COMMUNITY ASSESSMENT 314
4 4
Identifying Optimal Slot Locations
1. 0-5 Population 2. Childcare Availability 3. Eligibility for Head Start 4. County Slots
A B A B A B A B
District# 0-5 Population% of COUNTY 0-5 Population# 0-5 Slots | Slots as % of 0-5 Population% of COUNTY Slots# 0-5 Population < 130% FPL($32,318 for family of 3)% of COUNTY 0-5 Population < 130% FPL# County Slots |Slots as % of 0-5 Population < 130% FPL% of COUNTYSlots5 13,522 17.8%3,233 | 23.9%11.8%5,758 | 42.6%32.3%340 | 5.9%20.5%
1 15,689 20.6%5,090 | 32.4%18.5%4,737 | 30.2%26.6%640 | 13.5%38.6%
3 17,398 22.8%4,903 | 28.2%17.9%3,956 | 22.7%22.2%461 | 11.6%27.8%
4 14,093 18.5%5,312 | 37.7%19.4%2,480 | 17.6%13.9%168 | 6.8%10.1%
2 15,471 20.3%8,906 | 57.6%32.5%891 | 5.8%5.0%48 | 5.3%2.9%
Total 76,173 100%27,444 | 36.0%100%17,822 | 24.4%100%1,657* | 9.3%100%
*149 slots are county-wide Home Visiting Slots and 110 slots are unassigned (1,657 + 149 + 110 = 1,916)
315
5 5
Possible Interpretations
*149 slots are county-wide Home Visiting Slots and 110 slots are unassigned (1,657 + 149 + 110 = 1,916)
1.Head Start funding does not fully meet the
need for subsidized high-quality childcare
for low-income families.
2.All Districts need more slots for low-income
families.
3.Districts 5, 2, and 4 have disproportionally
few slots and would benefit from expansion
of slots for low-income families (Head Start +
State funded).
3. Eligibility for Head Start 4. County Slots
A B A B
District# 0-5 Population < 130% FPL($32,318 for family of 3)% of COUNTY 0-5 Population < 130% FPL# County Slots |Slots as % of 0-5 Population < 130% FPL% of COUNTYSlots5 5,758 | 42.6%32.3%340 | 5.9%20.5%
1 4,737 | 30.2%26.6%640 | 13.5%38.6%
3 3,956 | 22.7%22.2%461 | 11.6%27.8%
4 2,480 | 17.6%13.9%168 | 6.8%10.1%
2 891 | 5.8%5.0%48 | 5.3%2.9%
Total 17,822 | 24.4%100%1,657* | 9.3%100%
316
2024-2028 Grant Application
6
Solicitation Details
Slots
Contractors as Partners
Extended Hours
Mental Health Supports
317
7 7
Solicitation Details
•29 forecasted notice of funding awards, 151 expected awards nationally
–Anticipated release date:September 5, 2023 Delayed per Region IX on 9/6/23
–Estimated due date: November 6, 2023 Will be 60 days
–1 competition in California
–Expected number of awards = 6
–Expected budget = $29,661,911
•Anticipated components of solicitation (notice of funding opportunity):
–Project Description
–Appendices, including Board Attestation, Policy Council Approval,Letters of support
–Budget
–Federal Financial Review
318
2023 Head Start Slots Cost
8 8
FFY2023 Head Start Funds = $39,863,640
1,772 Head Start Slots
$39,863,640 / 1,772 = $22,497
25% required non-federal match
$22,497 * 25% = $5,624
$22,497 + $5,624 = $28,121
$28,121 FFY2023 cost per slot
State Only
Head Start +
State
(Layered)
Head Start
Only Total
144
8%
1,329
69%
443
23%
1,916
100%
1,772 Head Start
92%
FFY 2023 47% slots directly-operated, 53% slots contracted
319
2024 Head Start Slots Cost
9 9
2024
Slot Scenarios Funding Operational
Costs Facilities Slots
1 Decreased Funding = Decreased Slots =~1,318
2 Level Funding = Decreased Slots ==~1318+?
3 Increased Funding = Maintained Slots =1,772
4 Increased Efficiency = Maintained Slots?==1,772?
5 Increased Funding = Increased Slots
1,772 Head Start Funded Slots in 2023 at $28,121 per slot
Expected FFY2024 Head Start Grant = $29,661,911 (compared to $39,863,640 in 2023)
$29,661,911 / $28,121 = 1,318 Federal Slots
320
10 10
Contractors as Partners
County Functions
•Recruitment and Enrollment*
•Comprehensive Services*
–Health
–Nutrition
–Family and Community Engagement
–Mental Health and Disabilities
–Program Information Report (PIR) *
•Contract Monitoring*
Partner Functions
•Facilities
•Attendance
•Meals
•Education and Child Development
–Developmental screenings
–Curriculum adoption and implementation
–Desired Results Developmental Profile (DRDP)
* = different from existing Delegate contract
321
Current Hours
7:00 a.m. – 5:00 p.m.
Recommended Hours
6:00 a.m. – 7:00 p.m.
11 11
•Justification
•Meeting commuting schedule of parents/caregivers
•Impacts
•Increased security costs
•Increased facility and food costs
•Increased staffing costs
•Introduces shift work
•Teacher recruitment incentive or disincentive?
Extended Hours
322
Mental Health Supports
Current Supports
Therapist Assessments
•Mental health assessments of children with Medi-Cal
•Classroom observations
•Parent support for children that qualify for mental
health services
•Referrals to child and family mental health services
•Referrals to other community resources
Additional Need-Based Assessments
•Developmental assessments and classroom
observations
•Teacher and site supervisor support
•Staff trainings
Recommended Enhancements
•Support for children that do not have Medi-
Cal or other health care
•Behavioral Aides for Classrooms
•Certified Behavior Analysts for classroom
support
•Additional teacher training through a trauma
informed lens
12 12
323
2022 Carryover Application
13 13
1. REQUEST FOR CARRYOVER OF 2022 UNOBLIGATED FUNDS EARLY HEAD START PROGRAM – GRANT NO. 09CH010862-4
2. REQUEST FOR CARRYOVER OF 2022 UNOBLIGATED FUNDS HEAD START PROGRAM – GRANT NO. 09CH010862-4
3. HEAD START PROGRAM 2022 CARRYOVER BUDGET 324
2022 Carryover Applications
•Unobligated funds from Year 4 (1/1/22-12/31/22)
•Proposed uses
–Financial Incentives for recruitment and retention
–Classroom supplies & new Partner start-up
–Software enhancements and upgrades
–Staff wellness / staff retention initiatives
–Training and conferences
14 14
325
2023 Grant Extension
15 15
1. Extension Application Narrative – 09CH010862
2. EARLY HEAD START PROGRAM 2023 BUDGET YEAR – 6 months Extension
3. HEAD START PROGRAM 2023 BUDGET YEAR – 6 MONTHS EXTENSION
4. Combined Appendices (starts with Program Goals and Objectives Updates)326
Year 5 2023 Grant Extension
•6-month extension: 1/1/24-6/30/24
•Proposed uses
–Salaries and benefits
–Building occupancy, utilities
–Training and conferences
–Supplies to support education, comprehensive services, nutrition
–Contractors: Data system, Partners, Delegate
16 16
327
17
Childcare Center Services
Enrollment and Vacant Slots
Attendance Rate
Meals and Snacks Served
Childcare Vacancies Trend
328
Enrollment and Vacant Slots
18 329
Attendance Rate
19 330
Meals and Snacks Served
20
17,653
22,480 24,202 24,026
19,235 18,193
23,340 22,591
29,561
26,800
32,559
24,675
17,037
252
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 May 23 Jun 23 Jul 23
State Funded
Federal Funded
20 DOO 23 DOO 21 DOO 21 DOO 19 DOO 21 DOO 20 DOO 19 DOO 23 DOO 20 DOO 22 DOO
Note:DOO = Days of Operation
21 DOO 20 DOO
331
Childcare Vacancies Trend
21
332
State Childcare Budget
Early Head Start / Head Start Budget
Credit Card Expenditures
22
Budget
333
State Childcare Budget
23
$1,213,649
$239,501
$479,588
$0.00
$5,000,000.00
$10,000,000.00
$15,000,000.00
$20,000,000.00
$25,000,000.00
$30,000,000.00
$35,000,000.00
$40,000,000.00
Jul-22 Aug-22 Sep-22 Oct-22 Nov-22 Dec-22 Jan-23 Feb-23 Mar-23 Apr-23 May-23 Jun-23 Jul-23
Alternative Payment Program (CAPP)
General Child Care and Development
California Department of Education, California State Preschool Program
Total FY 23/24 Budget – $32,448,749
FY 23/24 Expenditures - $1,932,738
% of Budget Year Completed – 8%
Actual FY 23/24 Expenditure Rate – 6%
334
Early Head Start / Head Start Budget
24
$5,562,794
$6,800,729
$0.00
$2,000,000.00
$4,000,000.00
$6,000,000.00
$8,000,000.00
$10,000,000.00
$12,000,000.00
Jan-23 Feb-23 Mar-23 Apr-23 May-23 Jun-23 Jul-23
Office of Head Start, Early Head Start Office of Head Start, Head Start
Total FY 2023 Budget - $34,081,415
FY 2023 Expenditures - $12,363,523
Budget Year Completed YTD – 58%
Actual YTD Expenditures – 36%
335
Credit Card Expenditures
25
$13,028
$9,509
$3,383
$5,529
$1,188
$7,791
$736
$4,118
$2,569
$5,398
$8,551
$5,200
$1,026
$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 May-23 Jun-23 Jul-23
336
Unusual Incidents
Semi-Annual Monitoring
QIP Follow-Up
26
Monitoring
1. Monitoring Report Executive Summary August 2023 337
Unusual Incidents
27
Reportable incidents as defined by the Office of Head Start (OHS)
OHS considers a “significant incident” to be any incident that results in serious injury or harm to a child, violates Head Start standards of
conduct at 45 CFR §1302.90(c), or results in a child being left alone, unsupervised, or released to an unauthorized adult. A program
must report all significant incidents affecting the health and safety of children with 7 days.
California Department of Social Services Community Care Licensing Citations
Type A:An immediate risk to the health, safety or personal rights of children in care.
Type B: If not corrected right away, may be a risk to the health, safety, and personal rights of the children in care.
1 Reportable Unusual Incidents-July 2023
Minor child injury. Family sought medical attention
as a precaution which elevates the incident to a major injury.
FY 2022-2023 Summary
338
Semi-Annual Monitoring
28
Monitoring Level Monitoring Tool
Overall Compliance
Period 1
Jul-Dec 2022
Overall Compliance
Period 2
Jan-Jun 2023
Center Level
Monitoring Tools
1. Daily Facility Safety Checklist 45%97%
2. Daily Teacher Playground Checklist 88%98%
3. Daily Health & Safety Classroom Checklist 96%99.9%
4. Monthly Playground Checklist 66%99%
Content Area Level
Monitoring Tools
5. Child Safety & Transition Monitoring 97%98%
6. CACFP Center Monitoring Review (Directly Operated Only)95%97%
7. Health & Safety Checklist 48%99%
8. Onsite Content Area Monitoring Tool 94%95%
9. CEU Eligibility Monitoring Tool 83%90%
10. CEU Over Income Eligibility Monitoring Tool 83%92%
11. Senior Administrative Management (SAM) Tool 92%98%
339
Semi-Annual Monitoring
29
Monitoring Level Monitoring Tool
Overall Compliance
Period 1
Jul-Dec 2022
Overall Compliance
Period 2
Jan-Jun 2023
Agency Level
Monitoring Tools
12. File Review: Need & Eligibility 93%N/A
13. File Review: Comprehensive Services 85%N/A
14. File Review: Education 91%N/A
15. Center Monitoring N/A 93%
16. Personnel Binder File Review N/A 97%
17. Infant/Toddler Environment Rating Scale (ITERS)*Above 6 N/A
18. Early Childhood Environmental Rating Scale (ECERS)*Above 6 N/A
19. Home Visiting Program 100%100%
20. Head Start Health & Safety Screener 91%N/A
21. Fidelity Review: Child Nutrition Unit Health & Safety Monitoring Tool 75%100%
22. Classroom Assessment Scoring System (CLASS)*Above Average N/A
23. Curriculum Fidelity: Infant & Toddler N/A 94%
24. Curriculum Fidelity: Preschool N/A 92%
340
Strengths Identified
30 341
Areas for Continued Improvement
31 342
3232
QIP Follow-Up Review July 25-28, 2023
Corrected 2/9/23
Corrected 2/9/23
343
Region IX Communications
33
ACF-IM-HS-23-03
ACF-IM-HS-23-04
1. ACF-IM-HS-23-03
1. ACF-IM-HS-23-04 344
34
July 2023 Communications
1.ACF-IM-HS-23-03 Treatment of Rebates, Refunds, Discounts, and Similar
Cost Savings: Guidance on cost-saving measures and how the savings
should be treated by the recipient toward the Head Start award (not
relevant to us)
2.ACF-IM-HS-23-04 Fiscal Year 2024 Monitoring Process for Head Start and
Early Head Start Recipients: Updated process to conduct Federal Reviews
(not relevant to us)
345
Current Events
35
August 2023
September 2023
346
August 2023 Events
Balboa Garden
36 36
347
September 2023 Events
37
Community Engagement at Los Nogales
348
Recommendation
38
ACCEPT the monthly update on the activities and oversight of the County's
Childcare Program, APPROVE the 2022 Carryover Application, APPROVE the
2023 Grant Extension, and PROVIDE GUIDANCE on the 2024-2028 grant
application (Marla Stuart, Employment & Human Services Director).
349
2023 – 2025
COMMUNITY ASSESSMENT
Contra Costa County
Employment and Human Services Department
Community Services Bureau
Revised 5/2023
Prepared by Diane Godard, Research and Evaluation Consultant
350
TABLE OF CONTENTS
Executive Summary _________________________________________________ i
Demographics ____________________________________________________ 11
Population Change __________________________________________________________11
Population by Race and Ethnicity _______________________________________________12
Population by Age ___________________________________________________________14
Population by Nativity ________________________________________________________19
Households and Families______________________________________________________19
Economic Indicators _______________________________________________ 25
Self-Sufficiency _____________________________________________________________25
Annual Income _____________________________________________________________26
Unemployment _____________________________________________________________27
Employment _______________________________________________________________28
Transportation ______________________________________________________________35
Poverty Status ______________________________________________________________38
Public Assistance ____________________________________________________________48
Students Eligible for Free and Reduced Price Meals ________________________________52
Housing and Homelessness ___________________________________________________58
Health Indicators __________________________________________________ 63
Healthcare Insurance ________________________________________________________63
Physical Fitness _____________________________________________________________68
Asthma ___________________________________________________________________70
Sexually Transmitted Diseases _________________________________________________70
Pediatric Nutrition ___________________________________________________________71
Oral Health Status of Children _________________________________________________71
Substance Abuse ____________________________________________________________72
Coronavirus Disease (COVID-19) _______________________________________________73
Community Safety Indicators ________________________________________ 73
Crime Rate and Adult Arrests __________________________________________________73
Adult Incarcerations _________________________________________________________74
Domestic Violence ___________________________________________________________74
Child Abuse ________________________________________________________________74
Juvenile Arrests _____________________________________________________________75
Gang Membership Among Youth _______________________________________________77
Children and Families _______________________________________________ 77
Births _____________________________________________________________________77
Child Care _________________________________________________________________83
Foster Care ________________________________________________________________92
Foster Students _____________________________________________________________94
Education and Training _____________________________________________ 94
Enrollment _________________________________________________________________94
Transitional Kindergarten ____________________________________________________103
Special Education __________________________________________________________106
Academic Performance ______________________________________________________108
English Learners ___________________________________________________________109
Chronic Absenteeism ________________________________________________________112
Graduation and Dropout Rates ________________________________________________112
351
Head Start ________________________________________________________________114
LIST OF TABLES
Table 1 – Population by Census Place and Percentage Change, 2010 – 2021 _______ 11
Table 2 – Population by Ethnicity 2010 – 2021 _______________________________ 12
Table 3 – Population by Race, Ethnicity and Geography, 2021 __________________ 13
Table 4 – Percentage of Residents by Race, Ethnicity and Geography, 2021 _______ 14
Table 5 – Contra Costa County Residents by Age Group, 2021 __________________ 15
Table 6 – Contra Costa County Children in Households by Age Group, 2012 – 2021 _ 16
Table 7 – Population by Age Group and Census Place, 2021 ____________________ 17
Table 8 – Population by Nativity and Place, 2021 _____________________________ 19
Table 9 – Family Composition, 2009 – 2021 _________________________________ 20
Table 10 – Family Composition by Presence of Children, 2021 __________________ 21
Table 11 – Population Age 0-17 in Households by Family Type, 2021 _____________ 22
Table 12 – Own Children Age 0-5 in Married-Couple Families, 2021 ______________ 23
Table 13 – Own Children Age 0-5 in Single Male-Headed Families, 2021 __________ 24
Table 14 – Own Children Age 0-5 in Single Female-Headed Families, 2021 ________ 24
Table 15 – Self-Sufficiency Wage by Family Types, Contra Costa County, 2021 _____ 25
Table 16 – Householders in Workforce with Children Age 0-5 and Income, 2021 ____ 26
Table 17 – Unemployment Rates, 2004 – 2023 ______________________________ 27
Table 18 – Annual EDD Unemployment Rates by County Sub-Area, 2008 – 2023 ___ 28
Table 19 – Civilian Labor Force, Unemployed and Unemployment Rate, 2021 ______ 29
Table 20 – Labor Force and Number Unemployed, 2023 _______________________ 30
Table 21 – Top 20 Largest Employers in Contra Costa County, 2023 _____________ 31
Table 22 – Full Time Workers by Sex, 2021 _________________________________ 31
Table 23 – Women Age 16-50 with Births in the Past Year in the Labor Force, 2021 _ 33
Table 24 – Women Age 20-64 in the Labor Force with Children Age 0-5, 2021 _____ 34
Table 25 – How Workers Commute to Work by Area, 2021 _____________________ 36
Table 26 – Time Leave for Work by Sex, 2021 _______________________________ 37
Table 27 – Federal Poverty Levels (FPL) by Household Size, 2023 _______________ 39
Table 28 – Percentage of Families with Income below FPL, 2013-2021 ___________ 39
Table 29 – Percentage of Residents with Income below FPL by Nativity, 2021 ______ 39
Table 30 – Poverty Rate of Families by Family Type, 2021 _____________________ 40
Table 31 – Families below FPL with Children Age 0-4, Contra Costa County 2021 ___ 41
Table 32 – Residents below Poverty and Poverty Rates, 2021 ___________________ 42
Table 33 – Population below Poverty Level and Poverty Rates by Age Group, 2021 __ 43
Table 34 – Ratio of Income to Poverty Level for Children Age 0-5, 2021 __________ 45
Table 35 – Poverty Status of Women with Births in Past Year, 2021 ______________ 47
Table 36 – CalWORKs Cases and Children, Contra Costa County 2010 - 2022 ______ 48
Table 37 – Public Assistance Households and Income by Place, 2021 _____________ 49
Table 38 – Children in Public Assistance Households by Family Type, 2021 ________ 51
Table 39 – Students Eligible for Free or Reduced Price Meals, 2004 – 2022 ________ 52
352
Table 40 – FRPM-Eligible Students by School, 2021 – 2022 _____________________ 53
Table 41 – Percentage of Homes Affordable to Median Income Households ________ 58
Table 42 – Median Monthly Rents, 2023 ____________________________________ 59
Table 43 – Housing Units, Monthly Costs, and Unaffordable Units, 2021 __________ 60
Table 44 – Number Served by Age and Program Model Category, 2021 ___________ 62
Table 45 – Point-In-Time Count of Homeless Persons by County Sub-Area, 2021 ___ 62
Table 46 – Health Insurance Coverage Rates for Children by Area, 2021 __________ 64
Table 47 – Children with Health Insurance Coverage by Coverage Type, 2021 ______ 65
Table 48 – Health Insurance Coverage Rates by Nativity and Area, 2021 __________ 67
Table 49 – Health Insurance Coverage Rates by Race and Ethnicity, 2021 _________ 68
Table 50 – Percentage of Students who are Physically Fit, 2004 – 2019 ___________ 69
Table 51 – Percentage of Students who are Physically Fit by Ethnicity, 2019 _______ 69
Table 52 – Percentage of Physically Fit 5th Graders in Contra Costa Districts, 2019 __ 69
Table 53 – STD Incidence for Chlamydia and Gonorrhea, All Ages _______________ 70
Table 54 – Drug-Induced Death Rates, 2017-2020 ___________________________ 72
Table 55 – Opioid-Related Overdose Deaths and Age-Adjusted Rates, 2015-2021 ___ 72
Table 56 – Arrests for Adult Offenders, 2010 – 2021 __________________________ 74
Table 57 – Number of Domestic Violence Calls for Assistance, 2008–2020 _________ 74
Table 58 – Percentage of Child Abuse Cases Substantiated, 2005–2022 ___________ 75
Table 59 – Number of Substantiated Child Abuse Cases, 2005 – 2022 ____________ 75
Table 60 – Child Abuse Allegations by Age, 2017 – 2022 _______________________ 75
Table 61 – Juvenile Arrests in Contra Costa County, 2011 – 2020 ________________ 76
Table 62 – Juvenile Felony Arrests by Race and Ethnicity, Contra Costa 2017–2020 _ 76
Table 63 – Birth Rate of Women Age 15-50, Contra Costa County (2009–2021) ____ 77
Table 64 – Births and Birth Rates by Census Place, 2021 ______________________ 78
Table 65 – Births by Nativity and Census Place, 2021 _________________________ 79
Table 66 – Women 15-50 with Births Receiving Public Assistance, 2021 ___________ 79
Table 67 – Infant Mortality Rate, Contra Costa County, 2016–2021 ______________ 80
Table 68 – Percentage of Low Birth Weight Babies, 2015–2021 _________________ 81
Table 69 –Women Receiving Prenatal Care in First Trimester, 2016–2021 _________ 82
Table 70 – Age-Specific Rate of Births to Teens, 2002–2021 ____________________ 82
Table 71 – Number of Child Care Slots in Licensed Facilities by City, April 2023 _____ 83
Table 72 – Licensed Day Care Facilities and Capacity by Zip Code, April 2023 ______ 84
Table 73 – Licensed Infant Care Facilities and Capacity by Zip Code, April 2023 ____ 89
Table 74 – Child Care Slots in Licensed Family Homes by City, April 2023 _________ 91
Table 75 – Child Care Costs by Age and Licensed Facility Type __________________ 92
Table 76 – Children in Foster Care, 2017-2023 ______________________________ 92
Table 77 – Children in Foster Care by Age, 2017-2023 ________________________ 92
Table 78 – First Entries into Foster Care by Age, 2010-2021 ____________________ 93
Table 79 – Foster Care First Entries by Ethnicity, Contra Costa County 2010–2021 __ 93
Table 80 – Contra Costa County Foster Students, 2020-21 _____________________ 94
Table 81 – Contra Costa County Public School Enrollment, 2010–2022 ____________ 95
353
Table 82 – Enrollment in Contra Costa County by School District, 2021 – 2022 _____ 95
Table 83 – Enrollment in Contra Costa Schools by Race and Ethnicity, 2010 – 2022 _ 95
Table 84 – School Enrollment 2007 – 2021 _________________________________ 96
Table 85 – School Enrollment by Census Place, 2021__________________________ 97
Table 86 – School Enrollment by Nativity and Census Place, 2021 _______________ 98
Table 87 – School Enrollment of Residents Below FPL by Census Place, 2021 ______ 99
Table 88 – College Enrollment by Census Place, 2021 ________________________ 100
Table 89 – Educational Attainment by Sex and Census Place, 2021 _____________ 101
Table 90 – Contra Costa Transitional Kindergarten Enrollment by District, 2021–22 _ 103
Table 91 – Contra Costa Transitional Kindergarten Enrollment by School, 2021–22 _ 103
Table 92 – Public School Special Education Enrollment in Contra Costa, 2011-2019 _ 106
Table 93 – Special Education Enrollment by Disability Type – All Ages, 2011-2019 _ 106
Table 94 – Special Education Enrollment by Age and Disability, 2018-19 _________ 107
Table 95 – Special Education Enrollment by District, 2018-19 __________________ 107
Table 96 – Children with Major Disabilities by Disability Type, 2021 _____________ 108
Table 97 – Students Who Are English Learners in Contra Costa, 2007 – 2023 _____ 109
Table 98 – English Language Learners by District, 2022-23 ____________________ 110
Table 99 – Language of Children Age 5-17 in Limited-English Households, 2021 ___ 110
Table 100 –Chronic Absenteeism Rates in Contra Costa County, 2012 – 2022 _____ 112
Table 101 – Truancy and Chronic Absenteeism Rates by District, 2013 – 2022 ____ 112
Table 102 – Graduation Rates by District, 2021-22 __________________________ 113
Table 103 – Dropout Rates by District, 2021-22 _____________________________ 113
Table 104 – Early Head Start and Head Start Enrollees by Age, 2022–23 _________ 114
Table 105 – Head Start Enrollees by Race and Ethnicity, 2022-23 _______________ 114
Table 106 – Enrolled Families by Family Type, 2010 – 2023 ___________________ 115
Table 107 – Head Start Enrollment by Eligibility Type, 2022–23 ________________ 115
Table 108 – Family Services Received, 2022-23 _____________________________ 116
Table 109 – Estimates of Income Eligible Children by Age and Poverty Level, 2023 _ 117
354
LIST OF FIGURES
Figure 1 – Population Change by Area, 2019-2021 ______________________________ 12
Figure 2 – Population of Children by Age, 2012-2021 ____________________________ 17
Figure 3 – Unemployment Rates, 2004 – 2023 __________________________________ 27
Figure 4 – Full Time, Year Round Female Workers, 2020 – 2021 __________________ 32
Figure 5 – Time Leave for Commute by Sex, Contra Costa County & California 2021 _ 38
Figure 6 – State and County Poverty Rates by Age Group, 2021 ___________________ 43
Figure 7 – Number of Children Age 0-5 Living Below FPL, 2021 ___________________ 45
Figure 8 – Number of Women with Births Living Below the FPL, 2021 ______________ 48
Figure 9 – Public Assistance Households by Area, 2021 __________________________ 50
Figure 10 – 1-Year Percentage Point Change of FRPM-Eligible Students, 2022 ______ 53
Figure 11 – Percent of Homes Affordable to Median Income Households, 2021-22 ___ 59
Figure 12 – Drug-Induced Death Rates, 2017-2021 ______________________________ 72
Figure 13 – Opioid Overdose Death Rates, 2015-2021 ___________________________ 73
Figure 14 – Rate of Substantiated Child Abuse Cases, 2005 – 2022 ________________ 75
Figure 15 – Percentage of Juvenile Felony Arrests by Ethnicity, 2017-2021 _________ 76
Figure 16 – Infant Mortality Rates, 2016-2022 __________________________________ 81
Figure 17 – Birth Rate Among Teens, 2010-2021 ________________________________ 82
Figure 18 – Slots in Licensed Family Homes by City, 2022 – 2023 _________________ 92
Figure 19 – First Entries into Foster Care by Age, 2010 – 2022 ____________________ 93
Figure 20 – School Enrollment by Race and Ethnicity, 2010 – 2022 ________________ 96
Figure 21 – Percentage of Residents with No High School Diploma by Sex, 2021 ___ 102
Figure 22 – Student Academic Performance, 2021 – 2022 _______________________ 109
355
i
EXECUTIVE SUMMARY
Purpose and Objectives
In 2022 -23, the Community Services Bureau of Contra Costa County receives state funding to provide
educational support and development services to 1,342 families with 1,442 children eligible for the Early Head
Start and Head Start program s. CSB staff are deeply involved in community engagement activities that ensure
appr opriate representation of child and family interests and provide a consistent forum for the discussion of child
and family needs. Examples of CSB’s commitment and engagement include serving on the county’s First 5
Commission, collaborating with community-based organizations on efforts such as Building Blocks for Kids, a
Harlem Children’s Zone inspired project in the Iron Triangle of Richmond, and data collection that include s the
County Office of Education, the Contra Costa Local Planning Council, and First 5 Contra Costa.
As part of its mission, the CSB conducts an annual Community Assessment to provide a current profile of
the health, economic, educational and safety status of the estimated 78,586 children age 0-5 living in Contra Costa
County. The Community Assessment is a multi -phase, ongoing process of data collection and analysis that
describes community strengths, needs and resources , and integrally involves the Head Start Policy Council, the
Contra Costa County Board of Supervisors and active parents. Staff and engaged parents use the findings to
identify emerging needs and factors that impact the well -being of Head Start eligible children and families, as well
as the community assets, opportunities and strengths available to address these needs. Findings inform
programmatic approaches, optimize and coordinate service delivery across resources, and guide the Policy
Council. The CSB also uses the Community Assessment to provide reports to the County Administrator to keep the
Board of Supervisors updated on the program’s responsiveness to the community.
Methodology
The Community Assessment process involves a highly collaborative assimilation of input from and
engagement with numerous sources, stakeholde rs, community members and County staff. CSB Assistant Directors
work with program managers and active parents to revise or refine the process, develop and implement surveys
to identify emerging needs and issues, and compile and maintain demographic and referral information about CSB
enrollment. The Policy Council participates in the assessment process throughout the year providing input through
regular meetings, review ing planning data in the context of shared governance and engaging in many other
outreach and dialog opportunities. Each spring, the Policy Council receives a full presentation of the Community
Assessment and exercises its mandate to evaluate, discuss and pos e questions about its findings. Then in August,
the Policy Council approves the current Community Assessment.
A wide variety of data techniques and sources are used to conduct the Community Assessment. Federal
and state agenc ies, such as the U.S. Census and the Departments of Finance, Education, and Employment
Development , provide reliable and regularly updated estimates of residents and conditions that may be compared
over time. Internal data sources include parent and family partnership data, parent planning sessions and self-
assessment surveys. Program Information Reports (PIR ) and data compiled by program manag ers throughout the
year provide a profile of the demographics and needs of Head Start families and children. Local committees,
commissions and community -based entities that serve low income and at -risk children and families , such as First
5 Contra Costa, the United Way, CalWORKs , the County Health Department, Contra Costa County Local Planning
Council for Child Care, and the County Office of Education, also maintain on-the-ground utilization data .
Community Care Licensing reports provides information about the dema nd for and utilization of child care, as well
as the number and location of licensed providers and childcare slots available. In collaboration with McKinney -
Vento Local Education Agency Liaison s, the assessment process also helps identify the number and location of
age-eligible children experiencing homelessness.
Through this compilation of community knowledge , the assessment process helps identify and
communicate the emerging needs and interests of community members. It helps determine the population of
eligible children and where their families live , and it describe s eligible children and families by age, race and
ethnicity, primary language, income, family size, social service needs, educational attainment, employment status,
work and job training needs, health factors, nutrition al needs, special educational needs, foster care status and
housing needs. The assessment process also helps program plan ners recognize and integrate other community
strengths and resources. The following presents findings of the 2023–2025 Community Needs Assessment.
356
ii
Population Profile
• Contra Costa County has grown 11% to 1,161,643 since 2010 , compared to 6% in the state, with much faster growth
in Bayview (up 61%), Pacheco (up 39%), Contra Costa Centre (up 26%), Brentwood (up 24%), El Sobrante (up 22%)
and Oakley (up 21%). The county added 13,855 residents since 2020 (up 1%), with much higher growth in Pacheco
(up 7%), Crockett (up 6%), Pittsburg (up 6%), San Ramon (up 5%), Bethel Island (up 5%), Richmond (up 5%), Vine Hill
(up 5%) and El Sobrante (up 5%). Rodeo (down 5%), Clayton (down 4%), East Richmond Heights (down 3%), Danville
(down 3%), Martinez (down 3%) and Concord (down 3%) saw the largest declines. Since 2010, growth among Asian
(up 55,449 or 37%) and Latino (up 48,761 or 19%) residents has outpaced other groups . The county’s proport ion of
Black (9%) and Asian (18%) residents remains higher than California overall, while its proportion of Latino residents
(26%) remains much lower than the state (40%). In 2021, 75% (871,672) of Contra Costa County residents are U.S.
born, 11% (123,494) are non-citizens, and 1% of non-citizens are 0-4 year olds.
• In 2021, 23% of all residents are 0 -17 year olds in both the state and county. About 30% (78,586 ) of all 263,508
county children are under 6 and 14% (37,778) are under 3 . About 64,322 of all county children are age 0-4, and
26,544 are age 3-4. Blackhawk (up 90), Discovery Bay (up 94), Oakley (up 160), Pinole (up 105), Richmond (up 669)
and San Pablo (up 125) saw the largest gains in 0 -4 year olds, while Brentwood (down 345), Clayton (down 99),
Concord (down 439) and Danville (down 430) saw the l argest declines.
• Since 2020, county households rose 2% or 6,807 to 405,106, while families rose 2% or 4,777 to 291,088. Families
headed by single females saw the largest gains, up 3% or 1,265 families to 49,044, followed by m arried-couple
families, up 1% or 3,057 to 221,647. The county (32%) continues to exceed the state (30%) in its share of families
with children. Since 2020, married couples with children rose 1% (up 817), and single-female headed families with
children rose 4% (up 955). In 2021, 53,210 children age 0 -5 live in married-couple families in the county, 4,063 live
in single male -headed families, and 9,717 live in single female-headed families.
Economic Profile
• At $95,971, median incom e for California families rose 7% since 2020, while family income in the county ($127,279)
rose 6%. Of householders with children age 0 -5, 64% in the state and 66% (50,555) in the county live in families in
which all parents work . In 2021, 86% of county workers commute, down 4% or 18,499 workers, and the average
commute time fell to 37.8 minutes. Countywide, 46% (217,277) of commuters are female.
• In 2021, 65% (605,752) of Contra Costa’s 16 and over residents participate in the civilian labor force, up 9,273 (2%)
since 20 20, with notably gains in Antioch (up 3%), Pittsburg (up 5%), Richmond (up 7%) and San Ramon (up 5%).
EDD data indicates the county has 555,800 civilian workers in January 2023, up 12,800 workers or 2% since January
2022. Contra Costa has 21,800 residents unemployed in January 202 3, down 1,100 or 5% from January 202 2. The
unemployment rate in Contra Costa (3.9%) continues lower than the state (4.3%) with both significantly improved
since January 202 2. About 62% of married and 72% of unmarried women with births work, and 70% (19,244) of
women with 0 -5 year olds work in 2021, down 14,812 or 44% since 2020 . About 50% (226,381 ) of Contra Costa
males worked full time in 2021, up 1%, compared to 35% (164,593) of females, up 2%.
• In Contra Costa, 8% (94,523) of residents live below the FPL, up 2% or 1,502. About 26,509 children live below the
FPL in 2021, up 5% or 1,222 children in poverty. About 12% (9,097) of children less than 6 live below FPL, up 9% or
742. About 6 % of families and 9 % of families with children live below the FPL . The number of 60-84 year olds in
poverty rose 4% to 15,217 . About 8% of all county residents, 8% of native -born, 6% of naturalized citizens and 1 4%
of non-citizens lived below the FPL. About 33% (2,282) of married couples below FPL have children less than 5, up
30% or 531 since 2020. About 31% (566) of single male -headed families below FPL have children less than 5. About
37% (3,085 ) of single female -headed families below FPL have children less than 5, up 4% or 114.
• CalWORKs cases rose 6% in the county , with 5,944 cash grant cases involving 11,013 children in July 2022. In 2021,
20,056 (5%) county households rely on SSI (down 3%), 10,746 (3%) receive cash PA (up 19%), and 27,449 (7%)
receive SNAP (up 13%). About 43,947 (17%) of all county children live in PA households (up 3%), with 48% (21,276)
in married-couple families, 43 % (18,874) in single female -headed families, and 8% (3,423) in single male -headed
families. About 6,396 (2%) of women age 15-50 receive PA in the county, including 969 women with births.
• In 2022, 15% of county homes are affordable to a median income household , down more than 9 points from 24%
in 2021 . The 2023 median monthly rent for a 2 -bedroom unit in the county rose 6% or $131 to $2,405. Monthly
owner -occupied housing costs also rose 6% to $2,396 , with 80,133 (29%) units unaffordable in the county. Monthly
renter housing costs rose 7% or $133 to $2,061 , with 68,092 (51%) rental unit s unaffordable in the county. In 2021,
9,119 people of 6,816 households, including 31% with children, accessed homeless-related services from CoC
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providers, down 7% since 2020. In 2020-21, 1,889 county students are homeless, with 38% of these attending West
Contra Costa Unified schools.
Health and Safety Profile
• In Contra Costa, 5% (54,756) of residents are uninsured, compared to 7% statewide, with county rates improved
since 2020. However, 3% (7,989) of county children are uninsured, up 6% or 445 since 2020. About 2% (1,792) of 0-
5 year olds remain uninsured in 2021. Medicaid-only coverage among county children rose 3% or 1,945 to 27%
(69,031), compared to 42% in the state. The rate of uninsured among foreign-born (9%) is about 3 times higher than
that of native -born (3%) residents. Rates of uninsured among non-citizens (16%) are 5 times higher than among
naturalized citizens (3%). Whites (97%) are much more likely than Latinos (90%) and American Indian or Native
Alaskans (88%) to have health insurance.
• About 17,468 children and 84,451 adults with asthma are at risk from poor air quality in the county in 2022, 11% of
county residents age 1 -17 have ever been diagnosed with asthma, and 14.2 per 10,000 children in the county have
had an asthma -related hospitalization in 2020 . Chlamydia rates fell 7% to 483.9 per 100,000 in the county, but
gonorrhea rates rose 11% to 379.4 for females and 5% to 480.1 for males. HIV/AIDS diagnoses (279.9 per 100,000
or 2,718 cases) still compare favorably to the state (411.4), but cases rose 2% since 2021. The county has 201.7
drug-induced deaths (16.6 per 100,000), up 3.2 points from 13.4 in 2021. Countywide, opioid deaths rose 27% since
2020 to 183 deaths, 498,097 opioid prescriptions were written (349.6 per 1,000), and 341 ER visits (31.2 per
100,000) involved opioid overdoses.
• In 2019, 27% of Contra Costa seventh graders, 34% of ninth graders and 39% of eleventh graders report they did
not eat breakfast on the morning surveyed . About 30% of low income 0 -5 year olds in the county had a recent dental
visit in 202 3, compared to 31% in the prior year and 34% in California. Infant mortality in the county rose to 3.6 per
1,000 in 2022, compared to 3.9 in the state. About 7% of county and state births are low birthweight in 2022, 90%
of pregnant women in the county receive first trimester prenatal care , but 26% of women with live births had
inadequate weight gain during pregnancy, up from 25% in the prior year. About 14% of Contra Costa women with
births experienced food insecurity during pregnancy, up from 1 3%.
• A total of 11,196,109 COVID cases and 101,193 deaths (1%) have been confirmed in California, with 274,856 cases
and 1,571 deaths (0.6%) in Contra Costa as of April 0 2, 2023. The county has administered 4,533,680 COVID tests
with a 5% positivity rate. About 84% of vaccine-eligible residents in the county have received a primary series of
vaccines, compared to 73% statewide. In 2021, 20,120 tests were administered to 5,899 homeless individuals in the
county, including 1,025 children, with 621 positive cases and 6 deaths among the homeless.
• Since 2020, arrests among California adults are down 2% for felonies and down 9% for violent offenses . Adult felony
arrests in Contra Costa rose 3% or 200 to 7,084 in 2021, with drug offenses up 31%. However, arrests for violent
offenses fell 14%, property offenses fell 8%, and sex offenses fell 10% since 2020. California’s death by homicide
rate is 5.2 per 100,000, compared to 5.9 in Contra Costa , with both rates increased. California ’s firearm-related
death rate is 7.8 per 100,000 in both the state and county. In 2015, males in the county have an incarceration rate
of 328.0 per 100,000, compared to 45 .0 among females. From 2010 to 2015, incarceration rates rose 16% for males
and 20% for females, yet the Contra Costa inmate population remains 86% male. In 2015, the county’s 1,198 jails
have an average daily population of 928 inmates.
• Domestic violence calls from county residents fell 13% or 419 calls to 2,771 in 2021 . The county’s 2022 rate of
substantiated child abuse cases at 6% continues lower than 12% statewide, with both improved, and the county
saw a 32% reduction of 240 cases to 509. In 2022, 26% of all 9,082 child abuse allegations involve children age 0 -5,
with 5% (468) infants less than 1, 8% (719) children age 1 -2, and 13% (1,197) children age 3 -5. The county had 385
juvenile arrests in 2021 , down 25% or 129 since 2020, with 174 (45%) for felonies and 77 (20%) for violent offenses.
Profile of Children and Families
• In 2021, 14,853 women gave birth in Contra Costa, up 7% or 1,022 since 2020, for a birth rate of 54.7 per 1,000. The
teen birth rate per 1,000 is 7.6 in the county and 11.4 in the state. About 9,538 native-born women in the county
had births, up 4 %, and 5,315 foreign-born women had births, up 14%. About 33% (3,182) of native-born women
with births are unmarried, compared to 18% (948) of foreign -born women with births. Countywide, 1,185 (11%)
married and 1,325 (32%) unmarried women with births live below FPL in 202 1, up 277 married and 119 unmarried
women with births.
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• As of January 2023 , the county has 555 children in foster care , up 3% or 14, with 223 first entries. Foster children
age 0-5 now represent 30% of all Contra Costa children in care, down from 31%. Infants less than 1 month old
comprise 18% (40) of first entries, those age 1 -11 months comprise 9% (21), and 1-2 year olds comprise 11% (25).
In all, children age 0 -5 represent 50% (111) of all first entries in 2022, down from 57% in 2021. Contra Costa schools
enrolled 768 foster students in 2020-21, down 11% or 95 since 2019-20.
• COVID-19 impacted the availability of childcare, with California losing 14% or 3,635 childcare homes and 33% or
4,873 centers between January 2020 and January 2021 , and the industry is still recovering. In April 2023, Contra
Costa has 19,580 daycare slots and 2,182 infant slots in licensed centers, a 2% increase in daycare slots since 2022.
Contra Costa also has 409 licensed family homes that serve at least 9 children with 5,682 slots, with capacity down
1% since 2022 . Licensed childcare is available to 33% of Contra Costa children age 0-12 whose parents work, and
85% seeking childcare in the county did so because parents work, up from 76% in 2019. Since 2019, full-time care
for infants costs 7% to 18% more, and full -time daycare costs 9% to 10% more.
Educational Profile
• Public school enrollment in the county (169,225) is unchanged since 2021. Martinez Unified (down 107 or 3%),
Pittsburg Unified (down 128 or 1%), San Ramon Valley Unified (down 388 or 1%) and West Contra Costa Unified
(down 399 students or 1%) saw the largest declines. The county’s student population in 202 2 is 39% Latino, 27%
White, 14% Asian, 8 % Black, 7% multi -racial and 4% Filipino, with declines in Black (down 4%) and White (down 7%)
students. Of residents 3 and older in school, 17,322 (6%) attend preschool, down 5% or 892, and 46% of preschoolers
attend public schools, compared to 56% statewide. About 13,770 (52%) of county 3-4 year olds attend school, down
818 or 6% since 20 20. The number of all county enrollees who attend college is 80,548 in 2021 , including 36,963
(46%) males and 43,585 (54%) females. Countywide, 11% (41,867) of males and 10% (40,697) of females age 25 and
over have less than a high school diploma, up 4% for males and up 2% for females since 2020. About 1,474 Contra
Costa residents below the FPL attend preschool in 2021, down 6% since 2020.
• About 58% of California students and 36% (60,513) of county students are eligible for free or reduced price meals,
with both improved since 2021 . West Contra Costa Unified (down 6,378 or 31%), Pittsburg Unified (down 1,079 or
13%), Antioch Unified (down 723 or 6%), Oakley Union Elementary (down 379 or 1 9%) and Liberty Union High (down
200 or 10%) saw the largest declines, while Mt. Diablo Unified (up 2,016 or 17%), Martinez Unified (up 550 or 57%),
Contra Costa County Office of Education (up 162 or 6%), San Ramon Valley Unified (up 121 or 8%), and Knightsen
Elementary (up 86 students or 57%) saw the largest increases.
• In 2021, TK enrollment in the county fell 10% to 2,300, compared to a 12% decline in the state. Of all TK enrollees
in the county, 536 (23%) are English Learners (EL) and 860 (37%) are Socioeconomically Disadvantaged (SED), and
both figures fell slightly since 2019 -20. In 2023, EL students of all ages in California rose to 19%, while the county
EL enrollment also rose to 16% (27,724 ). Since 2020, California children in linguistically isolated households fell 5%,
while the county saw a 2% drop to 12,288 , with large declines in Antioch (down 229 or 14%), San Pablo (down 223
or 19%), Concord (down 190 or 8%) and Oakley (down 156 or 48%). About 66% (8,151) of Contra Costa children in
limited-English households speak Spanish, down 10% since 2020 .
• In Contra Costa in 2021 -22, 51 % students meet or exceed the English Language Arts standard, compared to 47% in
the state, while 39% of Contra Costa students meet or exceed the Mathematics standard , compared to 33% in the
state. In 2022, the countywide chronic absenteeism rate rose to 27%, with higher rates in Contra Costa County
Office of Education (55%), Pittsburg Unified (41%), Antioch Unified (40%), West Contra Costa Unified (40%), John
Swett Unified (36%) and Oakley Union Elementary (36%). In 2022, county graduation rates rose 1.0 point to 9 1%.
Communities Served by Head Start
About 8,316 0-2 year olds (including 2,510 pregnant women) and 6,272 3-5 year olds in Contra Costa may be income-
eligible for Early Head Start or Head Start services in 2023-24. Income-eligible 0-2 year olds rose 6% or 488, with eligible
pregnant women up 19% or 396. Income-eligible 3-5 year olds rose 2% or 104. Income-eligible Early Head Start children and
mothers rose notably in Richmond (up 356), Concord (up 178) and Pittsburg (up 93) but fell in Rodeo (down 81), Discovery Bay
(down 52) and San Pablo (down 37). Income-eligible Head Start children rose notably in Concord (up 59), Brentwood (up 48)
and Pinole (up 46) but fell in San Pablo (down 50), Richmond (down 47) and Discovery Bay (down 34).
In 2021-22, the county’s Early Head Start program served 550 children, while Head Start served 892. About
47% (256) of Early Head Start enrollees are less than 1, including at least 39 unborn babies. Another 24% (132) are 2
year olds. Of Head Start enrollees, 8% (67) are 5 or older and 47% (416) are 4 year olds. Latino children make up 75%
(387) of Early Head Start and 66% (593) of Head Start enrollees, and Spanish is the primary language of 52% (271) of
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Early Head Start and 43% (387) of Head Start enrollees. White children make up 74% (383) of Early Head Start and 66%
(587) of Head Start enrollment, African Americans make up 18% (95) of Early Head Start and 21% (188) of Head Start
enrollment , whlie 1% (6) of Early Head Start and 5% (40) of Head Start enrollees are Asian. Single-parent families
represent 71% (351) of Early Head Start families and 78% (654) of Head Start families. The majority of Early Head Start
(73%) and Head Start (50%) families are eligible based on income.
The Community Assessment reports on the conditions of children and families in the zip codes and census
places listed below to a ssess the need for Head Start program services.
City or CDP Zip code City or CDP Zip code
Byron / Discovery Bay 94505 Knightsen 94548
Danville / Blackhawk 94506 Lafayette 94549
Alamo 94507 Martinez / Briones / Pacheco / Vine Hill 94553
Antioch 94509 Moraga 94556
Bethel Island 94511 Oakley 94561
Brentwood 94513 Orinda 94563
Byron / Discovery Bay 94514 Pinole 94564
Canyon 94516 Pittsburg / Bay Point / Port Chicago 94565
Clayton 94517 Port Costa 94569
Concord 94518 Rodeo 94572
Concord 94519 San Ramon 94582
Concord / Clyde 94520 San Ramon 94583
Concord 94521 Walnut Creek 94595
Concord / Pleasant Hill 94523 Walnut Creek / Lafayette 94596
Contra Costa Centre 94597 Walnut Creek 94597
Crockett 94525 Walnut Creek 94598
Danville 94526 Point Richmond / Richmond / No . Richmond 94801
Diablo 94528 Richmond / San Pablo / El Sobrante 94803
El Cerrito 94530 Richmond 94804
Antioch 94531 Richmond / East Richmond Heights 94805
Hercules / Rodeo 94547 Richmond / Bayview / San Pablo / Tara Hills 94806
Community Assets and Resources for Head Start Children
No single agency would be capable of eliminating the myriad causes and effects of poverty. Collaborations of
the private sector, gover nment agencies, community -based and faith -based organizations play a crucial role as they
join forces, multiply individual efforts and leverage resources. The C SB recognizes that the Head Start, Early Head Start,
CDD and CSBG programs accessed by many residents are more effective in reducing or eliminating poverty’s impact on
children and families when they operate in unison through comprehensive partnerships with other local organizations
committed to transforming individuals, families, neighbo rhoods and entire communities. With this perspective, the
CSB continues its successful history of merging Head Start and Child Development pro grams into a unified Child Start
program which offers more families full -day, year-round services such as high -quality education; health and dental
services; job skills training support for family members in CalWORKs; and family advocacy services. In 2022-23, 189
Early Head Start and 552 Head Start families received family services or referrals . Services accessed most by Early Head
Start families include involvement in the child’s screening and assessment (138) and education on preventive medical
and oral health (90). Services accessed most by Head Start families include involvement in the child’s screening and
assessment (494), education on preventive medical and oral health (418) and emergency or crisis intervention for
families in immediate need of food, clothing, or shelter (110).
Contra Costa County sponsor s its own health care system, the Contra Costa Health Services (CCHS), which
offers a wide range of health services to residents. The C CHS uses a broad provider network to support individual,
family and community health through primary, specialty, and inpatient medical care, mental health services, substance
abuse treatment, public health programs, environmental health protection, hazardous materials response and
inspection, and emergency medical services. CCHS operates the Contra Costa Health Plan (CCHP) which offers care
from 40 facilities and mobile clinics and over 5,000 primary care physicians, specialists, pharmacies, hospitals and
ancillary providers. CCHP offers Medi-Cal Managed Care coverage, serves Medicare beneficiaries, provides quality care
to county employees, businesses, individuals, and families , and implements the A CA Medi-Cal expansion to those with
incomes below 138% of the FPL. This CCHS system provides a safety net of quality health care and medical services not
otherwise available to low-income residents.
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DEMOGRAPHICS
Population Change
In 2021, American Community Survey data indicates Contra Costa County is home to 1,161,643 residents,
up 1.2% or 13,855 since 2020, compared to a slight 0.3% increase statewide . Within the county, g rowth
rates since 20 20 exceed the county (1.2%) by far in Pacheco (up 7.4%), Crockett (up 6.2%), Pittsburg (up
5.5%), San Ramon (up 5.3%), Bethel Island (up 5.2%), Richmond (up 5.1%), Vine Hill (up 4.8%), El Sobrante
(up 4.7%), Tara Hills (up 3.4%), San Pablo (up 3.3%) and Oakley (up 3.2%). Communities with the largest 1 -
year population gains include Richmond (up 5,626), San Ramon (up 4,344), Pittsburg (up 3,978) and Antioch
(up 3,282). The county’s top population centers remain the same as in prior years led by Concord (125,769),
Richmond (115,677) and Antioch (114,750 ), followed by San Ramon (85,688 ), Pittsburg (75,701) and Walnut
Creek (69,876). Half of all Contra Costa residents (587,461 ) live in one of these six population centers.
Table 1 – Population by Census Place and Percentage Change, 2010 – 2021
Location 2010 2016 2020 2021 % Change Since 2010 % Change Since 2020
California 37,253,956 38,654,206 39,346,023 39,455,353 5.9 0.3
Contra Costa 1,049,025 1,107,925 1,147,788 1,161,643 10.7 1.2
Alamo CDP 14,570 16,078 13,864 13,852 -4.9 -0.1
Antioch 102,372 108,675 111,468 114,750 12.1 2.9
Bay Point -- -- -- 24,999 -- --
Bayview CDP 1,754 1,753 2,754 2,825 61.1 2.6
Bethel Island CDP 2,137 2,199 2,015 2,119 -0.8 5.2
Blackhawk CDP 9,354 9,468 10,590 10,874 16.2 2.7
Brentwood 51,481 56,923 63,013 63,618 23.6 1.0
Byron -- -- -- 2,113 -- --
Clayton 10,897 11,655 11,585 11,136 2.2 -3.9
Clyde -- -- -- 633 -- --
Concord 122,067 126,938 129,227 125,769 3.0 -2.7
Contra Costa Centre CDP 5,364 6,190 6,667 6,743 25.7 1.1
Crockett CDP 3,094 3,103 3,205 3,405 10.1 6.2
Danville 42,039 43,758 44,933 43,673 3.9 -2.8
Diablo -- -- -- 689 -- --
Discovery Bay CDP 13,352 14,765 15,904 15,704 17.6 -1.3
E. Richmond Heights CDP 3,280 3,364 3,473 3,355 2.3 -3.4
El Cerrito 23,549 24,646 25,280 25,898 10.0 2.4
El Sobrante CDP 12,669 12,963 14,779 15,468 22.1 4.7
Hercules 24,060 25,011 26,090 26,050 8.3 -0.2
Kensington CDP 5,077 5,602 5,171 5,288 4.2 2.3
Knightsen -- -- -- 1,310 -- --
Lafayette 23,893 25,381 25,949 25,384 6.2 -2.2
Martinez 35,824 37,544 38,397 37,308 4.1 -2.8
Moraga 16,016 16,977 16,896 16,750 4.6 -0.9
North Richmond -- -- -- 3,928 -- --
Oakley 35,432 38,968 41,656 42,996 21.3 3.2
Orinda 17,643 18,936 19,461 19,497 10.5 0.2
Pacheco CDP 3,685 4,059 4,775 5,129 39.2 7.4
Pinole 18,390 19,040 19,343 19,065 3.7 -1.4
Pittsburg 63,264 67,998 71,723 75,701 19.7 5.5
Pleasant Hill 33,152 34,395 34,903 34,649 4.5 -0.7
Port Costa -- -- -- 247 -- --
Richmond 103,701 108,303 110,051 115,677 11.5 5.1
Rodeo CDP 8,679 9,798 10,023 9,575 10.3 -4.5
San Pablo 29,139 29,991 30,959 31,975 9.7 3.3
San Ramon 72,148 74,366 81,344 85,688 18.8 5.3
Tara Hills CDP 5,126 4,950 4,915 5,080 -0.9 3.4
Vine Hill CDP 3,761 4,264 3,228 3,382 -10.1 4.8
Walnut Creek 64,173 67,568 69,836 69,876 8.9 0.1
Source: 2021 ACS 2017-2021 5-Year Estimates. https://data.census.gov/cedsci/
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In contrast to the countywide trend, Rodeo (down 4.5%), Clayton (down 3.9%), East Richmond Heights
(down 3.4%), Danville (down 2.8%), Martinez (down 2.8%) and Concord (down 2.7%) all saw notable
declines in growth rate since 2020. Communities with the largest 1 -year population declines include
Concord (down 3,458), Danville (down 1,260) and Martinez (down 1,089).
Since 2010, Contra Costa County has grown 10.7% and added 112,618 residents, compared to a 5.9% growth
rate statewide. Within the county, areas with much higher than average growth rates include Bayview (up
61.1%), Pacheco (up 39.2%), Contra Costa Centre (up 25.7%), Brentwood (up 23.6%), El Sobrante (up 22.1%)
and Oakley (up 21.3%). In contrast, areas with population declines since 2010 include Vine Hill (down
10.1%), Alamo (down 4.9%), Tara Hills (down 0.9%) and Bethel Island (down 0.8%).
Figure 1 – Population Change by Area, 2019-2021
Population by Race and Ethnicity
From 2010 to 2021 , the county’s population has grown 112,618 (10.7%) from 1,049,025 to 1,161,643 ,
maintaining an average growth rate of just under 1% per year. During this period, t he racial and ethnic
composition of the county has also changed, with the population of White (only) residents down by 33,989
or 5.5%, the Asian population up by 55,449 or 36.6%, the Black or African American population up by 3,099
or 3.2%, and the Hispanic/Latino population up by 48,761 or 19.1%. In 2021, the county has a population
comprised of 50.0% White residents, 26.2% Hispanic/Latino residents, 17.8% Asian residents, 10.7% multi-
racial residents, and 8.6% Black or African American residents. Another 11.7% identify as some other race
and/or ethnicity. Note that some change in racial and ethnic totals are likely the result of changes in how
residents self-identify and/or report their ancestry. Compared to the state, the county as a whole continues
to have a lower proportion of Hispanic residents , White residents , and re sidents of some other race .
Table 2 – Population by Ethnicity 2010 – 2021
Race / Ethnicity 2010 2021
Contra Costa # Contra Costa % Contra Costa # Contra Costa % California %
Caucasian 614,512 58.6 580,523 50.0 52.1
Black / African American 97,161 9.3 100,260 8.6 5.7
American Indian / Alaska Native 6,122 0.6 7,807 0.7 0.9
Asian 151,469 14.4 206,918 17.8 14.9
Pacific Islander / Native Hawaiian 4,845 0.5 5,611 0.5 0.4
Some other race 112,691 10.7 136,203 11.7 15.3
Two or more races 62,225 5.9 124,321 10.7 10.7
Hispanic or Latino 255,560 24.4 304,321 26.2 39.5
Total population 1,049,025 1,161,643 39,455,353
Source: 2021 ACS 2017-2021 5-Year Estimates. https://data.census.gov/
-4,000
-3,000
-2,000
-1,000
0
1,000
2,000
3,000
4,000
5,000
6,000
RichmondSan RamonPittsburgAntiochOakleySan PabloEl SobranteEl CerritoBrentwoodPachecoBlackhawkCrockettTara HillsVine HillKensingtonBethel IslandContra Costa CtreBayviewWalnut CreekOrindaAlamoHerculesE. Richmond HtsMoragaDiscovery BayPleasant HillPinoleRodeoClaytonLafayetteMartinezDanvilleConcord362
Contra Costa County 13 of 11 7
COMMUNITY ASSESSMENT FOR CY 202 3 -2025
In 2021, Antioch (23 ,073 ), Richmond (21,266 ) and Pittsburg (10,549) continue to have the highest number
of Black or African American residents with the largest 1 -year increases in Richmond (up 1,230), Pittsburg
(up 796), San Ramon (up 439), San Pablo (up 283), Oakley (up 278) and Brentwood (up 261). Danville (down
326), Discovery Bay (down 284) and Rodeo (down 227) saw the largest declines in African American or Black
residents. San Ramon (40,940), Concord (17,038), Richmond (16,725), Antioch (14,647), Pittsburg (13,761),
Walnut Creek (12,517) and Hercules (11,122) have the largest populations of Asian residents with the
largest 1-year gains in San Ramon (up 2,211), Antioch (up 1,743), Brentwood (up 1,282) and Concord (up
499). Hercules (down 398), Blackhawk (down 225), Clayton (down 198), Lafayette (down 181) and Alamo
(down 172) saw the largest declines in the number of Asian residents. The cities of Richmond (50,696),
Antioch (40,143 ), Concord (37,944 ), Pittsburg (33,198) and San Pablo (18,546) have the largest population
of Hispanic residents with the largest 1-year increases in Richmond (up 2,212), Pittsburg (up 2,123) and
Antioch (up 1,638). Danville (down 358), Clayton (down 194) and San Pablo (down 125) saw the largest
declines in the number of Hispanic/Latino residents.
Table 3 – Population by Race, Ethnicity and Geography, 2021
Area Total White Black/Afr. Amer. Amer. Ind. /Alaskan Asian Native HI/ Pac. Islander Other Two or more Hispanic / Latino
Alamo 13,852 11,377 106 0 1,436 1 73 859 829
Antioch 114,750 41,841 23,073 1,147 14,647 1,556 18,449 14,037 40,143
Bay Point 24,999 6,469 2,899 93 2,290 0 9,827 3,421 15,958
Bayview 2,825 1,493 91 3 313 0 131 794 1,463
Bethel Island 2,119 1,581 0 0 61 31 378 68 595
Blackhawk 10,874 7,352 665 1 1,820 16 150 870 754
Brentwood 63,618 36,301 6,057 495 7,878 323 5,573 6,991 15,214
Byron 2,113 1,312 51 40 49 0 386 275 840
Clayton 11,136 8,338 164 13 1,267 0 198 1,156 1,152
Clyde 633 544 0 0 59 0 0 30 24
Concord 125,769 69,616 4,538 1,032 17,038 155 17,157 16,233 37,944
CC Centre 6,743 4,115 493 0 1,729 0 71 335 675
Crockett 3,405 2,399 364 11 113 0 232 286 701
Danville 43,673 33,411 265 19 6,755 24 542 2,657 2,898
Diablo 689 642 0 0 23 0 0 24 0
Discovery Bay 15,704 12,042 594 115 909 51 537 1,456 3,012
E Richmond 3,355 1,807 356 0 406 0 183 603 737
El Cerrito 25,898 13,148 1,165 272 7,396 171 959 2,787 3,243
El Sobrante 15,468 7,113 1,506 25 2,832 234 1,403 2,355 4,428
Hercules 26,050 7,071 4,599 24 11,122 345 1,042 1,847 4,159
Kensington 5,288 4,099 99 27 418 1 27 617 332
Knightsen 1,310 1,081 0 27 0 0 119 83 503
Lafayette 25,384 20,095 117 75 2,522 0 301 2,274 2,029
Martinez 37,308 25,617 1,236 307 3,791 0 1,400 4,957 7,047
Moraga 16,750 11,240 145 27 3,477 160 260 1,441 1,372
No. Richmond 3,928 539 911 15 398 21 1,521 523 2,584
Oakley 42,996 24,520 3,691 399 3,163 457 5,492 5,274 13,833
Orinda 19,497 14,249 117 24 2,853 10 96 2,148 1,167
Pacheco 5,129 3,049 368 19 870 0 265 558 1,194
Pinole 19,065 7,595 2,130 67 5,037 3 2,177 2,056 4,766
Pittsburg 75,701 22,467 10,549 951 13,761 547 16,681 10,745 33,198
Pleasant Hill 34,649 23,403 1,368 108 5,057 132 1,161 3,420 5,369
Port Costa 247 216 0 0 0 0 18 13 31
Richmond 115,677 35,676 21,266 1,306 16,725 411 27,979 12,314 50,696
Rodeo 9,575 3,593 1,486 0 2,122 181 890 1,303 2,727
San Pablo 31,975 6,836 3,619 493 5,525 62 12,724 2,716 18,546
San Ramon 85,688 33,338 2,752 136 40,940 421 1,678 6,423 6,745
Tara Hills 5,080 1,644 507 40 1,245 0 1,120 524 1,810
Vine Hill 3,382 2,187 15 0 394 0 500 286 955
Walnut Creek 69,876 47,112 1,807 205 12,517 263 1,570 6,402 7,039
Source: 2021 ACS 2017-2021 5-Year Estimates. https://data.census.gov/
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Table 4 – Percentage of Residents by Race, Ethnicity and Geography, 20 21
Area White Black/Afr. Amer. Amer. Ind. /Alaskan Asian Native HI/ Pac. Islander Other Two or more Hispanic / Latino
Alamo 82.1 0.8 0.0 10.4 0.0 0.5 6.2 6.0
Antioch 36.5 20.1 1.0 12.8 1.4 16.1 12.2 35.0
Bay Point 25.9 11.6 0.4 9.2 0.0 39.3 13.7 63.8
Bayview 52.8 3.2 0.1 11.1 0.0 4.6 28.1 51.8
Bethel Island 74.6 0.0 0.0 2.9 1.5 17.8 3.2 28.1
Blackhawk 67.6 6.1 0.0 16.7 0.1 1.4 8.0 6.9
Brentwood 57.1 9.5 0.8 12.4 0.5 8.8 11.0 23.9
Byron 62.1 2.4 1.9 2.3 0.0 18.3 13.0 39.8
Clayton 74.9 1.5 0.1 11.4 0.0 1.8 10.4 10.3
Clyde 85.9 0.0 0.0 9.3 0.0 0.0 4.7 3.8
Concord 55.4 3.6 0.8 13.5 0.1 13.6 12.9 30.2
CC Centre 61.0 7.3 0.0 25.6 0.0 1.1 5.0 10.0
Crockett 70.5 10.7 0.3 3.3 0.0 6.8 8.4 20.6
Danville 76.5 0.6 0.0 15.5 0.1 1.2 6.1 6.6
Diablo 93.2 0.0 0.0 3.3 0.0 0.0 3.5 0.0
Discovery Bay 76.7 3.8 0.7 5.8 0.3 3.4 9.3 19.2
E Richmond 53.9 10.6 0.0 12.1 0.0 5.5 18.0 22.0
El Cerrito 50.8 4.5 1.1 28.6 0.7 3.7 10.8 12.5
El Sobrante 46.0 9.7 0.2 18.3 1.5 9.1 15.2 28.6
Hercules 27.1 17.7 0.1 42.7 1.3 4.0 7.1 16.0
Kensington 77.5 1.9 0.5 7.9 0.0 0.5 11.7 6.3
Knightsen 82.5 0.0 2.1 0.0 0.0 9.1 6.3 38.4
Lafayette 79.2 0.5 0.3 9.9 0.0 1.2 9.0 8.0
Martinez 68.7 3.3 0.8 10.2 0.0 3.8 13.3 18.9
Moraga 67.1 0.9 0.2 20.8 1.0 1.6 8.6 8.2
No. Richmond 13.7 23.2 0.4 10.1 0.5 38.7 13.3 65.8
Oakley 57.0 8.6 0.9 7.4 1.1 12.8 12.3 32.2
Orinda 73.1 0.6 0.1 14.6 0.1 0.5 11.0 6.0
Pacheco 59.4 7.2 0.4 17.0 0.0 5.2 10.9 23.3
Pinole 39.8 11.2 0.4 26.4 0.0 11.4 10.8 25.0
Pittsburg 29.7 13.9 1.3 18.2 0.7 22.0 14.2 43.9
Pleasant Hill 67.5 3.9 0.3 14.6 0.4 3.4 9.9 15.5
Port Costa 87.4 0.0 0.0 0.0 0.0 7.3 5.3 12.6
Richmond 30.8 18.4 1.1 14.5 0.4 24.2 10.6 43.8
Rodeo 37.5 15.5 0.0 22.2 1.9 9.3 13.6 28.5
San Pablo 21.4 11.3 1.5 17.3 0.2 39.8 8.5 58.0
San Ramon 38.9 3.2 0.2 47.8 0.5 2.0 7.5 7.9
Tara Hills 32.4 10.0 0.8 24.5 0.0 22.0 10.3 35.6
Vine Hill 64.7 0.4 0.0 11.6 0.0 14.8 8.5 28.2
Walnut Creek 67.4 2.6 0.3 17.9 0.4 2.2 9.2 10.1
Source: 2021 ACS 2017-2021 5-Year Estimates. https://data.census.gov/
Population by Age
In 2021, Contra Costa County is home to an estimated 263,508 (22.7%) children age 0-17, with the number
up 1.3% or 3,317 children since 2020. By comparison, the state overall saw a slight 0.4% increase. The county
has 93,115 (8.0 %) residents age 18-24, 620,989 (53.5%) age 25-64, 140,751 (12.1%) age 65-79 and 43,280
(3.7%) age 80 and over. Within the county, the largest populations of children age 0 -17 reside in Antioch
(27,539 or 24.0%), Concord (27,205 or 21.6%), Richmond (25,034 or 21.6%), San Ramon (23,970 or 28.0%),
Pittsburg (17,158 or 22.7%) and Brentwood (16,836 or 26.5%). Since 2020, Richmond (up 1,418), San Ramon
(up 1,385), Antioch (up 577 ), San Pablo (up 552), Brentwood (up 438), Pittsburg (up 381) and El Sobrante
(up 345) saw the largest gains in the number of children age 0-17. In contrast, Concord (down 898), Danville
(down 379), Lafayette (down 302), Rodeo (down 206) and Clayton (down 157) saw the most significant 1-
year declines.
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Contra Costa County is home to 184,031 residents age 65 and over as of 202 1, a 1.4% increase of 2,453
residents, compared to a 0.4% increase statewide. Areas that saw th e largest increase in the number of
residents age 65 and over include Pittsburg (up 899 or 10.4%), Richmond (up 677 or 4.5%), Antioch (up 600
or 4.3%), San Ramon (up 451 or 4.9%), Alamo (up 430 or 13.2%), Hercules (up 382 or 9.0%) and El Cerrito
(up 291 or 6.0%).
Table 5 – Contra Costa County Residents by Age Group, 2021
Area Total < 18 years 18-24 years 25-64 years 65-79 years 80 and over
California 39,455,353 8,992,432 3,665,851 21,127,191 4,304,235 1,365,644
% 22.8 9.3 53.5 10.9 3.5
Contra Costa County 1,161,643 263,508 93,115 620,989 140,751 43,280
% 22.7 8.0 53.5 12.1 3.7
Alamo 13,852 2,810 942 6,410 2,720 970
% 20.3 6.8 46.3 19.6 7.0
Antioch 114,750 27,539 10,761 61,745 11,704 3,001
% 24.0 9.4 53.8 10.2 2.6
Bay Point CDP 24,999 6,452 3,103 13,528 1,508 408
% 25.8 12.4 54.1 6.0 1.6
Bayview 2,825 400 497 1,497 192 239
% 14.2 17.6 53.0 6.8 8.5
Bethel Island CDP 2,119 358 228 1,053 342 138
% 16.9 10.8 49.7 16.1 6.5
Blackhawk CDP 10,874 2,091 729 5,438 2,127 489
% 19.2 6.7 50.0 19.6 4.5
Brentwood 63,618 16,836 5,556 32,121 6,916 2,189
% 26.5 8.7 50.5 10.9 3.4
Byron CDP 2,113 502 430 944 179 58
% 23.8 20.4 44.7 8.5 2.7
Clayton 11,136 2,699 1,064 5,427 1,533 413
% 24.2 9.6 48.7 13.8 3.7
Clyde CDP 633 75 56 344 109 49
% 11.8 8.8 54.3 17.2 7.7
Concord 125,769 27,205 8,662 70,724 14,757 4,421
% 21.6 6.9 56.2 11.7 3.5
Contra Costa Centre 6,743 617 679 4,989 413 45
% 9.2 10.1 74.0 6.1 0.7
Crockett CDP 3,405 547 200 2,042 512 104
% 16.1 5.9 60.0 15.0 3.1
Danville 43,673 10,444 3,154 21,751 6,263 2,061
% 23.9 7.2 49.8 14.3 4.7
Diablo CDP 689 207 0 235 224 23
% 30.0 0.0 34.1 32.5 3.3
Discovery Bay 15,704 3,599 1,147 8,299 2,101 558
% 22.9 7.3 52.8 13.4 3.6
E. Richmond Heights 3,355 551 86 1,918 705 95
% 16.4 2.6 57.2 21.0 2.8
El Cerrito 25,898 4,489 1,532 14,725 3,911 1,241
% 17.3 5.9 56.9 15.1 4.8
El Sobrante 15,468 3,132 981 8,680 2,183 492
% 20.2 6.3 56.1 14.1 3.2
Hercules 26,050 5,099 1,952 14,368 3,850 781
% 19.6 7.5 55.2 14.8 3.0
Kensington 5,288 1,251 182 2,530 1,051 274
% 23.7 3.4 47.8 19.9 5.2
Knightsen CDP 1,310 273 77 768 145 47
% 20.8 5.9 58.6 11.1 3.6
Lafayette 25,384 6,299 1,277 13,203 3,550 1,055
% 24.8 5.0 52.0 14.0 4.2
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COMMUNITY ASSESSMENT FOR CY 202 3 -2025
Area Total < 18 years 18-24 years 25-64 years 65-79 years 80 and over
Martinez 37,308 7,647 2,685 20,950 4,680 1,346
% 20.5 7.2 56.2 12.5 3.6
Moraga 16,750 3,569 2,805 6,859 2,467 1,050
% 21.3 16.7 40.9 14.7 6.3
No. Richmond CDP 3,928 1,144 392 2,045 267 80
% 29.1 10.0 52.1 6.8 2.0
Oakley 42,996 12,002 3,951 22,947 3,620 476
% 27.9 9.2 53.4 8.4 1.1
Orinda 19,497 4,849 901 9,405 3,294 1,048
% 24.9 4.6 48.2 16.9 5.4
Pacheco 5,129 868 478 3,111 595 77
% 16.9 9.3 60.7 11.6 1.5
Pinole 19,065 3,386 966 10,484 3,290 939
% 17.8 5.1 55.0 17.3 4.9
Pittsburg 75,701 17,158 7,944 41,094 7,582 1,923
% 22.7 10.5 54.3 10.0 2.5
Pleasant Hill 34,649 6,939 2,695 19,161 4,433 1,421
% 20.0 7.8 55.3 12.8 4.1
Port Costa CDP 247 0 0 78 169 0
% 0.0 0.0 31.6 68.4 0.0
Richmond 115,677 25,034 10,976 63,867 12,588 3,212
% 21.6 9.5 55.2 10.9 2.8
Rodeo CDP 9,575 2,187 817 5,099 1,150 322
% 22.8 8.5 53.3 12.0 3.4
San Pablo 31,975 8,718 3,339 16,867 2,365 686
% 27.3 10.4 52.8 7.4 2.1
San Ramon 85,688 23,970 5,517 46,635 7,211 2,355
% 28.0 6.4 54.4 8.4 2.7
Tara Hills 5,080 1,191 353 2,802 563 171
% 23.4 6.9 55.2 11.1 3.4
Vine Hill 3,382 904 245 1,975 187 71
% 26.7 7.2 58.4 5.5 2.1
Walnut Creek 69,876 11,201 3,646 34,361 13,458 7,210
% 16.0 5.2 49.2 19.3 10.3
Source: 2021 ACS 2017-2021 5-Year Estimates. https://data.census.gov/
In 2020, Contra Costa County is home to an estimated 263,508 children age 0 -17, with 263,096 (99.8%) in
households and 78,586 (29.8%) less than 6 years old. Since 20 20, the number of children age 0 -17 and
children in Contra Costa households has increased 1.3%, while the number of children age 0-5 has remained
fairly stable (up 0.3%). The countywide population of 0 -2 year olds (37,778) and 3-5 year olds (40,808) are
also virtually unchanged since 2020 estimates .
Table 6 – Contra Costa County Children in Households by Age Group, 2012 – 2021
Age Group 2012 2014 2016 2018 2020 2021
0-2 Years 38,104 37,339 37,441
37,515
37,685
37,778
3-5 Years 41,935 42,546 41,893
41,275
40,679
40,808
6-8 Years 44,262 44,991 44,451
44,567
42,607
42,030
9-11 Years 44,272 43,654 45,666
45,635
45,446
46,297
12-14 Years 43,978 45,042 44,919
45,756
46,788
48,147
15-17 Years 46,289 45,847 45,646
46,084
46,529
48,036
Total Children Age 0 -17 258,840 259,419
260,016 260,832
259,734
263,096
Source: 2021 ACS 2017-2021 5-Year Estimates. https://data.census.gov/
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Figure 2 – Population of Children by Age, 2012 - 2021
Statewide, 6.0% of residents are 0 -4 years old in 2021, down slightly from 6.1%, while 5.5% (64,322) of
Contra Costa residents are 0-4 years old , down 1.0% from 5.7% or 64,948 0 -4 year olds in the prior year .
About 3.3% (37,778 ) of county residents are 0-2 year olds, while 2.3% (26,544 ) are 3-4 years old. Compared
to the countywide proportion of residents age 0-4 (5.5%), proportions are notably higher in Bay Point
(6.5%), Clyde (8.8%), Concord (7.2%), Diablo (10.0%), Discovery Bay (6.5%), Martinez (7.1%), Oakley (7.7%),
Pittsburg (6.9%), Rodeo (7.3%), Tara Hills (7.1%) and Vine Hill (9.9%). Areas with the highest populations of
0-4 year olds include Antioch (6,498), Brentwood (2,347), Concord (9,069 ), Martinez (2,663), Oakley (3,290),
Pittsburg (5,203), Richmond (6,866 ), San Ramon (4,417) and Walnut Creek (3,338). The largest 1-year gains
in the number of 0-4 year olds occur in Blackhawk (up 90), Discovery Bay (up 94), Oakley (up 160), Pinole
(up 105), Richmond (up 669) and San Pablo (up 125). In contrast, Brentwood (down 345), Clayton (down
99), Concord (down 439) and Danville (down 430) saw the largest declines in 0-4 year olds.
Table 7 – Population by Age Group and Census Place, 2021
Area Population 0-2 years 3-4 years 5 years 6-17 years Total 0-17 in HHs 0-17 group qtrs > 17
California 39,455,353 1,352,477 996,615 475,321 6,147,250 8,971,663 20,769 30,462,921
% 3.4 2.5 1.2 15.6 22.7 77.2
Contra Costa
County
1,161,643 37,778 26,544 14,264 184,510 263,096 412 898,135
% 3.3 2.3 1.2 15.9 22.6 77.3
Alamo 13,852 118 106 160 2,424 2,808 2 11,042
% 0.9 0.8 1.2 17.5 20.3 79.7
Antioch 114,750 3,738 2,760 1,436 19,576 27,510 29 87,211
% 3.3 2.4 1.3 17.1 24.0 76.0
Bay Point 24,999 954 662 188 4,635 6,439 13 18,547
% 3.8 2.6 0.8 18.5 25.8 74.2
Bayview 2,825 24 57 0 319 400 0 2,425
% 0.8 2.0 0.0 11.3 14.2 85.8
Bethel Island 2,119 0 0 0 358 358 0 1,761
% 0.0 0.0 0.0 16.9 16.9 83.1
Blackhawk 10,874 283 184 11 1,613 2,091 0 8,783
% 2.6 1.7 0.1 14.8 19.2 80.8
Brentwood 63,618 1,324 1,023 1,264 13,224 16,835 1 46,782
% 2.1 1.6 2.0 20.8 26.5 73.5
Byron 2,113 40 34 28 347 449 53 1,611
% 1.9 1.6 1.3 16.4 21.2 76.2
Clayton 11,136 235 190 149 2,124 2,698 1 8,437
% 2.1 1.7 1.3 19.1 24.2 75.8
Clyde 633 56 0 0 19 75 0 558
% 8.8 0.0 0.0 3.0 11.8 88.2
Concord 125,769 5,717 3,352 1,734 16,364 27,167 38 98,564
% 4.5 2.7 1.4 13.0 21.6 78.4
35,000
37,000
39,000
41,000
43,000
45,000
47,000
49,000
2012 2016 2020 2021
0-2
3-5
6-8
9-11
12-14
15-17
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COMMUNITY ASSESSMENT FOR CY 202 3 -2025
Area Population 0-2 years 3-4 years 5 years 6-17 years Total 0-17 in HHs 0-17 group qtrs > 17
Contra Costa
Centre
6,743 223 56 32 306 617 0 6,126
% 3.3 0.8 0.5 4.5 9.2 90.8
Crockett 3,405 76 30 31 410 547 0 2,858
% 2.2 0.9 0.9 12.0 16.1 83.9
Danville 43,673 781 818 504 8,336 10,439 5 33,229
% 1.8 1.9 1.2 19.1 23.9 76.1
Diablo 689 0 69 60 78 207 0 482
% 0.0 10.0 8.7 11.3 30.0 70.0
Discovery Bay 15,704 494 532 139 2,434 3,599 0 12,105
% 3.1 3.4 0.9 15.5 22.9 77.1
E. Richmond
Heights
3,355 125 50 17 354 546 5 2,804
% 3.7 1.5 0.5 10.6 16.3 83.6
El Cerrito 25,898 853 632 275 2,723 4,483 6 21,409
% 3.3 2.4 1.1 10.5 17.3 82.7
El Sobrante 15,468 458 355 265 2,054 3,132 0 12,336
% 3.0 2.3 1.7 13.3 20.2 79.8
Hercules 26,050 609 406 410 3,644 5,069 30 20,951
% 2.3 1.6 1.6 14.0 19.5 80.4
Kensington 5,288 127 125 98 900 1,250 1 4,037
% 2.4 2.4 1.9 17.0 23.6 76.3
Knightsen 1,310 19 28 0 226 273 0 1,037
% 1.5 2.1 0.0 17.3 20.8 79.2
Lafayette 25,384 556 481 359 4,902 6,298 1 19,085
% 2.2 1.9 1.4 19.3 24.8 75.2
Martinez 37,308 1,404 1,259 414 4,482 7,559 88 29,661
% 3.8 3.4 1.1 12.0 20.3 79.5
Moraga 16,750 389 273 226 2,681 3,569 0 13,181
% 2.3 1.6 1.3 16.0 21.3 78.7
North
Richmond
3,928 173 26 90 855 1,144 0 2,784
% 4.4 0.7 2.3 21.8 29.1 70.9
Oakley 42,996 2,016 1,274 642 8,046 11,978 24 30,994
% 4.7 3.0 1.5 18.7 27.9 72.1
Orinda 19,497 470 386 281 3,712 4,849 0 14,648
% 2.4 2.0 1.4 19.0 24.9 75.1
Pacheco 5,129 122 74 47 625 868 0 4,261
% 2.4 1.4 0.9 12.2 16.9 83.1
Pinole 19,065 611 363 112 2,295 3,381 5 15,679
% 3.2 1.9 0.6 12.0 17.7 82.2
Pittsburg 75,701 2,922 2,281 499 11,445 17,147 11 58,543
% 3.9 3.0 0.7 15.1 22.7 77.3
Pleasant Hill 34,649 1,223 730 396 4,563 6,912 27 27,710
% 3.5 2.1 1.1 13.2 19.9 80.0
Port Costa 247 0 0 0 0 0 0 247
% 0.0 0.0 0.0 0.0 0.0 100.0
Richmond 115,677 4,314 2,552 1,388 16,755 25,009 25 90,643
% 3.7 2.2 1.2 14.5 21.6 78.4
Rodeo 9,575 449 250 69 1,410 2,178 9 7,388
% 4.7 2.6 0.7 14.7 22.7 77.2
San Pablo 31,975 966 755 396 6,601 8,718 0 23,257
% 3.0 2.4 1.2 20.6 27.3 72.7
San Ramon 85,688 2,407 2,010 1,184 18,351 23,952 18 61,718
% 2.8 2.3 1.4 21.4 28.0 72.0
Tara Hills 5,080 266 97 119 709 1,191 0 3,889
% 5.2 1.9 2.3 14.0 23.4 76.6
Vine Hill 3,382 281 54 31 538 904 0 2,478
% 8.3 1.6 0.9 15.9 26.7 73.3
Walnut Creek 69,876 1,997 1,341 624 7,228 11,190 11 58,675
% 2.9 1.9 0.9 10.3 16.0 84.0
Source: 2021 ACS 2017-2021 5-Year Estimates. https://data.census.gov/
368
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COMMUNITY ASSESSMENT FOR CY 202 3 -2025
Population by Nativity
In 2021, about 75.0% (871,672 ) of Contra Costa County residents are U.S. born, up a slight 1.0% or 9,004
residents since 2020, compared to no change in California overall . The county has an estimated 289,971
residents born outside the U.S., up 1.7% or 4,851 from the prior year. Of these, 57.4% (166,477 ) have
become naturalized ci tizens . Compared to both the state (12.3%) and the county (10.6%), the percentage
of residents who are non -citizens is notably higher in San Pablo (25.3%), Bay Point (22.3%), Richmond
(18.2%), Pittsburg (14.6%), San Ramon (14.1%) and El Cerrito (14.1%). In 2021, the large st populations of
non-citizens are found in Richmond (21,065), Concord (15,706), San Ramon (12,046), Pittsburg (11,053) and
Antioch (10,184). Statewide, about 0.8% of non-citizens are 0-4 year olds, compared to 1.1% countywide,
but the percentage of non-citizens who are 0 -4 year olds continues to exceed the county rate in Concord
(2.1%), San Ramon (2.4%) and Walnut Creek (2.1%). Since 2021, the number of non -citizen residents rose
most notably in El Cerrito (up 7.2% or 245), Pittsburg (up 4.8% or 503) and Antioch (up 3.6% or 352).
Table 8 – Population by Nativity and Place, 2021
Area Total Pop. % Age
0-4 Native % Age
0-4
Foreign
born
% Age
0-4
Foreign born;
Naturalized
% Age
0-4
Foreign born;
Non-citizen
% Age
0-4
California 39,455,353 6.0 29,000,404 7.9 10,454,949 0.5 5,596,122 0.2 4,858,827 0.8
Countywide 1,161,643 5.5 871,672 7.2 289,971 0.6 166,477 0.2 123,494 1.1
Antioch 114,750 5.7 90,207 7.1 24,543 0.5 14,359 0.2 10,184 1.0
Bay Point 24,999 6.5 15,557 10.1 9,442 0.5 3,857 0.2 5,585 0.7
Brentwood 63,618 3.7 54,160 4.3 9,458 0.0 6,451 0.0 3,007 0.0
Concord 125,769 7.2 94,777 9.1 30,992 1.3 15,286 0.5 15,706 2.1
Danville 43,673 3.7 36,575 4.4 7,098 0.0 5,009 0.0 2,089 0.0
El Cerrito 25,898 5.8 17,480 8.0 8,418 1.2 4,773 1.1 3,645 1.3
Hercules 26,050 3.9 17,454 5.8 8,596 0.0 6,610 0.0 1,986 0.0
Pittsburg 75,701 6.9 51,346 10.0 24,355 0.2 13,302 0.0 11,053 0.5
Richmond 115,677 5.9 76,795 8.8 38,882 0.3 17,817 0.2 21,065 0.4
San Pablo 31,975 5.4 18,794 8.9 13,181 0.4 5,103 0.2 8,078 0.5
San Ramon 85,688 5.2 54,452 7.6 31,236 0.9 19,190 0.0 12,046 2.4
Walnut Creek 69,876 4.8 53,744 6.0 16,132 0.7 10,396 0.0 5,736 2.1
Source: 2021 ACS 2017-2021 5-Year Estimates. https://data.census.gov/
Households and Families
Since 20 20, the number of households in Contra Costa County rose 1.7%, up another 6,807 households to
405,106 . The number of Contra Costa County families also rose by 1.7% or 4,777 families to 291,088, which
represents 71.9 % of all households in the county, compared to 68.6% in the state. The number of county
families with children also rose 2,020 or 1.6% to 130,264, now representing 32.2% of all households
compared to 29.5% in the state. Critically, Contra Costa County f amilies headed by single females saw the
largest 1-year growth, up 2.6% or 1,265 families to 49,044 , which represents 12.1% of all households in
2021, and of those households, 23,414 have children, also up 955 or 4.3% since 2020. The number of
married -couple families in the county rose 3,057 or 1.4% to 221,647 (54.7%), while the number of married -
couple families with children rose 817 or 0.8% to 98,161. Since 2009, the county has grown by 43,004
households (up 11.9%), 37,984 families (up 15.0%), 9,317 families with children (up 7.7%), 23,485 married
couple families (up 11.9%), 11,185 single female -headed families (up 29.5%) and 2,947 single female -
headed families with children (up 14.4%).
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Contra Costa County’s 1.7% growth in households since 2020 is exceeded by far in Alamo (up 239 or 5.0%),
Antioch (up 1,939 or 5.7%), Crockett (up 94 or 6.6%), Pacheco (up 118 or 6.6%), Pittsburg (up 1,255 or 5.9%),
Richmond (up 2,043 or 5.5%), San Ramon (u p 1,560 or 5.7%) and Tara Hills (up 76 or 4.6%). In contrast,
households fell most notably in Concord (down 931 or 2.0%), Danville (down 259 or 1.6%), East Richmond
Heights (down 61 or 4.2%), Lafayette (down 553 or 5.8%), Moraga (down 97 or 1.7%), Rodeo (d own 68 or
2.1%) and Vine Hill (down 19 or 1.7%).
Table 9 – Family Composition, 2009 – 2021
HOUSEHOLD TYPE
2009 2021
COUNTY
NUMBER
COUNTY
% OF HHS
CALIFORNIA
% OF HHS
COUNTY
NUMBER
COUNTY
% OF HHS
CALIFORNIA
% OF HHS
Family households (families) 253,104 69.2 68.5 291,088 71.9 68.6
HHs with own children < 18 yrs 120,947 33.4 34.8 130,264 32.2 29.5
Married-couple family 198,162 54.7 49.7 221,647 54.7 49.5
HHs with own children < 18 yrs 92,821 25.6 24.5 98,161 24.2 21.0
Female householder, no husband 37,859 10.5 12.9 49,044 12.1 12.9
HHs with own children < 18 yrs 20,467 5.7 7.4 23,414 5.8 6.0
Total Households 362,102 12,097,894 405,106 13,217,586
Source: 2021 ACS 2017-2021 5-Year Estimates. https://data.census.gov/. Figures shown represent the percentage of all households.
Compared to the overall county (up 1.7%), c ommunities with significant gains in the number of families
since 2020 include Alamo (up 239 or 6.0%), Antioch (up 1,151 or 4.6%), Bethel Island (up 60 or 14.8%),
Contra Costa Centre (up 88 or 6.5%), El Sobrante (up 282 or 7.5%), Oakley (up 475 or 4.7%), Pacheco (up
138 or 10.8%), Pittsburg (up 1,190 or 7.2%), Richmond (up 1,680 or 6.7%), San Pablo (up 244 or 3.5%), San
Ramon (up 1,175 or 5.4%) and Tara Hills (up 100 or 7.8%). In contrast , Clayton (down 148 or 4.6%), Concord
(down 855 or 2.7 %), Danville (down 537 or 4.2%), East Richmond Heights (down 177 or 19.8%), Lafayette
(down 499 or 6.8%), Martinez (down 260 or 2.6%), Pinole (down 123 or 2.4%) and Rodeo (down 99 or 3.9%)
saw the most significant declines in the number of families . Since 2020, the number of single female-headed
families with children age 0 -17 rose most notably in Antioch (up 255 or 7.3%), Brentwood (up 158 or 14.5%),
Oakley (up 161 or 23.3%), Richmond (up 495 or 17.0%) and San Ramon (up 105 or 9.8%). Blackhawk (down
50 or 62.5%), Concord (down 212 or 8.6%), Hercules (down 75 or 11.4%) and Martinez (down 64 or 8.1%)
saw the largest declines in the number of single female -headed families with children .
In 2021, of 263,028 Contra Costa County children age 0 -17 who live in their own family, 195,454 (74.3%)
live in married -couple families, up 1,670 or 0.9% since 2020. Communities with much lower proportions of
children in married -couple families include Ant ioch (59.1%), Bayview (47.8%), Byron (41.0%), Richmond
(60.6%), Rodeo (55.3%), San Pablo (53.2%) and Tara Hills (62.4%). Another 9,194 (3.5%) Contra Costa
children age 0 -17 live in single male -headed families, which is a decrease of 206 or 2.2% since 2020.
Communities with much higher than average proportions of children in single male -headed families include
Bay Point (7.6%), Discovery Bay (11.1%), Pittsburg (6.2%) and San Pablo (7.3%). An estimated 40,789 (15.5%)
Contra Costa County children live in singl e female -headed families, up a significant 1,211 or 3.1% since 2020.
Critically, several communities have much higher proportions of children in families headed by single
females including Antioch (26.6%), Bayview (37.3%), Clyde (30.7%), Pacheco (27.1%), R odeo (39.2%), San
Pablo (28.2%) and Tara Hills (29.0%). Communities with the highest number of children in single female -
headed families include Pittsburg (3,084), Concord (4,115), Richmond (5,490) and Antioch (7,312).
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Table 10 – Family Composition by Presence of Children, 2021
Area Total HHs
All Families Married-couples Single Male-headed Single Female-headed
Total With kids
< 18
% with
< 18 Total With
< 18
% with
< 18 Total With
< 18
% with
< 18 Total With
< 18
% with
< 18
California 13,217,586 9,060,746 3,901,330 43.1 6,539,445 2,777,070 42.5 811,526 334,660 41.2 1,709,775 789,600 46.2
CC County 405,106 291,088 130,264 44.8 221,647 98,161 44.3 20,397 8,689 42.6 49,044 23,414 47.7
Alamo 4,973 4,221 1,256 29.8 3,965 1,189 30.0 64 39 60.9 192 28 14.6
Antioch 35,742 26,376 11,229 42.6 17,097 6,623 38.7 2,492 849 34.1 6,787 3,757 55.4
Bay Point 6,542 5,468 2,537 46.4 3,249 1,682 51.8 765 210 27.5 1,454 645 44.4
Bayview 826 672 204 30.4 346 135 39.0 81 57 70.4 245 12 4.9
Bethel Isl. 864 465 160 34.4 340 160 47.1 63 0 0.0 62 0 0.0
Blackhawk 3,992 3,350 1,294 38.6 3,136 1,255 40.0 39 9 23.1 175 30 17.1
Brentwood 20,509 16,508 8,589 52.0 13,430 7,059 52.6 597 285 47.7 2,481 1,245 50.2
Byron 550 465 178 38.3 295 76 25.8 68 61 89.7 102 41 40.2
Clayton 3,986 3,091 1,380 44.6 2,487 1,074 43.2 130 23 17.7 474 283 59.7
Clyde CDP 294 180 34 18.9 106 34 32.1 0 0 -- 74 0 0.0
Concord 45,471 30,448 12,852 42.2 23,256 9,776 42.0 2,111 824 39.0 5,081 2,252 44.3
CC Centre 3,644 1,442 432 30.0 1,177 394 33.5 131 0 0.0 134 38 28.4
Crockett 1,516 777 329 42.3 610 260 42.6 23 0 0.0 144 69 47.9
Danville 16,240 12,349 5,767 46.7 10,607 4,982 47.0 329 86 26.1 1,413 699 49.5
Diablo CDP 248 237 90 38.0 237 90 38.0 0 0 -- 0 0 --
Discov. Bay 5,516 4,485 1,873 41.8 3,702 1,449 39.1 317 241 76.0 466 183 39.3
E Rich. Hts. 1,383 718 200 27.9 669 175 26.2 5 5 100.0 44 20 45.5
El Cerrito 10,569 6,662 2,668 40.0 5,418 2,207 40.7 312 100 32.1 932 361 38.7
El Sobrante 5,328 4,027 1,610 40.0 2,854 1,164 40.8 358 148 41.3 815 298 36.6
Hercules 9,068 6,650 2,573 38.7 5,011 1,937 38.7 406 53 13.1 1,233 583 47.3
Knightsen 483 329 106 32.2 301 100 33.2 6 6 100.0 22 0 0.0
Lafayette 8,917 6,872 3,204 46.6 6,117 2,742 44.8 313 226 72.2 442 236 53.4
Martinez 14,825 9,684 4,165 43.0 7,478 3,115 41.7 723 322 44.5 1,483 728 49.1
Moraga 5,505 4,168 1,869 44.8 3,679 1,616 43.9 109 78 71.6 380 175 46.1
N. Richmond 1,073 815 474 58.2 531 405 76.3 60 15 25.0 224 54 24.1
Oakley 12,480 10,529 5,363 50.9 8,297 4,114 49.6 613 398 64.9 1,619 851 52.6
Orinda 7,252 5,547 2,657 47.9 5,125 2,497 48.7 133 86 64.7 289 74 25.6
Pacheco 1,916 1,410 649 46.0 853 380 44.5 197 31 15.7 360 238 66.1
Pinole 6,794 4,947 1,648 33.3 3,496 1,110 31.8 348 259 74.4 1,103 279 25.3
Pittsburg 22,604 17,678 7,327 41.4 11,805 4,689 39.7 2,107 965 45.8 3,766 1,673 44.4
Pleasant Hill 13,825 8,916 4,119 46.2 6,836 3,123 45.7 541 254 47.0 1,539 742 48.2
Port Costa 169 42 0 0.0 42 0 0.0 0 0 -- 0 0 --
Richmond 39,493 26,770 12,089 45.2 17,381 7,392 42.5 2,958 1,297 43.8 6,431 3,400 52.9
Rodeo 3,247 2,452 1,049 42.8 1,454 610 42.0 268 37 13.8 730 402 55.1
San Pablo 9,446 7,246 3,702 51.1 3,995 2,096 52.5 1,114 518 46.5 2,137 1,088 50.9
San Ramon 29,084 22,947 13,600 59.3 19,655 11,920 60.6 913 505 55.3 2,379 1,175 49.4
Tara Hills 1,736 1,385 704 50.8 940 478 50.9 178 69 38.8 267 157 58.8
Vine Hill 1,116 852 327 38.4 675 305 45.2 36 10 27.8 141 12 8.5
Walnut Crk 32,126 18,388 6,694 36.4 15,572 5,329 34.2 1,009 387 38.4 1,807 978 54.1
Source: 2021 ACS 2017-2021 5-Year Estimates. https://data.census.gov/cedsci/
In 2021, about 53,210 children age 0 -5 live in married -couple families in the county overall, down slightly
since 2020. Several areas saw larger than average 1 -year declines in the number of 0 -5 year olds in married -
couple families including Danville (down 360), Concord (down 317), Brentwood (down 229) and Pittsburg
(down 212). In contrast, Antioch (up 604), Ri chmond (up 254), Walnut Creek (up 227), Moraga (up 147) and
Martinez (up 142) saw the largest increases in 0 -5 year olds in married -couple families s ince 2020.
Countywide, about 13.9% of all children in married -couple families are 0 -2 year olds (25,120), 10.2% are 3 -
4 year olds (18,393) and 5.4% are 5 year olds (9,697).
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Table 11 – Population Age 0-17 in Households by Family Type, 2021
Area Population < 18
in HHs
In Married-Couple
HHs
In Cohabitating
Couple HHs
In Single Male
HHs
In Single Female
HHs
California 8,968,327 6,161,922 791,075 432,393 1,582,937
Contra Costa County 263,028 195,454 17,591 9,194 40,789
Alamo 2,808 2,670 85 8 45
Antioch 27,467 16,229 3,086 840 7,312
Bay Point 6,439 4,433 534 491 981
Bayview 400 191 44 16 149
Bethel Island 358 358 0 0 0
Blackhawk 2,091 2,037 30 9 15
Brentwood 16,835 13,558 776 275 2,226
Byron 449 184 160 0 105
Clayton 2,698 2,182 69 42 405
Clyde 75 52 0 0 23
Concord 27,167 20,403 1,410 1,239 4,115
Contra Costa Centre 617 578 0 0 39
Crockett 547 465 0 0 82
Danville 10,439 9,006 124 135 1,174
Diablo 207 207 0 0 0
Discovery Bay 3,599 2,816 121 399 263
East Richmond Hghts 546 507 0 12 27
El Cerrito 4,483 3,619 286 98 480
El Sobrante 3,132 2,133 305 165 529
Hercules 5,069 3,968 138 118 845
Kensington 1,250 951 0 62 237
Knightsen 273 245 0 5 23
Lafayette 6,290 5,509 228 213 340
Martinez 7,559 5,901 463 253 942
Moraga 3,569 3,188 46 63 272
North Richmond 1,144 980 5 24 135
Oakley 11,978 9,100 1,057 90 1,731
Orinda 4,849 4,582 57 76 134
Pacheco 868 587 46 0 235
Pinole 3,381 2,145 848 98 290
Pittsburg 17,147 10,928 2,073 1,062 3,084
Pleasant Hill 6,912 5,455 298 203 956
Richmond 24,992 15,143 3,262 1,097 5,490
Rodeo 2,178 1,205 74 45 854
San Pablo 8,718 4,638 983 636 2,461
San Ramon 23,952 20,956 285 755 1,956
Tara Hills 1,191 743 47 56 345
Vine Hill 904 704 0 25 175
Walnut Creek 11,190 8,936 366 436 1,452
Source: 2021 ACS 2017-2021 5-Year Estimates. https://data.census.gov/
About 4,063 children age 0 -5 live in single male -headed families in the county overall, down 77 or 1.9%
since 2020. Martinez (down 112), Brentwood (down 91), Walnut Creek (down 82) and Crockett (down 70)
saw the largest declines in 0 -5 year olds in single male -headed families since 2020. In contrast, the largest
gains in the number of 0 -5 year olds in single male -headed families occurred in Concord (up 72), Pinole (up
71), Pittsburg (up 67), San Pablo (up 57) and Richmond (up 56). Countywide, about 15.1% of all children in
single male-headed families are 0 -2 year olds (2,024), 10.6% are 3 -4 year olds (1,430) and 4.5% are 5 year
olds (609).
372
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COMMUNITY ASSESSMENT FOR CY 202 3 -2025
Table 12 – Own Children Age 0-5 in Married-Couple Families, 2021
Area Total < 18 in Married
Couple Families Age 0-2 Age 3-4 Age 5
Contra Costa County 180,400 25,120 18,393 9,697
Alamo 2,626 118 106 140
Antioch 13,441 1,697 1,309 858
Bay Point CDP 3,855 587 359 109
Bayview 191 24 57 0
Bethel Island 333 0 0 0
Blackhawk 1,996 283 184 11
Brentwood 12,661 953 837 755
Byron CDP 184 40 34 5
Clayton 2,112 183 148 149
Clyde CDP 52 33 0 0
Concord 18,842 4,047 2,638 1,212
Contra Costa Centre 578 223 56 32
Crockett 465 76 30 31
Danville 8,833 748 760 443
Discovery Bay 2,582 407 372 110
East Richmond Heights 297 59 50 17
El Cerrito 3,453 632 534 188
El Sobrante 2,096 295 325 233
Hercules 3,701 422 281 244
Knightsen CDP 208 0 10 0
Lafayette 5,347 451 426 330
Martinez 5,689 1,206 1,086 325
Moraga 3,095 359 258 194
No. Richmond CDP 730 102 26 20
Oakley 8,396 1,213 830 403
Orinda 4,559 459 360 273
Pacheco 510 85 25 29
Pinole 1,974 321 194 43
Pittsburg 8,911 1,373 888 269
Pleasant Hill 5,278 985 692 291
Richmond 12,971 2,055 1,437 646
Rodeo 1,080 225 129 15
San Pablo 4,170 396 283 165
San Ramon 20,330 2,025 1,666 1,014
Tara Hills 678 201 39 29
Vine Hill 651 221 54 22
Walnut Creek 8,707 1,702 1,014 453
Source: 2021 ACS 2017-2021 5-Year Estimates. https://data.census.gov/
An estimated 9,717 0 -5 year olds live in single female -headed families in 2021, down 102 or 1.0% since
2020. Areas that saw the most significant declines include Antioch (down 188), San Pablo (down 91),
Discovery Bay (down 52), Walnut Creek (down 48), Conc ord (down 46) and Pleasant Hill (down 42). In
contrast, Richmond (up 162), Oakley (up 124), San Ramon (up 70), Pittsburg (up 46), Danville (up 42) and
Tara Hills (up 35) saw the largest 1 -year increases in the number of 0 -5 year olds in families headed by single
females. Countywide, about 11.3% of all children in single female -headed families are 0 -2 year olds (4,470),
7.8% are 3-4 year olds (3,063) and 5.5% are 5 year olds (2,184).
373
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COMMUNITY ASSESSMENT FOR CY 202 3 -2025
Table 13 – Own Children Age 0-5 in Single Male-Headed Families, 2021
Area Total < 18 in Single
Male-Headed Families Age 0-2 Age 3-4 Age 5
Contra Costa County 13,437 2,024 1,430 609
Alamo 33 0 0 8
Antioch 1,515 221 203 71
Bay Point CDP 359 11 48 0
Bayview 60 0 0 0
Blackhawk 9 0 0 0
Brentwood 372 0 0 0
Byron CDP 160 0 0 0
Clayton 42 0 0 0
Concord 1,355 199 76 132
Danville 135 0 0 0
Discovery Bay 488 59 40 0
East Richmond Heights 12 0 0 0
El Cerrito 150 17 11 24
El Sobrante 204 55 21 15
Hercules 93 0 38 0
Knightsen CDP 5 0 0 0
Lafayette 323 25 37 16
Martinez 361 94 30 18
Moraga 87 0 0 0
No. Richmond CDP 29 0 0 0
Oakley 648 156 89 81
Orinda 116 11 10 0
Pacheco 31 0 0 0
Pinole 613 141 113 7
Pittsburg 1,607 344 430 10
Pleasant Hill 304 36 0 40
Richmond 1,938 526 96 91
Rodeo 78 0 24 0
San Pablo 695 61 125 0
San Ramon 802 36 20 64
Tara Hills 72 32 0 17
Vine Hill 10 0 0 0
Walnut Creek 464 0 19 15
Source: 2021 ACS 2017-2021 5-Year Estimates. https://data.census.gov/
Table 14 – Own Children Age 0-5 in Single Female-Headed Families, 2021
Area Total < 18 in Single
Female-Headed Families Age 0-2 Age 3-4 Age 5
Contra Costa County 39,404 4,470 3,063 2,184
Alamo 43 0 0 12
Antioch 7,043 712 608 208
Bay Point CDP 1,061 267 37 21
Bayview 28 0 0 0
Blackhawk 35 0 0 0
Brentwood 2,293 135 146 341
Byron CDP 101 0 0 23
Clayton 438 0 42 0
Concord 3,858 654 335 157
Contra Costa Centre 39 0 0 0
Crockett 82 0 0 0
Danville 1,238 7 18 45
Discovery Bay 245 0 0 0
East Richmond Heights 21 6 0 0
El Cerrito 561 133 15 42
374
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COMMUNITY ASSESSMENT FOR CY 202 3 -2025
Area Total < 18 in Single
Female-Headed Families Age 0-2 Age 3-4 Age 5
El Sobrante 419 40 9 0
Hercules 782 40 0 156
Lafayette 392 45 15 13
Martinez 961 44 83 62
Moraga 250 13 15 0
No. Richmond CDP 135 32 0 0
Oakley 1,568 279 188 143
Orinda 94 0 7 8
Pacheco 245 15 49 0
Pinole 389 63 0 51
Pittsburg 2,931 493 286 69
Pleasant Hill 929 142 27 36
Richmond 5,778 629 547 310
Rodeo 743 32 37 54
San Pablo 2,129 172 194 108
San Ramon 1,674 189 97 68
Tara Hills 317 33 44 59
Vine Hill 36 14 0 9
Walnut Creek 1,620 187 170 129
Source: 2021 ACS 2017-2021 5-Year Estimates. https://data.census.gov/
ECONOMIC INDICATORS
Self-Sufficiency
The Self -Sufficiency Standard , a project of the Center for Women’s Welfare (CWW), calculates the local and
regional costs associated with each basic need to determine the household income individuals and families
need to meet these basic needs without public subsidies or private assistance. It provides a more detailed,
up-to-date and regionally -specific measur e than the FPL of what people must earn to be self -sufficient.
Last updated in 202 1 for Contra Costa County , the Self-Sufficiency Standard for a family with one adult, an
infant and a preschool age child increased 10.8% since 2020, and at $138,084 annual income, represents a
fulltime hourly wage of $65.38 . By comparison, median family income in Contra Costa is $127,279 in 2021.
Table 15 – Self-Sufficiency Wage by Family Types, Contra Costa County, 2021
Monthly Expenses Adult Adult + Infant Adult +
Preschooler
Adult + Infant
+ Preschooler
Adult + Infant
Preschooler +
School age
2 Adults +
Infant +
Preschooler
2 Adults +
Preschooler +
School age
Housing $1,945
$2,396
$2,396
$2,396
$3,215
$2,396
$2,396
Child Care $0 $1,967 $1,696 $3,663 $4,839 $3,663 $2,873
Food $322 $479 $488 $641 $870 $900 $992
Transportation $332 $340 $340 $340 $340 $651 $651
Health Care $221 $836 $835 $846 $866 $904 $913
Miscellaneous $282 $602 $576 $789 $1,013 $851 $782
Taxes $737 $2,032 $1,816 $3,265 $4,847 $2,871 $2,377
Earned Income Tax
Credit
$0 $0 $0 $0 $0 $0 $0
Child Care Tax Credit $0 ($50) ($50) ($100) ($100) ($100) ($100)
Child Tax Credit $0 ($167) ($167) ($333) ($500) ($333) ($333)
Self-Sufficiency
Hourly Wage
$21.81
$47.93
$45.06 $65.38 $87.44 $33.53 $29.98
per adult per adult
Monthly Wages $3,839
$8,435 $7,930 $11,507 $15,390 $11,803 $10,551
Annual Wages $46,064
$101,223 $95,161 $138,084 $184,679 $141,641 $126,616
Source: Self-Sufficiency Standard Report for California, 2021; Center for Women's Welfare, UW; http://www.selfsufficiencystandard.org/
375
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Annual Income
In 2021 , median annual income for California households rose 6.9% to $84,097 , while median household
income in Contra Costa County rose 6.2% to $110,455 . Since 2020, median family income in California also
rose 6.9% or $6,173 to $95,971, while family income in the county rose a similar 6.4% or $7,712 to $127,279 .
In the county, annual median family income ranges from a high of over $250,000 in Alamo and Orinda to
the lows of $70,390 in San Pablo, $69,179 in Bay Point and $69,118 in Clyde . Since 2020, annual median
family income has risen most notably in Crockett (up $25,809 or 25.3%), Danville (up $25,254 or 12.8%),
Kensington (up $16,917 or 8.0%), Lafayette (up $16,632 or 7.3%) and Blackhawk (up $16,282 or 7.7%).
Table 16 – Householders in Workforce with Children Age 0-5 and Income, 2021
Area Civilian labor force Householders with kids 0-5
With kids 0-5, all parents in workforce
% w/ kids 0-5, all parents in workforce
Total Families
Median family income
Mean family income
California 19,980,462 2,715,062 1,742,746 64.2 9,060,746 $95,971 $132,761
Contra Costa Cty 605,752 76,401 50,555 66.2 291,088 $127,279 $168,639
Alamo 6,263 384 143 37.2 4,221 $250,000+ $357,677
Antioch 58,654 7,636 4,970 65.1 26,376 $89,478 $109,196
Bay Point 12,879 1,712 768 44.9 5,468 $69,179 $90,528
Bayview 1,439 81 29 35.8 672 $140,633 $130,359
Bethel Island 985 0 0 -- 465 $113,893 $128,545
Blackhawk 5,419 478 92 19.2 3,350 $227,115 $327,513
Brentwood 31,613 3,446 2,129 61.8 16,508 $133,401 $155,755
Byron 936 102 74 72.5 465 $88,188 $107,349
Clayton 5,369 522 264 50.6 3,091 $168,703 $208,944
Clyde 293 33 33 100.0 180 $69,118 $106,117
Concord 67,988 10,495 6,960 66.3 30,448 $112,133 $133,201
Contra Costa Ctr 4,938 311 135 43.4 1,442 $143,596 $151,560
Crockett 1,902 137 113 82.5 777 $127,868 $128,803
Danville 22,205 2,087 1,613 77.3 12,349 $223,219 $276,537
Diablo 239 129 129 100.0 237 -- $294,313
Discovery Bay 8,131 1,165 653 56.1 4,485 $141,528 $167,349
E Richmond Hts 2,029 177 96 54.2 718 $142,000 $170,488
El Cerrito 14,561 1,652 1,206 73.0 6,662 $145,896 $184,328
El Sobrante 8,275 1,061 771 72.7 4,027 $103,696 $124,936
Hercules 14,114 1,425 1,013 71.1 6,650 $129,545 $150,039
Kensington 2,754 344 309 89.8 1,448 $228,667 $291,314
Knightsen 660 47 0 0.0 329 $113,063 $133,015
Lafayette 13,047 1,361 1,049 77.1 6,872 $244,674 $315,082
Martinez 20,963 3,004 2,190 72.9 9,684 $138,963 $160,874
Moraga 7,753 879 653 74.3 4,168 $207,895 $271,626
North Richmond 2,130 289 200 69.2 815 $89,327 $109,072
Oakley 21,948 3,917 2,244 57.3 10,529 $114,511 $124,639
Orinda 9,514 1,133 837 73.9 5,547 $250,000+ $365,243
Pacheco 3,177 225 158 70.2 1,410 $97,016 $129,392
Pinole 10,322 1,054 774 73.4 4,947 $113,801 $135,772
Pittsburg 38,985 5,388 3,594 66.7 17,678 $91,243 $107,641
Pleasant Hill 19,154 2,342 1,722 73.5 8,916 $152,565 $175,320
Richmond 63,032 7,912 4,936 62.4 26,770 $84,892 $107,046
Rodeo 4,985 687 530 77.1 2,452 $93,800 $116,036
San Pablo 15,743 2,082 1,295 62.2 7,246 $70,390 $80,751
San Ramon 44,501 5,570 3,822 68.6 22,947 $203,269 $223,531
Tara Hills 2,943 482 431 89.4 1,385 $113,432 $119,308
Vine Hill 1,869 366 270 73.8 852 $128,068 $147,036
Walnut Creek 34,640 3,950 2,836 71.8 18,388 $154,065 $193,960
Source: 2021 ACS 2017-2021 5-Year Estimates. https://data.census.gov/cedsci/
376
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In 2021, about 64.2% of householders with children under 6 in California and 66.2% in Contra Costa County
are in families in which all parents participate in the workforce, whether employed or not. In the county,
this represents 50,555 householders, virtua lly unchanged since the prior year. However, several sub -areas
saw significant increases in the number of householders with children 0 -5 and all parents work, such as
Lafayette (up 159 or 17.9%), Moraga (up 223 or 51.9%), Pittsburg (up 276 or 8.3%), Richmo nd (up 457 or
10.2%), San Pablo (up 178 or 15.9%), San Ramon (up 181 or 5.0%) and Walnut Creek (up 153 or 5.7%). In
contrast, areas with the most significant decreases in the number of householders with children age 0 -5
and all parents work include Brentwo od (down 323 or 13.2%), Concord (down 512 or 6.9%), Danville (down
251 or 13.5%) and Hercules (down 141 or 12.2%).
Unemployment
As of February 202 3, the Employment Development Department estimate s the unemployment rate in
Contra Costa County (3.9%) continue s lower than the state overall (4.3%) with both rates significantly
improved since January 202 2. Since 2022, unemployment in the county has improved by 0.3 percentage
points, while the state’s rate has improved 0.7 points. Compared to pre-COVID unemployment rates in 2018,
the county’s rate remain s 0.9 points higher, while the state’s rate is just 0.2 points higher.
Contra Costa County sub -communities with the most notable improvement in unemployment include
Antioch (down 1.6 percentage points), Clyde (down 5.7 points), El Sobrante (down 1.7 points), Mountain
View (down 5.8 points), Pinole (down 1.5 points) and Rodeo (down 1.8 points). However, several sub-areas
continue to have unemployment rates that exceed the countywide rate (3.9%) by far including Bethel Island
(10.6%), Rollingwood (10.1%), Byron (8.7%), Bay Point (6.6%), Vine Hill (5.0%), Rodeo (4.9%) and Pacheco
(4.8%).
Table 17 – Unemployment Rates, 2004 – 2023
Source: CA Employment Development Department, Labor Market Information Division. 2004 –2023. https://www.labormarketinfo.edd.ca.gov
Figure 3 – Unemployment Rates, 2004 – 2023
0.0
2.0
4.0
6.0
8.0
10.0
12.0
2004 2008 2012 2016 2018 2020 2022 2023
Contra Costa County
California
2004 2008 2012 2016 2018 2020 2022 2023
Contra Costa County 4.7 7.5 9.0 4.3 3.0 2.7 4.2 3.9
California 5.7 9.0 9.6 5.1 4.1 3.7 5.0 4.3
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Table 18 – Annual EDD Unemployment Rates by County Sub-Area, 2008 – 2023
2008 2010 2012 2014 2016 2018 2020 2022 2023
Alamo (CDP) 2 4 3.3 2.1 2.3 1.6 1.8 1.4 2.1
Antioch (City) 6.4 12.2 10.2 6.5 6.3 3.8 3.6 6.6 5.0
Bay Point (CDP) 5.1 5.6 6.5 6.6
Bethel Island (CDP) 11.1 20.2 17.2 11.3 5.9 1.3 1.2 3.9 10.6
Brentwood (City) 5 9.6 8 5 3.8 3.4 3 4.9 4.5
Byron (CDP) 2.8 3.3 8.6 8.7
Clayton (City) 1.3 2.6 2.2 1.3 4 2.4 1.6 2.5 2.9
Clyde (CDP) 1 1.1 5.7 0.0
Concord (City) 6.1 11.6 9.8 6.2 4.9 2.7 2.5 3.8 3.6
Crockett (CDP) 11.6 21 17.9 11.8 2.9 2.7 3.2 4.2 4.6
Danville (City) 2.9 5.7 4.7 3 3.6 2.6 2.4 2.8 3.5
Discovery Bay (CDP) 3.9 7.7 6.4 4 4.6 2.7 2.6 3.5 4.1
E. Richmond Hghts (CDP) 6.8 13 10.9 7 4.7 1.6 1.3 1.4 2.8
El Cerrito (City) 5 9.6 8 5.1 4 2.3 1.9 3.6 3.1
El Sobrante (CDP) 5 9.6 8 4.6 4.3 3.4 3 4.5 2.8
Hercules (City) 4 7.7 6.4 4 3 2.6 2.8 3.8 3.4
Kensington (CDP) 2 3.9 3.2 2 1.7 1.4 1.4 3.5 3.8
Knightsen (CDP) 2.6 3.2 0.9 1.5
Lafayette (City) 2 3.9 3.3 2 2.5 2.2 2.3 2.6 3.4
Martinez (City) 4.5 8.6 7.2 4.5 4.1 2.8 2.3 3.6 3.4
Moraga (Town) 3.1 3.5
Mountain View (CDP) 7 4.7 6.4 0.6
Oakley (City) 4 7.8 6.5 4.1 5.7 3.6 2.9 5.3 4.3
Orinda (City) 2.1 4.1 3.4 2.1 2.2 1.7 1.6 3 2.2
Pacheco (CDP) 5.8 11.1 9.3 5.9 7 5.1 4 4.3 4.8
Pinole (City) 3.9 7.5 6.2 3.9 3.8 2.2 2.2 4.2 2.7
Pittsburg (City) 9.1 16.9 14.3 9.3 5.4 3.6 3.1 5.6 4.5
Pleasant Hill (City) 4.5 8.8 7.3 4.6 3.8 2.5 2.3 3.3 3.9
Richmond (City) 9.3 17.2 14.6 9.5 5.2 3.4 3.2 5.2 4.1
Rodeo (CDP) 3.3 6.5 5.4 8.3 4.8 3.3 3.4 6.7 4.9
Rollingwood (CDP) 3.8 3.7 5.6 10.1
San Pablo (City) 11.7 21.1 18 11.8 7 3.3 3.1 5.1 4.5
San Ramon (City) 2.3 4.5 3.7 2.3 3 2.3 2.2 2.8 3.3
Tara Hills (CDP) 6.3 11.9 10 6.4 9.2 5.3 3.8 2.1 2.4
Vine Hill (CDP) 8.3 15.6 13.1 8.5 9.8 4.8 3.3 3.2 5.0
Walnut Creek (City) 3.7 7.3 6.1 3.8 3.1 2.6 2.4 2.9 3.4
Source: CA Employment Development Department, Labor Market Information Division. 2008 –2023. http://www.labormarketinfo.edd.ca.gov
Employment
Based on estimates from the 2021 American Community Survey, about 65.1% (605,752) of Contra Costa
County’s population age 16 and over participate in the civilian labor force, compared to 63.4% in the state,
and the county ’s civilian work force has grown by 9,273 (up 1.6%) since 2020. Within the county, the civilian
labor force has grown most notably in Antioch (up 3.1% or 1,783), Pittsburg (up 5.0% or 1,848), Richmond
(up 6.8% or 3,990) and San Ramon (up 4.6 % or 1,942). In contrast, areas with notable declines in the number
of civilian workers since 2020 include Concord (down 2.8% or 1,977 ), Danville (down 2.8% or 646), Hercules
(down 3.4% or 502 ) and Martinez (down 2.1% or 453). ACS data also indicate 3.8% (35,366 ) of the county’s
civilian workforce are unemployed, up 8.3% or 2,700 from 32,666 in 20 20, compared to a 6.1% statewide
increase. Areas with the largest increases in unemployed workers include Antioch (up 291), Brentwood (up
378
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159), El Cerrito (up 116), Lafayette (up 295), Pittsburg (up 461 ), Pleasant Hill (up 188), Richmond (up 641)
and San Ramon (up 242).
Community-level employment disparities also persist, with the countywide unemployment rate (5.8%)
surpassed by far among workers in Antioch (8.8%), Bay Point (9.7%), Bayview (8.4%), Bethel Island (15.2%),
Byron (12.6%) and Port Costa (9.0%). The population centers of Antioch (5,136), Brentwood (2,024),
Concord (3,280), Pittsburg (2,823), Richmond (4,374 ) and San Ramon (2,068) have t he largest number of
unemployed , and together account for 55.7% of all unemployed residents according to 20 21 ACS estimates.
Table 19 – Civilian Labor Force, Unemployed and Unemployment Rate, 2021
Geography Population 16
and over
Civilian labor
force
% in Civilian
labor force Employed %
Employed Unemployed %
Unemployed
Unemployment
Rate
California 31,499,704 19,980,462 63.4 18,676,721 59.3 1,303,741 4.10% 6.5
Contra Costa Cty 930,333 605,752 65.1 570,386 61.3 35,366 3.80% 5.8
Alamo 11,490 6,263 54.5 6,065 52.8 198 1.70% 3.2
Antioch 91,190 58,654 64.3 53,518 58.7 5,136 5.60% 8.8
Bay Point 19,186 12,879 67.1 11,626 60.6 1,253 6.50% 9.7
Bayview 2,441 1,439 59.0 1,318 54.0 121 5.00% 8.4
Bethel Island 1,819 985 54.2 835 45.9 150 8.20% 15.2
Blackhawk 9,213 5,419 58.8 5,250 57.0 169 1.80% 3.1
Brentwood 49,287 31,613 64.1 29,589 60.0 2,024 4.10% 6.4
Byron 1,732 936 54.0 818 47.2 118 6.80% 12.6
Clayton 8,683 5,369 61.8 5,132 59.1 237 2.70% 4.4
Clyde 558 293 52.5 293 52.5 0 0.00% 0.0
Concord 101,121 67,988 67.2 64,708 64.0 3,280 3.20% 4.8
Contra Costa Ctr 6,178 4,938 79.9 4,708 76.2 230 3.70% 4.7
Crockett 3,007 1,902 63.3 1,772 58.9 130 4.30% 6.8
Danville 34,784 22,205 63.8 21,249 61.1 956 2.70% 4.3
Diablo 506 239 47.2 239 47.2 0 0.00% 0.0
Discovery Bay 12,704 8,131 64.0 7,635 60.1 496 3.90% 6.1
E. Richmond Hts 2,823 2,029 71.9 1,945 68.9 84 3.00% 4.1
El Cerrito 21,833 14,561 66.7 13,760 63.0 801 3.70% 5.5
El Sobrante 12,619 8,275 65.6 7,933 62.9 342 2.70% 4.1
Hercules 21,418 14,114 65.9 13,630 63.6 484 2.30% 3.4
Kensington 4,122 2,754 66.8 2,598 63.0 156 3.80% 5.7
Knightsen 1,138 660 58.0 645 56.7 15 1.30% 2.3
Lafayette 19,672 13,047 66.3 12,207 62.1 840 4.30% 6.4
Martinez 30,370 20,963 69.0 19,974 65.8 989 3.30% 4.7
Moraga 13,529 7,753 57.3 7,347 54.3 406 3.00% 5.2
No. Richmond 2,916 2,130 73.0 2,046 70.2 84 2.90% 3.9
Oakley 32,302 21,948 67.9 20,562 63.7 1,386 4.30% 6.3
Orinda 15,449 9,514 61.6 9,205 59.6 309 2.00% 3.2
Pacheco 4,428 3,177 71.7 2,954 66.7 223 5.00% 7.0
Pinole 16,040 10,322 64.4 9,907 61.8 415 2.60% 4.0
Pittsburg 60,636 38,985 64.3 36,162 59.6 2,823 4.70% 7.2
Pleasant Hill 28,789 19,154 66.5 18,309 63.6 845 2.90% 4.4
Port Costa 247 145 58.7 132 53.4 13 5.30% 9.0
Richmond 93,595 63,032 67.3 58,658 62.7 4,374 4.70% 6.9
Rodeo 7,636 4,985 65.3 4,627 60.6 358 4.70% 7.2
San Pablo 24,245 15,743 64.9 14,648 60.4 1,095 4.50% 7.0
San Ramon 64,704 44,501 68.8 42,433 65.6 2,068 3.20% 4.6
Tara Hills 4,020 2,943 73.2 2,837 70.6 106 2.60% 3.6
Vine Hill 2,598 1,869 71.9 1,729 66.6 140 5.40% 7.5
Walnut Creek 60,045 34,640 57.7 33,104 55.1 1,536 2.60% 4.4
Source: 2021 ACS 2017-2021 5-Year Estimates. https://data.census.gov/cedsci/
According to more recent EDD labor force figures, 555,800 Contra Costa County residents participate in the
civilian labor force in January 2023, up 12,800 workers or 2.4% since January 2022. Notably, the labor force
increased in 23 of the county sub-areas as compared to January 2022, with the most notable increases in
379
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Brentwood (up 900 or 3.1%), Concord (up 1,300 or 2.1%), Danville (up 900 or 4.6%), El Sobrante (up 300 or
4.1%), Pacheco (up 600 or 26.1%), Pleasant Hill (up 600 or 3.5%), San Ramon (up 4,800 or 12.6%) and Walnut
Creek (up 1,000 or 3.0%). Contra Costa Coun ty has 21,800 residents unemployed in January 2023, down
1,100 or 4.8% from 22,900 in January 2022. Sub -areas of the county with the largest increases in
unemployment include San Ramon (up 400), Danville (up 200) and Walnut Creek (up 200).
Table 20 – Labor Force and Number Unemployed, 2023
Geography Labor Force Unemployed
Jan-22 Jan-23 Jan-22 Jan-23
Contra Costa 543,000 555,800 22,900 21,800
Alamo 6,000 5,800 100 100
Antioch 49,800 50,400 3,300 2,500
Bay Point 12,100 11,700 800 800
Bethel Island 700 900 0 100
Brentwood 28,900 29,800 1,400 1,400
Byron 500 800 0 100
Clayton 5,600 5,000 100 100
Clyde 400 300 0 0
Concord 63,300 64,600 2,400 2,300
Crockett 1,700 1,700 100 100
Danville 19,700 20,600 500 700
Diablo 100 200 0 0
Discovery Bay 7,700 7,500 300 300
E. Richmond Hts 1,800 1,900 0 100
El Cerrito 13,300 13,600 500 400
El Sobrante 7,300 7,600 300 200
Hercules 13,800 14,100 500 500
Kensington 2,600 2,500 100 100
Knightsen 500 600 0 0
Lafayette 12,100 12,300 300 400
Martinez 19,800 20,200 700 700
Moraga 7,300 7,100 200 300
Oakley 19,500 19,900 1,000 900
Orinda 8,900 8,800 300 200
Pacheco 2,300 2,900 100 100
Pinole 9,800 9,500 400 300
Pittsburg 33,500 34,100 1,900 1,500
Pleasant Hill 17,300 17,900 600 700
Port Costa -- 100 -- 0
Richmond 51,600 52,100 2,700 2,100
Rodeo 4,800 4,600 300 200
San Pablo 13,400 13,600 700 600
San Ramon 38,000 42,800 1,000 1,400
Tara Hills 2,600 2,700 100 100
Vine Hill 1,800 1,700 100 100
Walnut Creek 33,100 34,100 1,000 1,200
Source: Employment Development Department, https://www.labormarketinfo.edd.ca.gov/data/unemployment-and-labor-force.html
According to the EDD, many large and well -known companies have established headquarters in Contra
Costa County spanning a wide range of industries including, finance, insurance and real estate,
entertainment and hospitality, retail, construction, transportation, waste management, education and
healthcare .
380
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COMMUNITY ASSESSMENT FOR CY 202 3 -2025
Table 21 – Top 20 Largest Employers in Contra Costa County, 2023
Employers City
Sutter Delta Medical Center Antioch
John Muir Medical Center Concord
C&H Sugar Crockett
Bio-Rad Laboratories Hercules
Martinez Arts Martinez
Shell Oil Products Martinez
U.S. Veterans Medical Center Martinez
Contra Costa County (incl. Health Services) Multiple locations
Kaiser Permanente Multiple locations
Oakley Union School District Oakley
Los Mendanos College Pittsburg
USS POSCO Industries Pittsburg
Bay Area Rapid Transit (BART) Richmond
Broadspectrum Americas Richmond
Chevron Richmond
La Raza Market Richmond
Santa Fe Pacific Pipe Lines Richmond
Chevron San Ramon
Robert Half International San Ramon
San Ramon Medical Center San Ramon
John Muir Medical Center Walnut Creek
Longs Drug Store Walnut Creek
Nordstrom Walnut Creek
Robert Half International Walnut Creek
Source: EDD, as of December 2021; https://www.contracosta.ca.gov/6971/Largest-Employers
About 49.9% (226,381) of Contra Costa males 16 and over in the workforce work full-time in 2021, compared
to 34.5% (164,593) of females. Both rates exceed the proportion of full-time working males (49.4%) and
females (33.9%) in California overall . Since 2020, the number of Contra Costa males who work full -time rose
2,493 or 1.1%, while the number of females who work full -time increased 3,433 or 2.1%, compared to the
state’s slight increase of 0.7% among males and 0.3% among females . The percentage of males in the
workforce who work full -time exceeds the county (49.9%) by far in Contra Costa Centre (72.6%), Knightsen
(57.5%), Lafayette (53.6%), North Richmond (53.9%), Orinda (53.0%), San Ramon (59.5%), Tara Hills (60.5%)
and Vine Hill (56.7%). The percentage of females in the workforce who work full-time exceeds the county
(34.5%) by far in Bayview (38.4%), Clyde (52.7%), Concord (37.6%), Contra Costa Centre (44.2%), Crockett
(41.3%), East Richmond Heights (42.9%), El Cerrito (39.3%), Hercules (39.7%), Martinez (38.9%), Richmond
(37.9%) and Tara Hills (40.8%). The number of full-time working females is highest in Concord (19,341),
Richmond (18,267), Antioch (15,925), San Ramon (12,088 ), Pittsburg (9,9 78) and Walnut Creek (9,602).
Table 22 – Full Time Workers by Sex, 2021
Area Pop. 16 & over
Male Female
Total 16 & over Worked FT % FT Total 16 & over Worked FT % FT
California 31,499,704 15,642,410 7,724,745 49.4 15,857,294 5,381,917 33.9
Contra Costa County 930,333 453,330 226,381 49.9 477,003 164,593 34.5
Alamo 11,490 5,777 2,753 47.7 5,713 1,691 29.6
Antioch 91,190 44,411 19,878 44.8 46,779 15,925 34.0
Bay Point 19,186 10,132 4,489 44.3 9,054 2,767 30.6
Bayview 2,441 1,392 735 52.8 1,049 403 38.4
Bethel Island 1,819 1,025 283 27.6 794 186 23.4
Blackhawk 9,213 4,573 2,132 46.6 4,640 1,196 25.8
Brentwood 49,287 23,513 11,834 50.3 25,774 8,624 33.5
Byron 1,732 792 267 33.7 940 167 17.8
Clayton 8,683 4,063 1,999 49.2 4,620 1,327 28.7
Clyde 558 241 77 32.0 317 167 52.7
381
Contra Costa County 32 of 11 7
COMMUNITY ASSESSMENT FOR CY 202 3 -2025
Area Pop. 16 & over
Male Female
Total 16 & over Worked FT % FT Total 16 & over Worked FT % FT
Concord 101,121 49,633 25,431 51.2 51,488 19,341 37.6
Contra Costa Centre 6,178 3,327 2,414 72.6 2,851 1,261 44.2
Crockett 3,007 1,434 644 44.9 1,573 650 41.3
Danville 34,784 16,896 8,859 52.4 17,888 5,749 32.1
Diablo 506 263 90 34.2 243 16 6.6
Discovery Bay 12,704 6,269 3,169 50.6 6,435 2,333 36.3
E. Richmond Heights 2,823 1,340 556 41.5 1,483 636 42.9
El Cerrito 21,833 10,447 5,043 48.3 11,386 4,473 39.3
El Sobrante 12,619 6,181 2,834 45.9 6,438 2,296 35.7
Hercules 21,418 10,323 5,189 50.3 11,095 4,410 39.7
Kensington 4,122 2,013 939 46.6 2,109 623 29.5
Knightsen 1,138 603 347 57.5 535 132 24.7
Lafayette 19,672 10,084 5,408 53.6 9,588 3,186 33.2
Martinez 30,370 14,592 7,649 52.4 15,778 6,133 38.9
Moraga 13,529 6,432 2,734 42.5 7,097 1,728 24.3
North Richmond 2,916 1,322 712 53.9 1,594 517 32.4
Oakley 32,302 16,032 8,454 52.7 16,270 5,541 34.1
Orinda 15,449 7,695 4,076 53.0 7,754 2,466 31.8
Pacheco 4,428 1,999 954 47.7 2,429 881 36.3
Pinole 16,040 7,542 3,669 48.6 8,498 3,139 36.9
Pittsburg 60,636 29,643 14,401 48.6 30,993 9,978 32.2
Pleasant Hill 28,789 13,796 7,017 50.9 14,993 5,307 35.4
Port Costa 247 172 42 24.4 75 21 28.0
Richmond 93,595 45,424 22,087 48.6 48,171 18,267 37.9
Rodeo 7,636 3,708 1,797 48.5 3,928 1,318 33.6
San Pablo 24,245 11,855 6,096 51.4 12,390 4,007 32.3
San Ramon 64,704 32,035 19,049 59.5 32,669 12,088 37.0
Tara Hills 4,020 1,973 1,193 60.5 2,047 835 40.8
Vine Hill 2,598 1,284 728 56.7 1,314 321 24.4
Walnut Creek 60,045 27,856 12,678 45.5 32,189 9,602 29.8
Source: 2021 ACS 2017-2021 5-Year Estimates. https://data.census.gov/cedsci/
Figure 4 – Full Time, Year-Round Female Workers, 2020 – 2021
0
2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
18,000
20,000
ConcordRichmondAntiochSan RamonPittsburgWalnut CreekBrentwoodMartinezDanvilleOakleyPleasant HillEl CerritoHerculesSan PabloLafayettePinoleOrindaDiscovery BayEl SobranteMoragaAlamoClaytonRodeoContra Costa CtrBlackhawkPachecoTara HillsCrockettE. Richmond HtsKensingtonBayviewVine HillBethel IslandClyde2020 2021
382
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COMMUNITY ASSESSMENT FOR CY 202 3 -2025
According to American Community Survey data, 64.7% (9,596) of all Contra Costa County females with births
(14,834) in the past year participate in the civilian labor force in 2021, compared to 62.3% in the state, with
rates down in the county and up in state since 2020. In the county, labor force participation rates among
women with births varies for married (62.0%) and unmarried (71.8%) women, but both rates fell since 2020.
Although rates fell, 6,646 m arried women with births participate in the labor force in 2021, up 266 or 4.2%
since 2020. Another 2,950 unmarried women with births participate in the labor force in 2021, up 122 or
4.3%. The largest populations of married women with births in the labor force occur in Concord (1,567),
Richmond (1,316), Pittsburg (1,020) and Antioch (983). The largest populations of unmarried women with
births in the labor force occur in Richmond (1,001), Concord (537), Antioch (474), Pittsburg (373) and San
Pablo (341). C oncord (up 165), Walnut Creek (up 143) and Richmond (up 129) saw the largest 1 -year
increase in women with recent births in the labor force, while Oakley (down 112), Brentwood (down 89)
and Martinez (down 68) saw the largest decreases.
Table 23 – Women Age 16-50 with Births in the Past Year in the Labor Force, 20 21
Area Females
Age 16-50
With
births
Married Unmarried
With births In labor
force
% in labor
force
With
births
In labor
force
% in labor
force
California 9,323,758 461,141 320,731 198,842 62.0 140,410 88,309 62.9
Contra Costa County 263,580 14,834 10,723 6,646 62.0 4,111 2,950 71.8
Alamo 2,123 14 14 0 0.0 0 0 --
Antioch 27,141 1,457 983 631 64.2 474 326 68.8
Bay Point 6,095 481 312 53 17.0 169 169 100.0
Bayview 663 33 21 21 100.0 12 12 100.0
Blackhawk 1,925 217 217 43 19.8 0 0 --
Brentwood 14,745 507 376 273 72.6 131 55 42.0
Clayton 2,221 36 36 16 44.4 0 0 --
Clyde 125 34 34 34 100.0 0 0 --
Concord 28,932 2,104 1,567 1,040 66.4 537 497 92.6
Contra Costa Centre 2,120 96 54 38 70.4 42 41 97.6
Crockett 770 54 54 42 77.8 0 0 --
Danville 8,371 187 180 143 79.4 7 7 100.0
Discovery Bay 3,287 237 213 144 67.6 24 24 100.0
E. Richmond Heights 672 15 15 5 33.3 0 0 --
El Cerrito 6,161 239 229 193 84.3 10 0 0.0
El Sobrante 3,315 144 134 58 43.3 10 10 100.0
Hercules 5,602 195 116 68 58.6 79 79 100.0
Kensington 838 8 8 8 100.0 0 0 --
Lafayette 4,778 155 138 120 87.0 17 17 100.0
Martinez 7,971 497 445 327 73.5 52 52 100.0
Moraga 3,951 158 132 69 52.3 26 8 30.8
No. Richmond 1,027 77 51 36 70.6 26 14 53.8
Oakley 10,131 678 399 116 29.1 279 273 97.8
Orinda 3,442 115 104 91 87.5 11 11 100.0
Pacheco 1,522 64 64 64 100.0 0 0 --
Pinole 4,187 257 166 99 59.6 91 70 76.9
Pittsburg 18,447 1,393 1,020 478 46.9 373 220 59.0
Pleasant Hill 8,214 392 319 204 63.9 73 59 80.8
Richmond 29,834 2,317 1,316 673 51.1 1,001 622 62.1
Rodeo 2,280 174 118 118 100.0 56 53 94.6
San Pablo 8,182 458 117 57 48.7 341 148 43.4
San Ramon 19,559 808 738 529 71.7 70 33 47.1
Tara Hills 1,164 184 116 116 100.0 68 28 41.2
Vine Hill 787 13 13 13 100.0 0 0 --
Walnut Creek 14,001 714 618 488 79.0 96 86 89.6
Source: 2021 ACS 2017-2021 5-Year Estimates. https://data.census.gov/cedsci/
Countywide, 344,529 residents are women age 20 -64 and 131,044 (38.0%) have children less than 18,
compared to 34.3% statewide. Since 2020, the number of women age 20 -64 with children rose 1,163 (up
383
Contra Costa County 34 of 11 7
COMMUNITY ASSESSMENT FOR CY 202 3 -2025
0.9%) in the county, compared to a 1.0% decline statewide. Of Contra Costa women age 20 -64 with children,
27,625 (21.1%) have children age 0 -5 in their household, down a notable 22,446 or 44.8% in the county and
49.4% in the state since 2020. About 69.7% (19,244) of Contra Costa County women with children age 0 -5
participate in the civilian workforce, also down a significant 14,812 women or 43.5% since 2020, part of a
statewide 46.4% decline. In 2021, 94.2% (18,119) of Contra Costa County women in the work force who
have children age 0 -5 are employed, compared to 93.3% statewide.
Areas within the county that saw notable 1 -year declines in the number of women age 20 -64 in the civilian
labor force who have 0 -5 year olds include Antioch (down 2,150), Concord (down 1,918), Richmond (down
1,283), San Ramon (down 1,160), Brentwood (down 951) and Oakley (down 945).
Table 24 – Women Age 20-64 in the Labor Force with Children Age 0-5, 2021
Area Females Age 20-64 With Children < 18 With Children < 6 In Civilian labor force
with Children < 6 Employed
California 11,596,618 3,980,978 855,448 590,619 550,828 % 34.3 21.5 69.0 93.3
Contra Costa County 344,529 131,044 27,625 19,244 18,119 % 38.0 21.1 69.7 94.2
Alamo 3,680 1,191 126 74 74 % 32.4 10.6 58.7 100.0
Antioch 35,176 12,181 1,978 1,299 1,159 % 34.6 16.2 65.7 89.2
Bay Point 7,511 2,691 382 251 208
% 35.8 14.2 65.7 82.9
Bayview 776 257 26 26 26 % 33.1 10.1 100.0 100.0
Bethel Island 482 154 0 0 0 % 32.0 0.0 -- --
Blackhawk 2,909 1,289 355 79 79 % 44.3 27.5 22.3 100.0
Brentwood 18,181 8,749 1,158 914 864 % 48.1 13.2 78.9 94.5
Byron 692 116 19 14 14
% 16.8 16.4 73.7 100.0
Clayton 3,105 1,326 162 105 105 % 42.7 12.2 64.8 100.0
Clyde 237 34 13 13 13
% 14.3 38.2 100.0 100.0
Concord 37,811 13,031 3,767 2,676 2,583 % 34.5 28.9 71.0 96.5
Contra Costa Centre 2,572 438 216 99 99 % 17.0 49.3 45.8 100.0
Crockett 1,119 338 53 53 53 % 30.2 15.7 100.0 100.0
Danville 12,397 5,599 746 660 636 % 45.2 13.3 88.5 96.4
Diablo 121 82 0 0 0
% 67.8 0.0 -- --
Discovery Bay 4,486 1,772 504 257 223 % 39.5 28.4 51.0 86.8
E. Richmond Heights 1,038 253 55 50 50 % 24.4 21.7 90.9 100.0
El Cerrito 8,085 2,609 864 641 625 % 32.3 33.1 74.2 97.5
El Sobrante 4,684 1,639 382 271 259 % 35.0 23.3 70.9 95.6
Hercules 8,102 2,726 406 348 337 % 33.6 14.9 85.7 96.8
Kensington 1,333 553 100 88 88 % 41.5 18.1 88.0 100.0
384
Contra Costa County 35 of 11 7
COMMUNITY ASSESSMENT FOR CY 202 3 -2025
Area Females Age 20-64 With Children < 18 With Children < 6 In Civilian labor force
with Children < 6 Employed
Knightsen 329 96 0 0 0
% 29.2 0.0 -- --
Lafayette 6,586 2,959 414 369 369 % 44.9 14.0 89.1 100.0
Martinez 11,699 4,029 1,338 988 950 % 34.4 33.2 73.8 96.2
Moraga 3,827 1,827 362 281 252 % 47.7 19.8 77.6 89.7
North Richmond 1,208 569 51 51 51
% 47.1 9.0 100.0 100.0
Oakley 13,039 5,426 1,050 527 527 % 41.6 19.4 50.2 100.0
Orinda 4,835 2,558 358 283 283 % 52.9 14.0 79.1 100.0
Pacheco 1,762 628 202 132 67 % 35.6 32.2 65.3 50.8
Pinole 5,783 1,549 413 292 292 % 26.8 26.7 70.7 100.0
Pittsburg 23,118 7,642 1,845 1,185 1,168 % 33.1 24.1 64.2 98.6
Pleasant Hill 10,678 4,012 1,204 918 827 % 37.6 30.0 76.2 90.1
Port Costa 36 0 0 0 0
% 0.0 -- -- --
Richmond 36,966 12,661 3,111 1,978 1,716 % 34.3 24.6 63.6 86.8
Rodeo 2,932 1,124 249 198 198 % 38.3 22.2 79.5 100.0
San Pablo 9,425 3,743 546 335 312 % 39.7 14.6 61.4 93.1
San Ramon 25,256 13,257 2,000 1,360 1,345 % 52.5 15.1 68.0 98.9
Tara Hills 1,523 596 159 149 149 % 39.1 26.7 93.7 100.0
Vine Hill 1,113 409 153 120 120 % 36.7 37.4 78.4 100.0
Walnut Creek 18,636 6,301 1,997 1,506 1,380 % 33.8 31.7 75.4 91.6
Source: 2021 ACS 2017-2021 5-Year Estimates. https://data.census.gov/cedsci/
Transportation
In 2021, 85.7% of Contra Costa County workers age 16 and older commute to work, compared to 88.6%
statewide with both rates down since 2020 . In the county, this represents a 3.8% decline of 18,499
commuters since 2020. M ean commute time has also fallen slightly to 37.8 minutes in the county and 29.5
minutes statewide . Commuters in the county continue to drive alone to work less than commuters in the
state overall (63.5% to 70.1%, respectively), with both percentages also down from 20 20. The percentage
of commuters who drive alone to work exceeds the county (63.5%) by far in Bethel Island (82.0%),
Brentwood (72.8%), Byron (77.5%), Clayton (70.7%), Clyde (75.7%), Diablo (85.8%), Knightsen (78.1%),
Oakley (74.5%), Pacheco (75.5 %), Pinole (72.6%), Port Costa (74.4%), Tara Hills (73.7%) and Vine Hill (81.9%).
An estimated 10.1% of county commuters carpool, but rates are notably higher among commuters in Bay
Point (21.1%), Bayview (31.5%), North Richmond (24.6%) and San Pablo (17.1%). Contra Costa County
commuters continue to use public transportation about twice the rate of commuters statewide (8.8% to
4.1%, respectively), with the highest rates in Contra Costa Centre (33.6 %), East Richmond Heights (14.2%),
El Cerrito (20.7%), Kensington (11.7%), Lafayette (13.3%), Orinda (16.2%) and Walnut Creek (14.5%).
385
Contra Costa County 36 of 11 7
COMMUNITY ASSESSMENT FOR CY 202 3 -2025
Table 25 – How Workers Commute to Work by Area, 2021
Area
Workers
Age 16
and over
Drove
alone
% Drove
alone Carpooled %
Carpooled
Took
Public
trans.
% Public
trans.
Walked or
other
% Walked
or other
Mean
Commute
(Min.)
Countywide 553,536 351,478 63.5 55,769 10.1 48,980 8.8 18,142 3.3 37.8
Alamo 5,916 3,505 59.2 411 6.9 264 4.5 189 3.2 31.5
Antioch 52,068 33,552 64.4 8,165 15.7 3,957 7.6 1,539 2.9 46.1
Bay Point 11,251 7,591 67.5 2,371 21.1 591 5.3 333 3.0 40.7
Bayview 1,235 765 61.9 389 31.5 0 0.0 16 1.3 42.9
Bethel Island 813 667 82.0 134 16.5 0 0.0 0 0.0 26.5
Blackhawk 5,074 2,677 52.8 413 8.1 318 6.3 229 4.6 40.0
Brentwood 28,850 21,006 72.8 2,987 10.4 769 2.7 842 2.9 43.8
Byron 818 634 77.5 125 15.3 10 1.2 26 3.2 45.9
Clayton 4,925 3,484 70.7 255 5.2 360 7.3 95 1.9 41.8
Clyde 280 212 75.7 5 1.8 20 7.1 8 2.9 36.8
Concord 62,910 40,927 65.1 5,960 9.5 6,211 9.9 2,609 4.2 33.9
Contra Costa Ctr 4,719 2,013 42.7 99 2.1 1,585 33.6 207 4.4 40.4
Crockett 1,772 1,104 62.3 189 10.7 64 3.6 143 8.1 36.6
Danville 20,722 12,928 62.4 1,186 5.7 720 3.5 676 3.3 31.6
Diablo 239 205 85.8 0 0.0 10 4.2 0 0.0 58.6
Discovery Bay 7,480 5,057 67.6 932 12.5 92 1.2 334 4.4 44.2
E Richmond Hts 1,920 1,145 59.6 117 6.1 273 14.2 7 0.4 37.3
El Cerrito 13,209 6,105 46.2 995 7.5 2,740 20.7 622 4.7 33.5
El Sobrante 7,739 5,269 68.1 790 10.2 635 8.2 172 2.2 35.0
Hercules 13,427 9,197 68.5 1,315 9.8 1,246 9.3 148 1.1 40.7
Kensington 2,529 1,009 39.9 112 4.4 297 11.7 172 6.8 32.8
Knightsen 625 488 78.1 21 3.4 0 0.0 34 5.4 43.3
Lafayette 11,883 5,823 49.0 500 4.2 1,585 13.3 157 1.3 30.9
Martinez 19,508 13,410 68.7 1,499 7.7 1,120 5.7 659 3.4 33.4
Moraga 7,124 3,377 47.4 492 6.9 807 11.3 502 7.0 33.2
No. Richmond 1,913 1,072 56.0 471 24.6 120 6.3 0 0.0 33.2
Oakley 19,714 14,683 74.5 2,008 10.2 724 3.7 269 1.4 43.3
Orinda 9,103 4,662 51.2 358 3.9 1,477 16.2 288 3.1 36.5
Pacheco 2,866 2,163 75.5 338 11.8 26 0.9 122 4.3 29.3
Pinole 9,587 6,958 72.6 893 9.3 688 7.2 161 1.7 38.8
Pittsburg 34,555 23,651 68.4 4,749 13.7 2,926 8.5 938 2.7 40.3
Pleasant Hill 18,006 10,984 61.0 1,410 7.8 1,976 11.0 764 4.3 33.5
Port Costa 117 87 74.4 0 0.0 0 0.0 30 25.7 --
Richmond 56,190 36,192 64.4 6,474 11.5 6,278 11.2 2,063 3.7 34.9
Rodeo 4,432 3,030 68.4 624 14.1 402 9.1 162 3.7 39.5
San Pablo 14,062 9,076 64.5 2,410 17.1 1,419 10.1 360 2.6 34.7
San Ramon 41,608 25,823 62.1 2,838 6.8 2,776 6.7 968 2.3 38.0
Tara Hills 2,547 1,876 73.7 220 8.6 197 7.7 28 1.1 34.5
Vine Hill 1,671 1,369 81.9 142 8.5 52 3.1 0 0.0 31.7
Walnut Creek 32,232 17,004 52.8 1,950 6.0 4,678 14.5 1,633 5.0 36.8
Source: 2021 ACS 2017-2021 5-Year Estimates. https://data.census.gov/cedsci/
Since 2020, the number of Contra Costa County workers age 16 and over who travel to a workplace fell a
considerable 3.8% or 18,499 workers to 474,369. Countywide, about 217,277 or 45.8% of commuters are
female, unchanged since 2020. ACS data indicates that although initially COVID -19 had differential impacts
on the male and female workforce, by 2021 some differences have disappeared, with male commuters in
the county down 3.7% or 9,832 and female commuters down 3.8% or 8,667 . Areas that saw the largest
declines in the number of female commuters include Concord (down 1,451 or 5.4%), Danville (down 1,009
or 12.8%), San Ramon (down 851 or 5.8%), Lafayette (down 808 or 18.7%), Martinez (down 700 or 7.9%)
and Richmond (down 633 or 5.0%). Since 2020, the numbe r of male commuters fell most significantly in
Concord (down 2,950 or 8.9%), Walnut Creek (down 1,252 or 8.7%), Danville (down 998 or 10.3%), San
Ramon (down 814 or 4.2%), Martinez (down 659 or 7.2%), Pleasant Hill (down 657 or 7.4%) and Lafayette
(down 614 or 11.9%).
386
Contra Costa County 37 of 11 7
COMMUNITY ASSESSMENT FOR CY 202 3 -2025
Table 26 – Time Leave for Work by Sex, 2021
Area Sex Commuters 0:00-
4:59
5:00-
5:59
6:00-
6:59
7:00-
7:59
8:00-
8:59
9:00-
9:59
10:00-
10:59
11:00-
11:59
12:00 -
15:59
16:00-
23:59
County Male 257,092 22,871 33,081 45,334 55,469 38,910 18,428 7,843 4,391 17,231 13,534
Female 217,277 9,193 14,880 32,843 58,180 42,533 18,185 9,256 4,279 16,549 11,379
Alamo Male 2,580 61 221 573 588 577 295 31 7 177 50
Female 1,789 8 33 160 516 630 226 108 43 30 35
Antioch Male 25,006 3,635 4,778 4,309 3,494 1,766 1,339 981 677 2,639 1,388
Female 22,207 1,684 2,436 4,289 4,486 2,770 1,494 793 310 2,024 1,921
Bay Point Male 6,283 599 1,066 1,553 1,053 811 255 154 31 418 343
Female 4,603 354 237 1,071 1,215 482 149 159 82 530 324
Bayview Male 722 0 86 453 68 0 43 35 0 37 0
Female 448 0 45 55 67 39 174 0 0 23 45
Bethel Island Male 533 157 175 32 68 42 32 0 0 27 0
Female 268 0 59 0 129 61 19 0 0 0 0
Blackhawk Male 2,268 47 229 295 600 446 331 170 0 124 26
Female 1,369 9 78 155 351 317 171 111 0 80 97
Brentwood Male 13,677 2,438 1,959 2,005 2,096 1,528 1,444 308 236 982 681
Female 11,927 586 779 2,020 2,839 2,549 853 301 196 1,215 589
Byron Male 385 99 94 6 70 9 0 13 77 6 11
Female 410 191 36 0 66 10 0 18 3 0 86
Clayton Male 2,387 116 329 568 571 153 263 121 59 35 172
Female 1,807 18 83 385 590 185 181 105 0 113 147
Clyde Male 105 15 10 35 9 0 0 0 0 36 0
Female 140 13 0 0 44 0 57 0 0 26 0
Concord Male 30,234 2,058 3,487 5,657 6,881 4,193 2,333 694 631 2,150 2,150
Female 25,473 861 1,498 3,686 7,411 5,156 2,358 1,099 407 1,736 1,261
Contra Costa Cntr Male 2,418 90 128 331 496 1,062 75 9 31 92 104
Female 1,486 0 110 197 323 332 231 81 23 163 26
Crockett Male 712 75 47 75 269 52 76 44 34 0 40
Female 788 84 53 32 240 223 28 38 39 16 35
Danville Male 8,661 204 921 1,251 2,043 1,898 747 440 130 450 577
Female 6,849 154 117 524 2,369 1,681 972 289 105 411 227
Discovery Bay Male 3,723 449 869 521 778 621 151 88 51 58 137
Female 2,692 47 202 609 608 464 232 56 17 64 393
E Richmond Heights Male 761 0 60 160 169 198 78 19 0 53 24
Female 781 0 44 78 213 203 117 67 17 28 14
El Cerrito Male 5,325 302 268 545 1,393 1,226 749 229 57 299 257
Female 5,137 112 233 433 1,461 1,523 667 243 62 251 152
El Sobrante Male 3,642 483 317 313 741 710 283 186 132 229 248
Female 3,224 0 289 560 670 623 325 142 179 326 110
Hercules Male 6,180 729 798 1,327 1,107 1,017 343 138 94 369 258
Female 5,726 215 605 880 1,344 1,298 352 192 158 392 290
Knightsen Male 389 60 60 35 97 55 0 0 0 20 62
Female 154 0 6 0 77 0 52 7 0 12 0
Lafayette Male 4,563 105 396 908 1,455 944 305 138 0 212 100
Female 3,502 44 228 327 990 730 492 163 214 156 158
Martinez Male 8,537 559 1,232 1,951 2,097 1,164 356 256 169 420 333
Female 8,151 324 455 1,305 2,774 1,774 516 180 193 434 196
Moraga Male 2,599 63 256 567 753 554 159 102 27 104 14
Female 2,579 19 2 201 746 570 324 162 10 390 155
North Richmond Male 742 84 176 159 182 67 13 0 0 8 53
Female 921 77 136 200 169 157 95 33 0 21 33
Oakley Male 9,394 1,979 1,782 1,634 1,658 849 363 80 79 485 485
Female 8,290 454 1,129 1,008 1,956 1,651 490 450 145 410 597
Orinda Male 3,966 37 305 656 1,126 1,022 384 169 8 149 110
Female 2,819 26 62 264 899 763 392 152 41 185 35
Pacheco Male 1,463 39 241 211 375 265 83 0 37 48 164
Female 1,186 47 35 229 495 92 179 0 56 38 15
Pinole Male 4,411 355 427 994 830 700 288 120 31 434 232
387
Contra Costa County 38 of 11 7
COMMUNITY ASSESSMENT FOR CY 202 3 -2025
Area Sex Commuters 0:00-
4:59
5:00-
5:59
6:00-
6:59
7:00-
7:59
8:00-
8:59
9:00-
9:59
10:00-
10:59
11:00-
11:59
12:00 -
15:59
16:00-
23:59
Female 4,289 116 328 916 1,231 723 129 190 36 418 202
Pittsburg Male 17,468 2,593 2,465 2,770 3,415 1,514 1,384 378 267 1,185 1,497
Female 14,796 1,027 1,285 2,878 3,380 1,873 904 436 491 1,596 926
Pleasant Hill Male 8,240 594 682 1,365 2,385 1,373 709 357 94 450 231
Female 6,894 177 579 1,215 1,818 1,508 451 347 107 426 266
Richmond Male 26,704 2,101 3,601 5,296 5,871 3,407 1,354 804 384 2,240 1,646
Female 24,303 1,333 1,312 3,425 6,297 4,871 1,523 1,419 470 2,252 1,401
Rodeo Male 2,352 373 374 344 247 207 130 50 156 287 184
Female 1,866 73 251 380 231 263 102 69 0 326 171
San Pablo Male 7,675 709 1,362 1,085 1,585 642 375 306 395 722 494
Female 5,590 384 487 771 1,537 768 311 220 175 527 410
San Ramon Male 18,684 656 1,520 2,660 4,838 4,976 1,684 680 198 797 675
Female 13,721 246 430 1,659 4,665 3,215 1,566 621 199 601 519
Tara Hills Male 1,214 34 246 209 228 49 163 19 0 180 86
Female 1,107 33 30 185 331 121 37 29 39 245 57
Vine Hill Male 937 123 152 166 169 118 78 60 0 42 29
Female 626 27 34 61 283 75 20 18 21 0 87
Walnut Creek Male 13,195 416 877 2,603 3,436 2,916 1,100 531 183 695 438
Female 12,070 262 753 1,811 3,124 3,144 1,238 624 268 644 202
Source: 2021 ACS 2017-2021 5-Year Estimates. https://data.census.gov/cedsci/
Commute patterns of male and female workers in the county remain very similar to those in the state.
Females continue to be much less likely than males to leave for work between midnight and 6:00 am,
females are somewhat more likely than males to leave for work between 7:00 am to 9:00 am, and these
countywide differenc es are more or less pronounced within sub -communities.
Figure 5 – Time Leave for Commute by Sex, Contra Costa County & California 2021
Poverty Status
The US Department of Health and Human Services issues the official annual federal poverty level (FPL)
annually, which provides the income level thresholds used to determine eligibility for a range of social
service programs , including Head Start. The 20 23 FPL income limits have been presented below.
0.0
5.0
10.0
15.0
20.0
25.0
30.0
12:00-4:59
am
5:00-5:59
am
6:00-6:59
am
7:00-7:59
am
8:00-8:59
am
9:00-9:59
am
10:00-10:59
am
11:00-11:59
am
12:00-3:59
pm
4:00-11:59
pm
State Male
State Female
County Male
County Female
388
Contra Costa County 39 of 11 7
COMMUNITY ASSESSMENT FOR CY 202 3 -2025
Table 27 – Federal Poverty Levels (FPL) by Household Size, 2023
Persons in family or household 100% Poverty Income Level
1 $14,580
2 $19,720
3 $24,860
4 $30,000
5 $35,140
6 $40,280
7 $45,420
*8 $50,560
*Add $50,560 for each additional person over 8
Source: https://aspe.hhs.gov/poverty-guidelines
Estimates for 2021 based on 2017-2021 5-Year American Community Survey data indicate that 8.2% of all
individuals in Contra Costa County live at income levels below the federal poverty level (FPL), which is
unchanged from the prior year. This compares favorably to California’s poverty rate for individuals (12.3%),
although the state rate improved somewhat from 12.6% in 2020. The county’s poverty rate among families
(5.9%) continues to compare favorably to the state (8.7%), and the county rate fell slightly since 2020.
Poverty rates a mong all families with a single female head of household rose slightly from 16.9% to 17.0%
in Contra Costa County while they fell from 21.5% to 20.9% in the state . Notably, the poverty rate a mong
Contra Costa families with a single female head of household and children age 0 -4 only has improved
significantly from 38.8 % to 37.0%, while the statewide rate fell to 31.8%.
Table 28 – Percentage of Families with Income below FPL, 2013-2021
Family Type Percent Below Poverty
2013 2016 2018 2020 2021
All families 8.2 7.3 6.5 5.8 5.9
With related children under 18 years 12.4 11.2 9.7 8.5 8.6
With related children under 5 years only 12.0 10.5 9.0 9.4 9.1
Families with single female householder 21.5 20.4 18.3 16.9 17.0
With related children under 18 years 30.9 30.2 26.8 24.8 24.4
With related children under 5 years only 40.0 37.7 35.3 38.8 37.0
Source: 2021 ACS 2017-2021 5-Year Estimates. https://data.census.gov/cedsci/
Table 29 – Percentage of Residents with Income below FPL by Nativity, 2021
Area
Population Native Foreign born Naturalized Non-citizen
With known
poverty
status
%
< FPL
With known
poverty
status
%
< FPL
With known
poverty
status
%
< FPL
With known
poverty
status
%
< FPL
With known
poverty
status
%
< FPL
California 38,701,352 12.3 28,344,656 11.9 10,356,696 13.3 5,560,306 9.4 4,796,390 17.7
Contra Costa 1,152,417 8.2 863,623 7.8 288,794 9.4 165,923 5.9 122,871 14.2
Antioch 114,033 12.9 89,567 13.3 24,466 11.5 14,312 6.6 10,154 18.4
Bay Point 24,867 12.7 15,432 12.7 9,435 12.9 3,852 11.7 5,583 13.7
Brentwood 63,453 6.6 53,995 6.3 9,458 8.3 6,451 6.7 3,007 11.8
Concord 124,934 9.1 94,131 8.1 30,803 12.3 15,181 6.2 15,622 18.2
Danville 43,518 4.8 36,422 3.9 7,096 9.1 5,009 7.8 2,087 12.4
El Cerrito 25,771 6.8 17,393 5.6 8,378 9.3 4,772 5.3 3,606 14.7
Hercules 25,982 5.5 17,401 4.5 8,581 7.5 6,610 6.1 1,971 12.1
Pittsburg 74,873 10.3 50,533 11.2 24,340 8.5 13,290 4.7 11,050 13.2
Richmond 114,649 13.4 75,939 13.5 38,710 13.3 17,784 8.3 20,926 17.5
San Pablo 31,484 12.4 18,358 14.1 13,126 10.1 5,072 4.6 8,054 13.5
San Ramon 85,545 4.1 54,342 3.6 31,203 5.0 19,190 4.0 12,013 6.6
Walnut Creek 69,036 5.4 53,101 4.9 15,935 7.2 10,264 4.3 5,671 12.4
Source: 2021 ACS 2017-2021 5-Year Estimates. https://data.census.gov/cedsci/. Of population with known poverty status.
389
Contra Costa County 40 of 11 7
COMMUNITY ASSESSMENT FOR CY 202 3 -2025
Importantly, poverty also varies considerably by citizenship status, as 12.3% of all California residents live
below the FPL in 2021, compared to 17.7% among all non-citizens. In Contra Costa County, 8.2% of all
residents, 7.8% of native born, 9.4% of all foreign born, 5.9% of naturalized citizens and 14.2% of non -
citizens live below the FPL in 2021. In the county, poverty rates improved slightly over 2020 for all residents
except among native -born residents. Within the county, poverty rates among non -citizens remain
particularly high in Antioch (18.4%), Concord (18.2%) and Richmond (17.5%).
Among all married -couple families, the poverty rate in 2021 is 5.2% in the state and 3.1% in the county.
About 6,911 married couples live below the FPL in Contra Costa, up 1.8% or 119 families since 20 20, while
the number of married couple s below the FPL fell 2.6% in the state. Poverty rates among married couples
exceeds the county (3.1%) most notably in Antioch (5.4%), Bay Point (8.9%), Bethel Island (10.0%),
Blackhawk (6.1%), Byron (9.5%), North Richmond (5.8%) and Richmond (5.3%). Since 2020, the number of
married couples below the FPL rose most notably in Brentwood (up 73), Concord (up 277), Danville (up 55)
and Walnut Creek (up 54).
Table 30 – Poverty Rate of Families by Family Type, 2021
Area Married-couple family Single Male householder Single Female householder
Total < FPL % < FPL Total < FPL % < FPL Total < FPL % < FPL
California 6,539,445 341,847 5.2 811,526 91,367 11.3 1,709,775 358,164 20.9
Countywide 221,647 6,911 3.1 20,397 1,812 8.9 49,044 8,323 17.0
Alamo 3,965 56 1.4 64 0 0.0 192 13 6.8
Antioch 17,097 916 5.4 2,492 278 11.2 6,787 1,466 21.6
Bay Point 3,249 288 8.9 765 33 4.3 1,454 336 23.1
Bayview 346 0 0.0 81 0 0.0 245 0 0.0
Bethel Island 340 34 10.0 63 31 49.2 62 0 0.0
Blackhawk 3,136 190 6.1 39 0 0.0 175 0 0.0
Brentwood 13,430 276 2.1 597 80 13.4 2,481 447 18.0
Byron 295 28 9.5 68 0 0.0 102 22 21.6
Clayton 2,487 5 0.2 130 0 0.0 474 3 0.6
Clyde 106 0 0.0 0 0 -- 74 0 0.0
Concord 23,256 1,042 4.5 2,111 83 3.9 5,081 755 14.9
Contra Costa Ctr 1,177 5 0.4 131 0 0.0 134 0 0.0
Crockett 610 26 4.3 23 0 0.0 144 9 6.3
Danville 10,607 297 2.8 329 63 19.1 1,413 109 7.7
Discovery Bay 3,702 114 3.1 317 88 27.8 466 64 13.7
E Richmond Hts 669 0 0.0 5 0 0.0 44 5 11.4
El Cerrito 5,418 113 2.1 312 56 17.9 932 82 8.8
El Sobrante 2,854 103 3.6 358 16 4.5 815 110 13.5
Hercules 5,011 86 1.7 406 16 3.9 1,233 48 3.9
Kensington 1,224 17 1.4 64 0 0.0 160 0 0.0
Lafayette 6,117 19 0.3 313 14 4.5 442 26 5.9
Martinez 7,478 118 1.6 723 20 2.8 1,483 136 9.2
Moraga 3,679 88 2.4 109 0 0.0 380 7 1.8
North Richmond 531 31 5.8 60 0 0.0 224 26 11.6
Oakley 8,297 169 2.0 613 53 8.6 1,619 402 24.8
Orinda 5,125 38 0.7 133 0 0.0 289 27 9.3
Pacheco 853 18 2.1 197 12 6.1 360 52 14.4
Pinole 3,496 48 1.4 348 35 10.1 1,103 34 3.1
Pittsburg 11,805 450 3.8 2,107 332 15.8 3,766 609 16.2
Pleasant Hill 6,836 216 3.2 541 68 12.6 1,539 266 17.3
Richmond 17,381 924 5.3 2,958 198 6.7 6,431 1,617 25.1
Rodeo 1,454 55 3.8 268 0 0.0 730 260 35.6
San Pablo 3,995 169 4.2 1,114 110 9.9 2,137 473 22.1
San Ramon 19,655 360 1.8 913 48 5.3 2,379 371 15.6
Tara Hills 940 41 4.4 178 27 15.2 267 0 0.0
Vine Hill 675 0 0.0 36 0 0.0 141 45 31.9
Walnut Creek 15,572 334 2.1 1,009 143 14.2 1,807 279 15.4
Source: 2021 ACS 2017-2021 5-Year Estimates. https://data.census.gov/cedsci/. Of population whose poverty status has been determined.
390
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COMMUNITY ASSESSMENT FOR CY 202 3 -2025
Among single male-headed households, the poverty rate is 11.3% in the state and 8.9% in the county, with
both rates improved since 2020. About 1,812 single male -headed Contra Costa families live below the FPL,
unchanged since 2020. The highest poverty rate s among single male-headed families occur in Bethel Island
(49.2%), Brentwood (13.4%), Danville (19.1%), Discovery Bay (27.8%), El Cerrito (17.9%), Pittsburg (15.8%),
Pleasant Hill (12.6%), Tara Hills (15.2%) and Walnut Creek (14.2%). Since 2020, the numbe r of single male-
headed families below FPL rose notably in Antioch (up 85), Pittsburg (up 55) and Walnut Creek (up 45).
Among single female -headed families, the poverty rate is 20.9% in the state and 17.0% in the county. About
8,323 single female -headed families live below the FPL in Contra Costa, up 3.1% or 250 families since 2020,
while the number fell 1.7% in the state. Much higher than average poverty rates among single female -
headed families (17.0%) occur in Antioch (21.6%), Bay Point (23.1%), Byron (21.6%), Oakley (24.8%),
Richmond (25.1%), Rodeo (35.6%), San Pablo (22.1%) and Vine Hill (31.9%). Antioch (1,466), Concord (755),
Pittsburg (609) and Richmond (1,617 ) have the highest number of single female-headed families below the
FPL. Areas that saw the largest 1 -year increase in single female -headed families below the FPL include
Brentwood (up 110), El Sobrante (up 59), Oakley (up 85), Richmond (up 282) and San Pablo (up 65).
Table 31 – Families below FPL with Children Age 0-4, Contra Costa County 2021
Area Total
Families
Families
< FPL
Married-Couple HH < FPL Single Male HH < FPL Single Female HH < FPL
All
< FPL
With
Kids < 5
% of All
< FPL
All
< FPL
With
Kids < 5
% of All
< FPL
All
< FPL
With
Kids < 5
% of All
< FPL
California 9,060,746 791,378 341,847 93,693 27.4 91,367 26,068 28.5 358,164 123,944 34.6
Countywide 291,088 17,046 6,911 2,282 33.0 1,812 566 31.2 8,323 3,085 37.1
Alamo 4,221 69 56 0 0.0 0 0 -- 13 0 0.0
Antioch 26,376 2,660 916 439 47.9 278 113 40.6 1,466 398 27.1
Bay Point 5,468 657 288 41 14.2 33 0 0.0 336 53 15.8
Bethel Island 465 65 34 0 0.0 31 0 0.0 0 0 --
Blackhawk 3,350 190 190 145 76.3 0 0 -- 0 0 --
Brentwood 16,508 803 276 48 17.4 80 0 0.0 447 85 19.0
Byron 465 50 28 16 57.1 0 0 -- 22 0 0.0
Clayton 3,091 8 5 0 0.0 0 0 -- 3 0 0.0
Concord 30,448 1,880 1,042 426 40.9 83 36 43.4 755 375 49.7
Contra Costa Ctr 1,442 5 5 5 100.0 0 0 -- 0 0 --
Crockett 777 35 26 0 0.0 0 0 -- 9 0 0.0
Danville 12,349 469 297 0 0.0 63 0 0.0 109 0 0.0
Discovery Bay 4,485 266 114 11 9.6 88 0 0.0 64 0 0.0
E Richmond Hts 718 5 0 0 -- 0 0 -- 5 5 100.0
El Cerrito 6,662 251 113 20 17.7 56 5 8.9 82 27 32.9
El Sobrante 4,027 229 103 52 50.5 16 5 31.3 110 0 0.0
Hercules 6,650 150 86 0 0.0 16 0 0.0 48 0 0.0
Kensington 1,448 17 17 0 0.0 0 0 -- 0 0 --
Lafayette 6,872 59 19 0 0.0 14 14 100.0 26 0 0.0
Martinez 9,684 274 118 6 5.1 20 0 0.0 136 24 17.6
Moraga 4,168 95 88 0 0.0 0 0 -- 7 0 0.0
No. Richmond 815 57 31 0 0.0 0 0 -- 26 26 100.0
Oakley 10,529 624 169 39 23.1 53 0 0.0 402 157 39.1
Orinda 5,547 65 38 0 0.0 0 0 -- 27 0 0.0
Pacheco 1,410 82 18 0 0.0 12 0 0.0 52 47 90.4
Pinole 4,947 117 48 0 0.0 35 13 37.1 34 0 0.0
Pittsburg 17,678 1,391 450 203 45.1 332 122 36.7 609 251 41.2
Pleasant Hill 8,916 550 216 82 38.0 68 0 0.0 266 34 12.8
Richmond 26,770 2,739 924 495 53.6 198 160 80.8 1,617 686 42.4
Rodeo 2,452 315 55 37 67.3 0 0 -- 260 136 52.3
San Pablo 7,246 752 169 64 37.9 110 78 70.9 473 276 58.4
San Ramon 22,947 779 360 62 17.2 48 0 0.0 371 197 53.1
Tara Hills 1,385 68 41 0 0.0 27 0 0.0 0 0 --
Vine Hill 852 45 0 0 -- 0 0 -- 45 45 100.0
Walnut Creek 18,388 756 334 78 23.4 143 20 14.0 279 165 59.1
Source: 2021 ACS 2017-2021 5-Year Est. https://data.census.gov/cedsci/. Of population with known poverty status.
391
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COMMUNITY ASSESSMENT FOR CY 202 3 -2025
About 2,282 or 33.0% of all Contra Costa County married -couple families below the FPL have children less
than 5, compared to 27.4% in the state, with the county numbers up a notable 30.3% or 531 families, while
the state numbers fell 5.7% since 2020. Signi ficant 1-year increases in married -couple families below the
FPL with 0 -4 year olds occurred in Antioch (up 140 or 46.8%), Concord (up 123 or 40.6%), Pittsburg (up 67
or 49.3%) and Richmond (up 102 or 26.0%).
About 566 or 31.2% of all Contra Costa single male -headed families below the FPL have children less than
5, compared to 28.5% in the state, with the county numbers largely unchanged since 2020, while the state
numbers fell 4.8%. Significant 1 -year increases in single male -headed families below the FPL with 0 -4 year
olds occurred in Antioch (up 27 or 31.4%) and Pittsburg (up 39 or 47.0%).
About 3,085 or 37.1% of all Contra Costa County single female -headed households below the FPL have
children less than 5, compared to 34.6% statewide, with the county numbers up a notable 3.8% or 114
families, while the state numbers fell 4 .6% since 2020. The number of single female -headed families below
the FPL with 0-4 year olds rose most notably in Brentwood (up 52 families or 157.6%), Pittsburg (up 44 or
21.3%) and Richmond (up 141 families or 25.9%). In 2021, areas with the highest number of single fe male-
headed families below the FPL which have 0 -4 year olds include Antioch (398), Concord (375), Pittsburg
(251), Richmond (686), San Pablo (276) and San Ramon (197).
California has an estimated 4,741,175 (12.3%) residents of all ages living below the FPL in 20 21, which
represents a 2.3 % improvement of 112,259 residents since 20 20. In contrast, Contra Costa County saw a
1.6% increase of 1,502 residents living below the FPL , with approximately 94,523 (8.2%) residents of all ages
in poverty . The p overty rate among California 0-5 year olds also fell notably to 16.2 % in 2021 from 17.0% in
2020, a 6.6% improve ment representing 31,837 fewer 0-5 year olds in poverty. Unlike the overall state, t he
poverty rate among Contra Costa 0-5 year olds rose significantly to 11.7% (9,097) from 10.8% (8,355) in
2020, an 8.9% increase representing 742 more 0-5 year olds in poverty. The poverty rate among 6 -17 year
olds fell from 16.7% to 16.1% in California but rose slightly from 9.4% to 9.5% in the county, with 2.8% or
480 more 6 -17 year olds in poverty since 2020. Importantly, both the state and the county saw an increase
in the number of 60 -84 year olds in poverty (up 2.8% and 3.9%, respectively), with 15,217 60 -84 year olds
now living below the FPL in Contra Costa County. In contrast , both the state and county saw a small
improvement in the number of residents age 84 and over in poverty (down 0.2% and 2.9%, respectively),
although the poverty rate for both groups increased since 2020 .
Table 32 – Residents below Poverty and Poverty Rates, 2021
Area Pop. Total < FPL Age 0-5 < FPL Age 6-17 < FPL Age 18-59 < FPL Age 60-84 < FPL > 84 < FPL
California 38,701,352 4,741,175 449,093 980,593 2,479,287 739,440 92,762 % 12.3 16.2 16.1 11.3 10.3 13.4
Contra Costa 1,152,417 94,523 9,097 17,412 50,651 15,217 2,146 % 8.2 11.7 9.5 7.9 6.5 10.2
Source: 2021 ACS 2017-2021 5-Year Estimates. https://data.census.gov/cedsci/. Includes population with known poverty status.
About 26,509 Contra Costa children of all ages live below the FPL in 2021, which is a notable 4.8% increase
since 2020, representing 1,222 more children in poverty, and about 9,097 children under 6 live below the
FPL. Poverty rates among 0 -5 year olds are significantly higher than the overall county (11.7%) in Antioch
(22.2%), Blackhawk (25.9%), Byron (40.2%), Richmond (25.3%), Rodeo (30.5%) and San Pablo (21.8%). The
largest populations of 0 -5 year olds below the FPL may be found in Richmond (2,068), Antioch (1,731),
Concord (1,340), Pittsburg (804), San Pablo (459), Walnut Creek (385), Oakley (372) and San Ramon (357).
Since 2020, areas that saw the largest increases in 0 -5 year olds below the FPL include Richmond (up 320),
Antioch (up 192), Concord (up 140), Brentwood (up 109) and Oakley (up 100).
392
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COMMUNITY ASSESSMENT FOR CY 202 3 -2025
Figure 6 – State and County Poverty Rates by Age Group, 2021
Table 33 – Population below Poverty Level and Poverty Rates by Age Group, 2021
Area Pop. Total < FPL Age 0-5 < FPL Age 6-17 < FPL Age 18-59 < FPL Age 60-84 < FPL > 84 < FPL
Alamo 13,775 487 12 2 299 174 0 % 3.5 3.1 0.1 5.0 3.7 0.0
Antioch 114,033 14,677 1,731 3,417 7,781 1,653 95 % 12.9 22.2 17.7 12.1 7.8 7.4
Bay Point 24,867 3,170 223 809 1,894 242 2
% 12.7 13.0 17.5 12.1 8.8 1.1
Bayview 2,825 33 0 0 19 14 0 % 1.2 0.0 0.0 1.0 3.3 0.0
Bethel Island 2,119 377 0 75 210 92 0 % 17.8 -- 20.9 18.4 14.9 --
Blackhawk 10,799 664 124 22 413 105 0 % 6.1 25.9 1.4 7.8 3.2 0.0
Brentwood 63,453 4,190 248 1,170 1,989 727 56 % 6.6 7.0 8.9 5.8 6.5 4.9
Byron 2,033 340 41 78 215 6 0
% 16.7 40.2 22.5 19.8 1.3 0.0
Clayton 11,067 134 0 4 83 42 5 % 1.2 0.0 0.2 1.5 1.6 3.1
Concord 124,934 11,380 1,340 1,695 6,177 1,932 236 % 9.1 12.6 10.4 8.6 7.9 11.3
Contra Costa Ctr 6,743 430 5 5 331 89 0 % 6.4 1.6 1.6 6.2 11.5 0.0
Crockett 3,405 285 0 48 168 56 13 % 8.4 0.0 11.7 8.6 6.7 16.3
Danville 43,518 2,083 0 293 1,005 685 100 % 4.8 0.0 3.6 4.6 6.7 9.6
Discovery Bay 15,680 1,113 27 362 612 112 0 % 7.1 2.3 15.0 7.3 3.3 0.0
E. Richmond Hts 3,335 198 6 6 83 78 25 % 5.9 3.4 1.7 4.8 7.5 80.6
El Cerrito 25,771 1,756 60 124 1,274 213 85 % 6.8 3.5 4.6 8.8 3.4 12.7
El Sobrante 15,426 1,485 58 262 1,016 138 11 % 9.6 5.4 13.0 11.4 4.4 3.8
Hercules 25,982 1,426 0 85 741 554 46
0.0
2.0
4.0
6.0
8.0
10.0
12.0
14.0
16.0
18.0
ALL Age 0-5 Age 6-17 Age 18-59 Age 60-84 85 and over
CA 2020 CA 2021
CCC 2020 CCC 2021
393
Contra Costa County 44 of 11 7
COMMUNITY ASSESSMENT FOR CY 202 3 -2025
Area Pop. Total < FPL Age 0-5 < FPL Age 6-17 < FPL Age 18-59 < FPL Age 60-84 < FPL > 84 < FPL
% 5.5 0.0 2.4 5.2 8.7 14.5
Kensington 5,282 180 0 8 107 57 8 % 3.4 0.0 0.9 4.8 3.5 4.8
Knightsen 1,310 74 0 0 34 40 0
% 5.6 0.0 0.0 5.1 11.5 0.0
Lafayette 25,292 1,132 43 125 793 128 43 % 4.5 3.2 2.6 6.2 2.3 8.5
Martinez 36,731 2,224 49 154 1,347 642 32 % 6.1 1.6 3.5 6.6 8.0 4.5
Moraga 14,921 724 0 135 368 135 86 % 4.9 0.0 5.0 5.3 3.6 14.9
North Richmond 3,928 409 47 126 193 38 5
% 10.4 16.3 14.7 8.2 10.2 7.8
Oakley 42,838 2,880 372 620 1,225 660 3 % 6.7 9.5 7.8 5.1 9.9 1.2
Orinda 19,447 401 0 36 194 90 81 % 2.1 0.0 1.0 2.1 1.8 15.5
Pacheco 5,129 322 34 16 204 31 37 % 6.3 14.0 2.6 6.3 3.2 75.5
Pinole 18,918 991 23 82 591 268 27 % 5.2 2.2 3.7 5.8 5.5 4.7
Pittsburg 74,873 7,716 804 1,386 4,156 1,067 303 % 10.3 14.7 12.6 9.4 8.0 36.3
Pleasant Hill 34,373 2,440 170 457 1,372 340 101 % 7.1 7.3 10.2 6.9 4.8 13.7
Richmond 114,649 15,408 2,068 3,108 8,034 2,004 194 % 13.4 25.3 18.7 11.9 9.6 12.3
Rodeo 9,559 1,289 229 356 582 118 4 % 13.5 30.5 25.1 10.7 6.7 2.2
San Pablo 31,484 3,918 459 867 2,034 524 34 % 12.4 21.8 13.4 11.0 12.5 17.3
San Ramon 85,545 3,489 357 478 1,686 836 132 % 4.1 6.4 2.6 3.5 6.7 12.5
Tara Hills 5,080 328 17 81 173 57 0 % 6.5 3.5 11.4 6.3 5.2 0.0
Vine Hill 3,382 247 46 0 194 7 0 % 7.3 12.6 0.0 9.7 1.5 0.0
Walnut Creek 69,036 3,755 385 463 1,741 882 284 % 5.4 9.7 6.5 5.2 4.3 7.5
Source: 2021 ACS 2017-2021 5-Year Estimates. https://data.census.gov/cedsci/. Includes population with known poverty status.
In 2021, 26.7% of all California 0 -5 year olds and 18.3% (14,206) of 0 -5 year olds in the county live below
150% of the FPL, down 6.4% in the state but up 2.7% or 375 children in the county since 2020. Of these,
about 7.0% of California 0 -5 year olds and 6 .0% (4,638) of 0 -5 year olds in the county live below 50% of FPL.
Communities with much higher than average rates (18.3%) of 0 -5 year olds below 150% of FPL include
Antioch (39.8%), Bay Point (27.6%), Bayview (64.2%), Byron (40.2%), Richmond (36.8%), Rodeo (41.4%) and
San Pablo (31.8%). Communities that saw the largest 1 -year increases in the number of 0 -5 year olds below
150% of FPL include Antioch (up 254), Concord (up 162), Oakley (up 106) and Pinole (up 101). In contrast,
Discovery Bay (down 57), Rodeo (down 52) and San Pablo (down 115) saw the largest declines.
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Contra Costa County 45 of 11 7
COMMUNITY ASSESSMENT FOR CY 202 3 -2025
Figure 7 – Number of Children Age 0-5 Living Below FPL, 2021
Table 34 – Ratio of Income to Poverty Level for Children Age 0-5, 2021
Area Total 0-5 Under .50 FPL .50 to .74 FPL .75 to .99 FPL 1.00 to 1.24 1.25 to 1.49 Total < 1.50
California 2,775,414 195,061 115,648 138,384 146,983 143,793 739,869
% 7.0 4.2 5.0 5.3 5.2 26.7
Contra Costa Cnty 77,499 4,638 2,067 2,392 2,089 3,020 14,206
% 6.0 2.7 3.1 2.7 3.9 18.3
Alamo 384 12 0 0 0 0 12
% 3.1 0.0 0.0 0.0 0.0 3.1
Antioch 7,792 610 418 703 330 1,038 3,099
% 7.8 5.4 9.0 4.2 13.3 39.8
Bay Point 1,712 63 89 71 194 56 473
% 3.7 5.2 4.1 11.3 3.3 27.6
Bayview 81 0 0 0 52 0 52
% 0.0 0.0 0.0 64.2 0.0 64.2
Blackhawk 478 0 0 124 0 0 124
% 0.0 0.0 25.9 0.0 0.0 25.9
Brentwood 3,545 216 11 21 70 33 351
% 6.1 0.3 0.6 2.0 0.9 9.9
Byron 102 18 0 23 0 0 41
% 17.6 0.0 22.5 0.0 0.0 40.2
Concord 10,607 558 567 215 306 215 1,861
% 5.3 5.3 2.0 2.9 2.0 17.5
Contra Costa Ctr 311 0 5 0 60 0 65
% 0.0 1.6 0.0 19.3 0.0 20.9
Discovery Bay 1,165 16 0 11 0 0 27
% 1.4 0.0 0.9 0.0 0.0 2.3
E Richmond Hts 177 0 0 6 0 0 6
% 0.0 0.0 3.4 0.0 0.0 3.4
El Cerrito 1,709 25 9 26 72 87 219
% 1.5 0.5 1.5 4.2 5.1 12.8
El Sobrante 1,078 6 52 0 0 57 115
0
100
200
300
400
500
600
700
800
900
1,000
1,100
1,200
1,300
1,400
1,500
1,600
1,700
1,800
1,900
2,000
2,100
RichmondAntiochConcordPittsburgSan PabloWalnut CreekOakleySan Ramon cityBrentwoodRodeoBay PointPleasant HillBlackhawkEl CerritoEl SobranteMartinezNorth RichmondVine HillLafayetteByronPachecoDiscovery BayPinoleTara HillsAlamoE Richmond HghtsContra Costa Ctr395
Contra Costa County 46 of 11 7
COMMUNITY ASSESSMENT FOR CY 202 3 -2025
Area Total 0-5 Under .50 FPL .50 to .74 FPL .75 to .99 FPL 1.00 to 1.24 1.25 to 1.49 Total < 1.50 % 0.6 4.8 0.0 0.0 5.3 10.7
Hercules 1,425 0 0 0 0 157 157
% 0.0 0.0 0.0 0.0 11.0 11.0
Lafayette 1,361 34 9 0 0 19 62
% 2.5 0.7 0.0 0.0 1.4 4.6
Martinez 3,068 18 0 31 0 0 49
% 0.6 0.0 1.0 0.0 0.0 1.6
Moraga 888 0 0 0 0 31 31
% 0.0 0.0 0.0 0.0 3.5 3.5
North Richmond 289 16 0 31 0 0 47
% 5.5 0.0 10.7 0.0 0.0 16.3
Oakley 3,932 242 91 39 37 141 550
% 6.2 2.3 1.0 0.9 3.6 14.0
Pacheco 243 34 0 0 0 18 52
% 14.0 0.0 0.0 0.0 7.4 21.4
Pinole 1,054 0 11 12 95 0 118
% 0.0 1.0 1.1 9.0 0.0 11.2
Pittsburg 5,476 580 201 23 210 377 1,391
% 10.6 3.7 0.4 3.8 6.9 25.4
Pleasant Hill 2,342 121 0 49 24 0 194
% 5.2 0.0 2.1 1.0 0.0 8.3
Richmond 8,179 972 304 792 450 492 3,010
% 11.9 3.7 9.7 5.5 6.0 36.8
Rodeo 752 119 22 88 0 82 311
% 15.8 2.9 11.7 0.0 10.9 41.4
San Pablo 2,106 235 129 95 150 60 669
% 11.2 6.1 4.5 7.1 2.8 31.8
San Ramon 5,583 316 41 0 0 25 382
% 5.7 0.7 0.0 0.0 0.4 6.8
Tara Hills 482 17 0 0 28 0 45
% 3.5 0.0 0.0 5.8 0.0 9.3
Vine Hill 366 46 0 0 0 0 46
% 12.6 0.0 0.0 0.0 0.0 12.6
Walnut Creek 3,950 274 93 18 0 27 412
% 6.9 2.4 0.5 0.0 0.7 10.4
Source: 2021 ACS 2017-2021 5-Year Estimates. https://data.census.gov/cedsci/. Based on population age 0-5 with known poverty status. Census places with zero estimates for children age 0-5 at 149% of FPL or less are not reported.
In 2021, California has an estimated 10.0% of married and 37.8% of unmarried women with births living
below FPL, down 0.2 and 1.0 percentage points, respectively. In Contra Costa, 11.1% (1,185) of married and
32.2% (1,325) of unmarried women with births li ve below FPL in 2021, which is a notable 2.1 percentage
point increase among married women, while the proportion of unmarried women remains unchanged.
Countywide, of 14,844 women age 15 -50 who gave birth in the past year, 1,185 married and 1,325
unmarried women live below the FPL in 2021, which represents 277 more married women (up 30.5%) and
119 more unmarried women (up 9.9%) with births below FPL since 2020. Estimates of the number of women
with births in poverty rose most notably in in Richmond (up 229), Antioch (up 110) and Pittsburg (up 57). In
contrast, the number of women with births living below the FPL fell most significantly in Ro deo (down 39),
Oakley (down 39) and Discovery Bay (down 28).
Within subcommunities, poverty rates among married women with births fell most notably in Bethel Island
(down 100.0 points to 0.0%), Discovery Bay (down 14.5 points to 4.7%) and Pleasant Hill (down 12.2 points
396
Contra Costa County 47 of 11 7
COMMUNITY ASSESSMENT FOR CY 202 3 -2025
to 24.1%). In contrast, poverty rates among married women with births rose considerably in El Sobrante (up
24.6 points to 24.6%), Contra Costa Centre (up 9.3 points to 9.3%) and Antioch (up 8.1 points to 18.7%).
Since 2020, poverty rates among unmarried women with births fell most notably in Rodeo (down 39.0 points
to 0.0%), Concord (down 24.2 points to 40.0%) and Martinez (down 10.9 points to 0.0%). In contrast, poverty
rates among unmarried women with births ros e most significantly in Brentwood (up 20.8 points to 58.0%),
Pleasant Hill (up 19.2 points to 19.2%) and Antioch (up 7.2 points to 28.3%).
Table 35 – Poverty Status of Women with Births in Past Year, 2021
Area Women 15-50 with known poverty status
With births
Married Unmarried
With births With births < FPL % < FPL With births With births < FPL % < FPL
California 9,427,329 460,845 320,439 31,928 10.0 140,406 53,089 37.8
Countywide 270,262 14,844 10,723 1,185 11.1 4,121 1,325 32.2
Alamo 2,227 14 14 0 0.0 0 0 0.0
Antioch 28,187 1,457 983 184 18.7 474 134 28.3
Bay Point 6,306 481 312 18 5.8 169 38 22.5
Bayview 663 33 21 0 0.0 12 0 0.0
Bethel Island 210 0 0 0 0.0 0 0 0.0
Blackhawk 1,992 217 217 150 69.1 0 0 0.0
Brentwood 15,225 507 376 0 0.0 131 76 58.0
Byron 541 0 0 0 0.0 0 0 0.0
Clayton 2,482 36 36 0 0.0 0 0 0.0
Clyde 125 34 34 0 0.0 0 0 0.0
Concord 29,454 2,104 1,567 180 11.5 537 215 40.0
Contra Costa Ctr 2,120 96 54 5 9.3 42 1 2.4
Crockett 770 54 54 0 0.0 0 0 0.0
Danville 8,814 187 180 0 0.0 7 0 0.0
Diablo 87 0 0 0 0.0 0 0 0.0
Discovery Bay 3,365 237 213 10 4.7 24 0 0.0
E Richmond Hts 680 15 15 0 0.0 0 0 0.0
El Cerrito 6,279 238 229 0 0.0 9 0 0.0
El Sobrante 3,516 144 134 33 24.6 10 0 0.0
Hercules 5,651 195 116 21 18.1 79 0 0.0
Kensington 892 8 8 0 0.0 0 0 0.0
Knightsen 225 0 0 0 0.0 0 0 0.0
Lafayette 5,126 155 138 0 0.0 17 0 0.0
Martinez 8,079 497 445 0 0.0 52 0 0.0
Moraga 2,927 158 132 0 0.0 26 0 0.0
No. Richmond 1,037 77 51 0 0.0 26 26 100.0
Oakley 10,403 678 399 0 0.0 279 70 25.1
Orinda 3,622 115 104 0 0.0 11 0 0.0
Pacheco 1,563 64 64 0 0.0 0 0 0.0
Pinole 4,250 257 166 0 0.0 91 0 0.0
Pittsburg 19,004 1,393 1,020 133 13.0 373 178 47.7
Pleasant Hill 8,299 392 319 77 24.1 73 14 19.2
Richmond 30,365 2,328 1,316 310 23.6 1,012 357 35.3
Rodeo 2,340 174 118 0 0.0 56 0 0.0
San Pablo 8,485 458 117 10 8.5 341 204 59.8
San Ramon 20,338 808 738 25 3.4 70 12 17.1
Tara Hills 1,259 184 116 0 0.0 68 0 0.0
Vine Hill 792 13 13 0 0.0 0 0 0.0
Walnut Creek 14,301 714 618 29 4.7 96 0 0.0
Source: 2021 ACS 2017-2021 5-Year Estimates. https://data.census.gov/cedsci/
397
Contra Costa County 48 of 11 7
COMMUNITY ASSESSMENT FOR CY 202 3 -2025
Figure 8 – Number of Women with Births Living Below the FPL, 2021
Public Assistance
According to the Cal ifornia Department of Social Services CalWORKs Annual Report (July 2022), California
Work Opportunity and Responsibility to Kids (CalWORKs) caseloads have increased since July 2021. As of
July 202 2, the county has 5,944 CalWORKs cases, up 6.4 % or 359 cases since 2021. Of 5,944 cases, 30.1%
(1,791) involve no parents. CalWORKs cases in July 2022 involve 11,013 children, up 12.6% or 1,231 children,
and 28.1% (3,092) of children in the program are parentless.
Based on 2021 ACS estimates, 6.0% of California households receive SSI benefits, compared to 5.1% (20,056)
of Contra Costa households, down 2.6% or 541 households in the county since 2020. The number of Contra
Costa County households with SSI benefits fell most notably in Antioch (down 183), Brentwood (down 217),
Pinole (down 113) and Richmond (down 92). In contrast, Concord (up 122) and Oakley (up 101) saw the
largest 1-year increases in SSI households. Compared to a mean $10,586 statewide, SSI households in the
county receive an average of $11,075.
Table 36 – CalWORKs Cases and Children, Contra Costa County 2010 - 2022
Two Parent Zero Parent All Other TANF Timed-Out Safety Net/FF/LTS Total
Dec 2010 Cases 757 3,633 4,962 828 1,063 11,243
Children in Caseload 1,517 6,335 7,573 1,590 2,276 19,291
Dec 2012 Cases 635 3,413 4,176 720 1,543 10,487
Children in Caseload 1,230 5,853 6,177 1,421 3,169 17,850
Dec 2014 Cases 608 2,949 3,870 757 1,668 9,852
Children in Caseload 1,221 5,143 5,867 1,507 3,403 17,141
Dec 2016 Cases 372 2,632 2,622 551 1,660 7,837
Children in Caseload 794 4,582 3,904 1,098 3,366 13,744
July 2018 Cases 288 2,284 2,171 499 1,631 6,873
Children in Caseload 647 3,971 3,351 989 3,323 12,281
July 2020 Cases 346 2,041 1,952 425 1,668 6,432
Children in Caseload 832 3,514 2,987 824 3,440 11,597
July 2021 Cases 291 1,897 1,534 483 1,380 5,585
Children in Caseload 633 3,256 2,252 976 2,665 9,782
July 2022 Cases 433 1,791 2,003 936 781 5,944
Children in Caseload 1,129 3,092 3,211 1,980 1,601 11,013
Source: http://www.cdss.ca.gov/inforesources/Research-and-Data.
0
40
80
120
160
200
240
280
320
360
AntiochBay PointBlackhawkBrentwoodConcordContra CostaCtrDiscovery BayEl SobranteHerculesNo. RichmondOakleyPittsburgPleasant HillRichmondSan PabloSan RamonWalnut CreekMarried Unmarried
398
Contra Costa County 49 of 11 7
COMMUNITY ASSESSMENT FOR CY 202 3 -2025
About 3.6% of California households receive cash PA benefits, compared to 2.7% (10,746) of Contra Costa
households, with a significant 9.7% increase in the state and an 18.8% increase of 1,700 households in the
county since 2020. The number of county households with cash PA benefits rose most notably in Antioch
(up 147), El Sobrante (up 85), Lafayette (up 108), Pittsburg (up 233), Pleasant Hill (up 104), Richmond (up
213), San Pablo (up 162) and San Ramon (up 94). Compared to a statewide mean of $5,459, cash PA
households in the county receive an average of $6,058 .
About 9.5% of California households receive SNAP, compared to 6.8% (27,449 ) of Contra Costa households,
with a significant 6.4 % increase in the state and a 12.9 % (3,127) increase in the county since 2020. The
number of county households with SNAP rose most notably in Antioch (up 455 or 10.1%), Concord (up 340
or 10.8%), El Sobrante (up 180 or 48.0%), Martinez (up 171 or 38.5%), Pittsburg (up 359 or 13.1%) and
Richmond (up 970 or 28.9%). Alamo (down 33 or 22.8%), Blackhawk (down 30 or 44.8%), Danville (down 31
or 15.5%), Rodeo (down 52 or 7.7%) and Walnut Creek (down 99 or 15.2%) saw the largest declines.
Table 37 – Public Assistance Households and Income by Place, 20 21
Area Total HHs Median HH
income
HHs with
SSI
% with
SSI
Mean
SSI
HHs with
cash PA
% with
cash PA
Mean
cash PA
HHs with
SNAP
% with
SNAP
California 13,217,586 $84,097 788,556 6.0 $10,586 480,154 3.6 $5,459 1,259,489 9.5
Contra Costa 405,106 $110,455 20,560 5.1 $11,075 10,746 2.7 $6,058 27,449 6.8
Alamo 4,973 $250,000+ 336 6.8 $9,626 122 2.5 $3,714 112 2.3
Antioch 35,742 $82,244 3,254 9.1 $11,396 1,924 5.4 $4,694 4,957 13.9
Bay Point 6,542 $71,250 461 7.0 $14,546 237 3.6 $6,100 1,077 16.5
Bayview 826 $113,810 75 9.1 $8,596 12 1.5 -- 29 3.5
Bethel Island 864 $80,227 44 5.1 -- 27 3.1 -- 61 7.1
Blackhawk 3,992 $210,313 16 0.4 -- 18 0.5 -- 37 0.9
Brentwood 20,509 $125,152 951 4.6 $9,930 490 2.4 $5,629 1,029 5.0
Byron 550 $83,472 0 0.0 -- 16 2.9 -- 16 2.9
Clayton 3,986 $150,948 72 1.8 $14,171 17 0.4 -- 72 1.8
Clyde 294 $67,794 66 22.4 $12,308 0 0.0 -- 8 2.7
Concord 45,471 $100,011 2,487 5.5 $11,947 1,030 2.3 $6,276 3,498 7.7
Contra Costa Ctr 3,644 $135,139 70 1.9 $6,556 194 5.3 $4,359 91 2.5
Crockett 1,516 $95,357 28 1.8 -- 67 4.4 $7,601 111 7.3
Danville 16,240 $181,453 246 1.5 $9,509 166 1.0 $9,216 169 1.0
Discovery Bay 5,516 $138,576 97 1.8 $8,363 124 2.2 $9,255 290 5.3
E Richmond Hts 1,383 $105,108 68 4.9 $11,672 18 1.3 -- 0 0.0
El Cerrito 10,569 $116,875 444 4.2 $8,203 184 1.7 $6,757 310 2.9
El Sobrante 5,328 $101,536 500 9.4 $9,328 223 4.2 $4,836 555 10.4
Hercules 9,068 $114,124 391 4.3 $9,943 125 1.4 $8,048 558 6.2
Kensington 2,096 $167,500 11 0.5 -- 5 0.2 -- 0 0.0
Lafayette 8,917 $192,546 277 3.1 $10,828 135 1.5 $7,155 215 2.4
Martinez 14,825 $114,390 605 4.1 $11,755 412 2.8 $3,925 615 4.1
Moraga 5,505 $167,784 127 2.3 $11,645 58 1.1 $2,993 11 0.2
No. Richmond 1,073 $87,740 110 10.3 $10,440 2 0.2 -- 124 11.6
Oakley 12,480 $109,806 809 6.5 $11,148 295 2.4 $3,452 942 7.5
Orinda 7,252 $248,984 117 1.6 $4,431 29 0.4 $4,897 81 1.1
Pacheco 1,916 $93,737 165 8.6 $5,972 60 3.1 -- 254 13.3
Pinole 6,794 $104,275 303 4.5 $13,147 63 0.9 $10,294 394 5.8
Pittsburg 22,604 $88,343 1,929 8.5 $9,939 1,038 4.6 $6,095 3,102 13.7
Pleasant Hill 13,825 $131,012 401 2.9 $10,458 165 1.2 $10,414 345 2.5
Port Costa 169 -- 0 0.0 -- 0 0.0 -- 75 44.4
Richmond 39,493 $79,478 2,734 6.9 $11,508 1,108 2.8 $4,632 4,330 11.0
Rodeo 3,247 $85,825 357 11.0 $16,510 249 7.7 $9,097 623 19.2
San Pablo 9,446 $67,294 842 8.9 $11,127 449 4.8 $8,055 1,435 15.2
San Ramon 29,084 $173,519 613 2.1 $9,775 569 2.0 $5,526 586 2.0
Tara Hills 1,736 $103,148 145 8.4 $12,139 39 2.2 $8,672 125 7.2
Vine Hill 1,116 $121,402 69 6.2 $7,501 172 15.4 $8,401 154 13.8
Walnut Creek 32,126 $121,205 847 2.6 $11,858 538 1.7 $10,354 553 1.7
399
Contra Costa County 50 of 11 7
COMMUNITY ASSESSMENT FOR CY 202 3 -2025
Figure 9 – Public Assistance Households by Area, 2021
Source: 2021 ACS 2017-2021 5-Year Estimates. https://data.census.gov/cedsci/
The ACS estimates that 24.0% of 0 -17 year olds in California and 16.7% (43,947) in Contra Costa County live
in a household that receives SSI, cash PA or SNAP benefits, with both rates increased slightly since 2020.
California saw a 0.6% increase in the num ber of children in PA households, while the county saw a 3.2%
increase of 1,356 children in PA households. Areas that saw the largest increases in the number of children
in PA households since 2020 include Richmond (up 714), Brentwood (up 328), Oakley (up 276), Pittsburg
0 500 1000 1500 2000 2500 3000 3500 4000 4500 5000
Walnut Creek
Vine Hill
Tara Hills
San Ramon
San Pablo
Rodeo
Richmond
Port Costa
Pleasant Hill
Pittsburg
Pinole
Pacheco
Orinda
Oakley
N. Richmond
Moraga
Martinez
Lafayette
Kensington
Hercules
El Sobrante
El Cerrito
E. Richmd Hts
Discovery Bay
Danville
Crockett
Concord
Clyde
Clayton
CC Ctre
Byron
Brentwood
Blackhawk
Bethel Island
Bayview
Bay Point
Antioch
Alamo
SNAP
CASH PA
SSI
400
Contra Costa County 51 of 11 7
COMMUNITY ASSESSMENT FOR CY 202 3 -2025
(up 207), Vine Hill (up 161), Concord (up 152) and El Sobrante (up 141). In contrast, some areas had notable
1-year declines includ ing Antioch (down 495), Walnut Creek (down 226) and Rodeo (down 135). Areas with
much higher than average rates (16.7%) of children in PA households include Antioch (32.3%), Bay Point
(32.7%), Bethel Island (20.9%), Clyde (30.7%), North Richmond (23.3%), Pacheco (28.8%), Pittsburg (32.5%),
Richmond (23.8%), Rodeo (41.6%), San Pablo (25.9%) and Vine Hill (50.7%). More than half (57.3%) of all
Contra Costa children age 0 -17 in PA households live in Concord (4,752), Richmond (5,954), Pittsburg (5,569)
or Antioch (8,891).
Countywide, of all 43,947 children in PA households, 21,276 (48.4%) live in married-couple families, 18,874
(42.9%) live in single female -headed families, and 3,423 (7.8%) live in single male-headed families, with the
percentage in married -couple households up slightly since 2020.
Table 38 – Children in Public Assistance Households by Family Type, 2021
Area Pop. 0-17
in HHs
0-17 in SSI,
cash PA or
SNAP HH
% 0-17 in SSI,
cash PA or
SNAP HH
Children in PA Households
In married-
couple HH
In Single Male
HH
In Single Female
HH
In Non-
families
California 8,971,663 2,150,034 24.0 1,047,107 218,255 869,586 15,086
Contra Costa Cnty 263,096 43,947 16.7 21,276 3,423 18,874 374
Alamo 2,808 291 10.4 291 0 0 0
Antioch 27,510 8,891 32.3 3,167 608 4,980 136
Bay Point 6,439 2,103 32.7 1,440 120 543 0
Bayview 400 41 10.3 0 0 41 0
Bethel Island 358 75 20.9 75 0 0 0
Blackhawk 2,091 48 2.3 48 0 0 0
Brentwood 16,835 2,070 12.3 1,238 47 785 0
Byron 449 58 12.9 58 0 0 0
Clayton 2,698 105 3.9 65 0 40 0
Clyde 75 23 30.7 0 0 23 0
Concord 27,167 4,752 17.5 2,587 458 1,581 126
Contra Costa Ctr 617 119 19.3 119 0 0 0
Crockett 547 25 4.6 25 0 0 0
Danville 10,439 124 1.2 78 0 46 0
Discovery Bay 3,599 461 12.8 234 133 94 0
E Richmond Hts 546 34 6.2 34 0 0 0
El Cerrito 4,483 442 9.9 270 19 146 7
El Sobrante 3,132 552 17.6 223 104 225 0
Hercules 5,069 838 16.5 595 76 167 0
Lafayette 6,298 162 2.6 95 0 65 2
Martinez 7,559 552 7.3 220 0 332 0
Moraga 3,569 72 2.0 72 0 0 0
North Richmond 1,144 266 23.3 107 24 135 0
Oakley 11,978 2,201 18.4 815 578 808 0
Orinda 4,849 96 2.0 66 30 0 0
Pacheco 868 250 28.8 183 0 67 0
Pinole 3,381 437 12.9 246 67 63 61
Pittsburg 17,147 5,569 32.5 3,036 559 1,974 0
Pleasant Hill 6,912 624 9.0 445 0 137 42
Richmond 25,009 5,954 23.8 2,016 433 3,505 0
Rodeo 2,178 905 41.6 209 11 685 0
San Pablo 8,718 2,254 25.9 810 98 1,346 0
San Ramon 23,952 1,334 5.6 1,077 21 236 0
Tara Hills 1,191 151 12.7 33 15 103 0
Vine Hill 904 458 50.7 283 0 175 0
Walnut Creek 11,190 868 7.8 517 22 329 0
Source: 2021 ACS 2017-2021 5-Year Estimates. https://data.census.gov/cedsci/
401
Contra Costa County 52 of 11 7
COMMUNITY ASSESSMENT FOR CY 202 3 -2025
Students Eligible for Free and Reduced Price Meals
In the 20 21-2 2 school year , 57.8% of all California students are eligible for free or reduced-price meals
(FRPM), down slightly from 58.9% in 2020-21. The county saw a reduction in the FRPM -eligible rate almost
three times that of the state, with a 2.9 percentage point drop to 35.7% (60,513) of all 169,604 students
attending Contra Costa County schools in 20 21-22. Districts that saw the largest 1 -year drop in FRPM-
eligible students include West Contra Costa Unified (down 6,378 students or 30.9%), Pittsburg Unified
(down 1,079 or 13.2%), Antioch Unified (down 723 or 6.4%), Oakley Union Elementary (down 379 or 18.5%)
and Liberty Union High (down 200 students or 9.7%). In contrast, districts with the largest 1-year increases
in FRPM -eligible students include Mt. Diablo Unified (up 2,016 students or 17.1 %), Martinez Unified (up 550
or 57.4%), Contra Costa County Office of Education (up 162 or 5.7%), San Ramon Valley Unified (up 121 or
7.6%) and Knightsen Elementary (up 86 students or 57.3%).
Table 39 – Students Eligible for Free or Reduced Price Meals, 2004 – 2022
District 2004-05
Percent
2009-10
Percent
2013-14
Percent
2020-21
Count
2020-21
Percent
2021-22
Count
2021-22
Percent
Acalanes Union High 0.9 2.5 5.0 372 6.7 398 7.3
Antioch Unified 36.1 54.1 63.2 11,247 67.8 10524 65
Brentwood Union Elementary 23.5 28.4 27.4 2,112 23.4 2084 22.8
Byron Union Elementary 15.5 26.5 27.6 714 32.6 687 31.6
Canyon Elementary 9.4 10.1 11.1 7 9.7 5 6.8
Contra Costa Co. Office of Educ. 40.8 62.7 36.1 2,820 47.2 2982 50.2
John Swett Unified 36.9 45.5 67.5 767 58.5 796 64.2
Knightsen Elementary 8.4 29.1 45.5 150 24.7 236 40.2
Lafayette Elementary 0.9 2.3 2.9 108 3.3 111 3.5
Liberty Union High 13.2 19.7 28.1 2,055 25 1855 22.3
Martinez Unified 15.8 27.3 26.1 958 24.1 1508 38.9
Moraga Elementary 1.0 1.0 1.4 62 3.5 65 3.8
Mt. Diablo Unified 28.5 39.0 46.2 11,823 39.5 13839 46.5
Oakley Union Elementary 29.0 49.1 48.7 2,054 41.6 1675 34.1
Orinda Union Elementary 0.0 1.1 32.4 56 2.3 72 2.9
Pittsburg Unified 64.6 78.4 84.3 8,164 74.1 7085 65.6
San Ramon Valley Unified 1.7 2.7 4.2 1,600 5.2 1721 5.7
SBE - John Henry High -- -- -- 230 78.8 210 61.8
Walnut Creek Elementary 8.5 12.1 10.5 416 12 411 12.3
West Contra Costa Unified 57.5 65.8 70.9 20,627 66.5 14249 47.4
Contra Costa County 30.0 37.1 40.8 66,843 38.6 60513 35.7
California 49.7 55.9 59.4 3,533,825 58.9 3,404,572 57.8
Source: California Department of Education (CDE), Data & Statistics; http://www.cde.ca.gov/
Contra Costa school districts that exceed the county’s overall percentage of FRPM -eligible (35.7%) include
Antioch Unified (65.0%), Contra Costa County Office of Education (50.2%), John Swett Unified (64.2%),
Knightsen Elementary (40.2%), Martinez Unified (38.9%), Mt. Diablo Unified (46.5%), Pittsburg Unified
(65.6%), SBE - John Henry High (61.8%) and West Contra Costa Unified (47.4%).
402
Contra Costa County 53 of 11 7
COMMUNITY ASSESSMENT FOR CY 202 3 -2025
Figure 10 – 1-Year Percentage Point Change of FRPM-Eligible Students, 2022
Table 40 – FRPM-Eligible Students by School, 2021 – 2022
District School Enrollment
(K-12)
FRPM Eligible
(K-12)
% FRPM
Eligible Orinda Union Elementary Glorietta Elementary 454 4 0.9
Moraga Elementary Camino Pablo Elementary 314 4 1.3
San Ramon Valley Unified Green Valley Elementary 475 7 1.5
San Ramon Valley Unified John Baldwin Elementary 448 9 2.0
Lafayette Elementary Burton Valley Elementary 643 14 2.2
San Ramon Valley Unified Vista Grande Elementary 544 15 2.8
Orinda Union Elementary Sleepy Hollow Elementary 359 10 2.8
Orinda Union Elementary Del Rey Elementary 427 12 2.8
Lafayette Elementary Springhill Elementary 450 13 2.9
Lafayette Elementary Happy Valley Elementary 446 13 2.9
San Ramon Valley Unified Stone Valley Middle 583 17 2.9
Walnut Creek Elementary Tice Creek 409 12 2.9
San Ramon Valley Unified Sycamore Valley Elementary 569 17 3.0
Moraga Elementary Los Perales Elementary 354 11 3.1
San Ramon Valley Unified Monte Vista High 2,305 73 3.2
San Ramon Valley Unified Los Cerros Middle 501 17 3.4
Orinda Union Elementary Orinda Intermediate 823 30 3.6
San Ramon Valley Unified Greenbrook Elementary 606 23 3.8
Orinda Union Elementary Wagner Ranch Elementary 420 16 3.8
San Ramon Valley Unified Diablo Vista Middle 837 33 3.9
San Ramon Valley Unified Alamo Elementary 321 13 4.0
Lafayette Elementary M. H. Stanley Middle 1,085 44 4.1
San Ramon Valley Unified Neil A. Armstrong Elementary 489 20 4.1
San Ramon Valley Unified Charlotte Wood Middle 919 38 4.1
Moraga Elementary Joaquin Moraga Intermediate 632 28 4.4
San Ramon Valley Unified San Ramon Valley High 2,043 91 4.5
Acalanes Union High Miramonte High 1,183 54 4.6
Acalanes Union High Campolindo High 1,341 62 4.6
San Ramon Valley Unified Live Oak Elementary 568 28 4.9
San Ramon Valley Unified Montair Elementary 502 25 5.0
Moraga Elementary Donald L. Rheem Elementary 419 22 5.3
-25.0 -20.0 -15.0 -10.0 -5.0 0.0 5.0 10.0 15.0 20.0
West Contra Costa Unified
SBE - John Henry High
Pittsburg Unified
Oakley Union Elementary
Canyon Elementary
Contra Costa County
Antioch Unified
Liberty Union High
California
Byron Union Elementary
Brentwood Union Elementary
Lafayette Elementary
Moraga Elementary
Walnut Creek Elementary
San Ramon Valley Unified
Acalanes Union High
Orinda Union Elementary
Contra Costa Co. Office of Educ.
John Swett Unified
Mt. Diablo Unified
Martinez Unified
Knightsen Elementary
403
Contra Costa County 54 of 11 7
COMMUNITY ASSESSMENT FOR CY 202 3 -2025
District School Enrollment
(K-12)
FRPM Eligible
(K-12)
% FRPM
Eligible Lafayette Elementary Lafayette Elementary 512 27 5.3
San Ramon Valley Unified Coyote Creek Elementary 666 36 5.4
San Ramon Valley Unified Rancho Romero Elementary 414 23 5.6
San Ramon Valley Unified Bollinger Canyon Elementary 451 26 5.8
Contra Costa Co Off of Educ Central County Special Educ Progs 17 1 5.9
San Ramon Valley Unified Golden View Elementary 616 37 6.0
San Ramon Valley Unified Creekside Elementary 528 32 6.1
San Ramon Valley Unified Dougherty Valley High 3,340 204 6.1
San Ramon Valley Unified California High 2,814 172 6.1
Acalanes Union High Acalanes High 1,274 78 6.1
San Ramon Valley Unified Windemere Ranch Middle 1,136 70 6.2
San Ramon Valley Unified Pine Valley Middle 924 57 6.2
San Ramon Valley Unified Iron Horse Middle 1,020 64 6.3
San Ramon Valley Unified Montevideo Elementary 581 37 6.4
Canyon Elementary Canyon Elementary 73 5 6.8
San Ramon Valley Unified Tassajara Hills Elementary 447 31 6.9
West Contra Costa Unified Kensington Elementary 432 30 6.9
San Ramon Valley Unified Gale Ranch Middle 1,062 81 7.6
Mt. Diablo Unified MDUSD Preschools 13 1 7.7
San Ramon Valley Unified Walt Disney Elementary 490 39 8.0
San Ramon Valley Unified Country Club Elementary 472 38 8.1
Mt. Diablo Unified Eagle Peak Montessori 305 27 8.9
San Ramon Valley Unified Hidden Hills Elementary 561 50 8.9
San Ramon Valley Unified Venture (Alternative) 864 82 9.5
San Ramon Valley Unified Twin Creeks Elementary 583 59 10.1
Walnut Creek Elementary Parkmead Elementary 404 41 10.1
San Ramon Valley Unified Quail Run Elementary 835 85 10.2
Walnut Creek Elementary Walnut Heights Elementary 384 41 10.7
Acalanes Union High Nonpublic, Nonsectarian Schools 37 4 10.8
Acalanes Union High Las Lomas High 1,578 185 11.7
Mt. Diablo Unified Walnut Acres Elementary 670 80 11.9
San Ramon Valley Unified Bella Vista Elementary 496 62 12.5
Walnut Creek Elementary Walnut Creek Intermediate 985 131 13.3
West Contra Costa Unified Madera Elementary 439 64 14.6
Brentwood Union Elementary Ron Nunn Elementary 634 94 14.8
Walnut Creek Elementary Indian Valley Elementary 334 51 15.3
Liberty Union High Heritage High 2,618 404 15.4
Mt. Diablo Unified Valle Verde Elementary 464 72 15.5
San Ramon Valley Unified Nonpublic, Nonsectarian Schools 44 7 15.9
Walnut Creek Elementary Buena Vista Elementary 452 72 15.9
Mt. Diablo Unified Nonpublic, Nonsectarian Schools 87 14 16.1
Mt. Diablo Unified Strandwood Elementary 551 93 16.9
Mt. Diablo Unified Sequoia Elementary 592 101 17.1
Mt. Diablo Unified Foothill Middle 786 136 17.3
Walnut Creek Elementary Murwood Elementary 356 63 17.7
Brentwood Union Elementary Loma Vista Elementary 603 110 18.2
Mt. Diablo Unified Mt. Diablo Elementary 667 123 18.4
Oakley Union Elementary Almond Grove Elementary 497 94 18.9
Mt. Diablo Unified Bancroft Elementary 595 118 19.8
Brentwood Union Elementary Pioneer Elementary 903 180 19.9
Brentwood Union Elementary Adams (J. Douglas) Middle 1,102 220 20.0
Mt. Diablo Unified Northgate High 1,496 301 20.1
Brentwood Union Elementary William B. Bristow Middle 1,114 226 20.3
Brentwood Union Elementary R. Paul Krey Elementary 762 156 20.5
West Contra Costa Unified Hanna Ranch Elementary 390 81 20.8
Mt. Diablo Unified Valhalla Elementary 579 121 20.9
Liberty Union High Liberty High 2,779 595 21.4
West Contra Costa Unified Ohlone Elementary 469 102 21.7
West Contra Costa Unified Hercules Middle 619 144 23.3
Brentwood Union Elementary Brentwood Elementary 727 171 23.5
404
Contra Costa County 55 of 11 7
COMMUNITY ASSESSMENT FOR CY 202 3 -2025
District School Enrollment
(K-12)
FRPM Eligible
(K-12)
% FRPM
Eligible Brentwood Union Elementary Marsh Creek Elementary 720 172 23.9
Martinez Unified John Swett Elementary 469 116 24.7
Mt. Diablo Unified Diablo View Middle 534 133 24.9
San Ramon Valley Unified Del Amigo High (Continuation) 12 3 25.0
Contra Costa Co Off of Educ Clayton Valley Charter High 2,346 592 25.2
Brentwood Union Elementary Edna Hill Middle 953 245 25.7
Byron Union Elementary Timber Point Elementary 382 100 26.2
Martinez Unified Morello Park Elementary 477 126 26.4
Liberty Union High Independence High 176 47 26.7
West Contra Costa Unified Ellerhorst Elementary 334 90 26.9
Antioch Unified Antioch Charter Academy 203 55 27.1
West Contra Costa Unified Olinda Elementary 339 94 27.7
Knightsen Elementary Old River Elementary 296 83 28.0
Mt. Diablo Unified Pleasant Hill Elementary 570 160 28.1
Acalanes Union High Acalanes Center for Independent Study 53 15 28.3
West Contra Costa Unified West County Mandarin 349 99 28.4
Liberty Union High Freedom High 2,538 722 28.4
Byron Union Elementary Excelsior Middle 463 132 28.5
West Contra Costa Unified Hercules High 762 221 29.0
West Contra Costa Unified Harding Elementary 461 134 29.1
Oakley Union Elementary O'Hara Park Middle 750 224 29.9
Oakley Union Elementary Laurel Elementary 353 106 30.0
Contra Costa Co Off of Educ CCCOE Special Education Programs 129 39 30.2
Brentwood Union Elementary Garin Elementary 738 225 30.5
Mt. Diablo Unified Highlands Elementary 482 150 31.1
Brentwood Union Elementary District Office 209 66 31.6
West Contra Costa Unified Fred T. Korematsu Middle 677 217 32.1
West Contra Costa Unified Stewart Elementary 357 115 32.2
Mt. Diablo Unified District Office 197 65 33.0
West Contra Costa Unified El Cerrito High 1,570 523 33.3
Martinez Unified Nonpublic, Nonsectarian Schools 9 3 33.3
Mt. Diablo Unified Sunrise (Special Education) 21 7 33.3
Oakley Union Elementary Nonpublic, Nonsectarian Schools 3 1 33.3
Brentwood Union Elementary Mary Casey Black Elementary 656 219 33.4
Contra Costa Co Off of Educ Contra Costa School of Performing Arts 440 147 33.4
Byron Union Elementary Vista Oaks Charter 903 302 33.4
Oakley Union Elementary Gehringer Elementary 663 227 34.2
West Contra Costa Unified Valley View Elementary 257 88 34.2
Mt. Diablo Unified Gregory Gardens Elementary 352 121 34.4
Oakley Union Elementary Iron House Elementary 461 159 34.5
West Contra Costa Unified Nonpublic, Nonsectarian Schools 84 29 34.5
Mt. Diablo Unified Woodside Elementary 282 98 34.8
Byron Union Elementary Discovery Bay Elementary 402 142 35.3
Martinez Unified Alhambra Senior High 1,163 411 35.3
West Contra Costa Unified Shannon Elementary 345 122 35.4
West Contra Costa Unified Mira Vista Elementary 565 200 35.4
Liberty Union High Nonpublic, Nonsectarian Schools 25 9 36.0
Mt. Diablo Unified College Park High 1,973 720 36.5
Oakley Union Elementary Vintage Parkway Elementary 446 164 36.8
West Contra Costa Unified Lupine Hills Elementary 373 140 37.5
Oakley Union Elementary Summer Lake Elementary 479 182 38.0
Oakley Union Elementary Delta Vista Middle 869 338 38.9
Antioch Unified Antioch Charter Academy II 194 76 39.2
Mt. Diablo Unified Prospect High (Continuation) 58 23 39.7
West Contra Costa Unified Fairmont Elementary 499 198 39.7
Mt. Diablo Unified Horizons School: Independent Study 531 212 39.9
Mt. Diablo Unified Ayers Elementary 378 156 41.3
Mt. Diablo Unified Monte Gardens Elementary 482 203 42.1
Mt. Diablo Unified Mountain View Elementary 243 103 42.4
Pittsburg Unified Nonpublic, Nonsectarian Schools 33 14 42.4
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COMMUNITY ASSESSMENT FOR CY 202 3 -2025
District School Enrollment
(K-12)
FRPM Eligible
(K-12)
% FRPM
Eligible Mt. Diablo Unified Silverwood Elementary 522 222 42.5
West Contra Costa Unified Sheldon Elementary 295 126 42.7
West Contra Costa Unified Washington Elementary 366 157 42.9
Contra Costa Co Off of Educ Floyd I. Marchus 53 23 43.4
West Contra Costa Unified Vista High (Alternative) 468 204 43.6
Mt. Diablo Unified Hidden Valley Elementary 767 335 43.7
Martinez Unified Martinez Junior High 819 364 44.4
West Contra Costa Unified Middle College High 294 131 44.6
West Contra Costa Unified Pinole Valley High 1,316 595 45.2
Martinez Unified John Muir Elementary 402 182 45.3
West Contra Costa Unified Montalvin Manor Elementary 499 228 45.7
West Contra Costa Unified District Office 50 23 46.0
West Contra Costa Unified Pinole Middle 408 188 46.1
Mt. Diablo Unified Sequoia Middle 886 414 46.7
Oakley Union Elementary Oakley Elementary 384 180 46.9
Liberty Union High La Paloma High (Continuation) 164 78 47.6
West Contra Costa Unified Dover Elementary 526 255 48.5
West Contra Costa Unified Tara Hills Elementary 361 176 48.8
Mt. Diablo Unified Valley View Middle 732 358 48.9
Mt. Diablo Unified Pleasant Hill Middle 706 346 49.0
Martinez Unified Briones (Alternative) 157 77 49.0
West Contra Costa Unified Lake Elementary 377 186 49.3
Mt. Diablo Unified Pine Hollow Middle 579 287 49.6
Contra Costa Co Off of Educ Invictus Academy of Richmond 234 116 49.6
Mt. Diablo Unified Glenbrook Academy 16 8 50.0
Mt. Diablo Unified Summit High (Continuation) 4 2 50.0
Mt. Diablo Unified Sun Terrace Elementary 382 193 50.5
West Contra Costa Unified Edward M. Downer Elementary 471 238 50.5
Antioch Unified Nonpublic, Nonsectarian Schools 148 75 50.7
Antioch Unified Dozier-Libbey Medical High 733 372 50.8
Antioch Unified Deer Valley High 1,736 884 50.9
West Contra Costa Unified Michelle Obama Elementary 408 210 51.5
West Contra Costa Unified Murphy Elementary 384 200 52.1
West Contra Costa Unified Collins Elementary 320 167 52.2
Antioch Unified Muir (John) Elementary 573 301 52.5
Knightsen Elementary Knightsen Elementary 291 153 52.6
Mt. Diablo Unified Ygnacio Valley Elementary 423 225 53.2
West Contra Costa Unified De Anza High 1,308 707 54.1
West Contra Costa Unified Highland Elementary 400 218 54.5
West Contra Costa Unified Bayview Elementary 371 203 54.7
Byron Union Elementary Byron Institute for Independent Study 20 11 55.0
West Contra Costa Unified Cesar E. Chavez Elementary 432 241 55.8
West Contra Costa Unified Grant Elementary 546 305 55.9
West Contra Costa Unified Summit Public School: Tamalpais 593 332 56.0
John Swett Unified John Swett High 375 210 56.0
West Contra Costa Unified Riverside Elementary 323 181 56.0
West Contra Costa Unified Peres Elementary 561 318 56.7
West Contra Costa Unified Ford Elementary 395 224 56.7
West Contra Costa Unified Coronado Elementary 342 194 56.7
Pittsburg Unified Foothill Elementary 556 317 57.0
Contra Costa Co Off of Educ Manzanita Middle 68 39 57.4
West Contra Costa Unified Richmond College Preparatory 513 295 57.5
West Contra Costa Unified Betty Reid Soskin Middle 450 259 57.6
West Contra Costa Unified Verde Elementary 343 198 57.7
West Contra Costa Unified Leadership Public Schools: Richmond 577 335 58.1
Antioch Unified Orchard Park 601 349 58.1
West Contra Costa Unified Lincoln Elementary 331 193 58.3
Mt. Diablo Unified Fair Oaks Elementary 306 179 58.5
Mt. Diablo Unified Crossroads High 22 13 59.1
Mt. Diablo Unified Holbrook Language Academy 412 244 59.2
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COMMUNITY ASSESSMENT FOR CY 202 3 -2025
District School Enrollment
(K-12)
FRPM Eligible
(K-12)
% FRPM
Eligible Mt. Diablo Unified Delta View Elementary 569 337 59.2
Antioch Unified Grant Elementary 375 224 59.7
Martinez Unified Las Juntas Elementary 318 190 59.7
Antioch Unified Dallas Ranch Middle 721 431 59.8
John Swett Unified Nonpublic, Nonsectarian Schools 5 3 60.0
Martinez Unified Vicente Martinez High 65 39 60.0
West Contra Costa Unified John F. Kennedy High 824 495 60.1
West Contra Costa Unified Richmond High 1,494 898 60.1
West Contra Costa Unified Richmond Charter Elementary-Benito Juarez 484 291 60.1
Mt. Diablo Unified Concord High 1,167 704 60.3
Pittsburg Unified Pittsburg Senior High 3,637 2,210 60.8
Antioch Unified Jack London Elementary 432 263 60.9
West Contra Costa Unified Nystrom Elementary 451 276 61.2
West Contra Costa Unified Helms Middle 646 397 61.5
SBE - John Henry High John Henry High 340 210 61.8
West Contra Costa Unified Richmond Charter Academy 276 171 62.0
Mt. Diablo Unified Cambridge Elementary 499 310 62.1
Antioch Unified Rocketship Delta Prep 586 367 62.6
Mt. Diablo Unified Meadow Homes Elementary 724 457 63.1
Antioch Unified Black Diamond Middle 343 217 63.3
John Swett Unified Willow High 85 54 63.5
Mt. Diablo Unified Oak Grove Middle 734 469 63.9
Antioch Unified Antioch High 1,891 1,209 63.9
Mt. Diablo Unified El Monte Elementary 403 258 64.0
West Contra Costa Unified Aspire Richmond Ca. College Prep Academy 585 375 64.1
Pittsburg Unified Hillview Junior High 905 582 64.3
Mt. Diablo Unified Westwood Elementary 253 163 64.4
Pittsburg Unified Los Medanos Elementary 632 410 64.9
Antioch Unified Thomas Gaines Virtual Academy 980 636 64.9
Antioch Unified Prospects High (Alternative) 366 238 65.0
Antioch Unified Carmen Dragon Elementary 389 253 65.0
West Contra Costa Unified Martin Luther King, Jr. Elementary 398 260 65.3
Antioch Unified Sutter Elementary 495 326 65.9
Mt. Diablo Unified Rocketship Futuro Academy 648 428 66.0
Antioch Unified Diablo Vista Elementary 406 270 66.5
John Swett Unified Rodeo Hills Elementary 512 341 66.6
Mt. Diablo Unified Diablo Community Day 9 6 66.7
West Contra Costa Unified Greenwood Academy 207 139 67.1
Pittsburg Unified Rancho Medanos Junior High 799 539 67.5
Antioch Unified Bidwell Continuation High 133 90 67.7
West Contra Costa Unified Lovonya DeJean Middle 410 278 67.8
Pittsburg Unified Highlands Elementary 484 330 68.2
Contra Costa Co Off of Educ Summit Public School K2 517 357 69.1
Mt. Diablo Unified Shore Acres Elementary 413 287 69.5
Pittsburg Unified Willow Cove Elementary 608 427 70.2
Mt. Diablo Unified Rio Vista Elementary 446 314 70.4
Pittsburg Unified Stoneman Elementary 583 411 70.5
West Contra Costa Unified Aspire Richmond Technology Academy 496 350 70.6
Pittsburg Unified Heights Elementary 517 366 70.8
Contra Costa Co Off of Educ Caliber: Beta Academy 886 630 71.1
Mt. Diablo Unified Ygnacio Valley High 1,230 875 71.1
Pittsburg Unified Marina Vista Elementary 575 410 71.3
Pittsburg Unified Parkside Elementary 577 412 71.4
John Swett Unified Carquinez Middle 263 188 71.5
Antioch Unified Lone Tree Elementary 484 348 71.9
Antioch Unified Belshaw Elementary 404 293 72.5
Antioch Unified Park Middle 982 714 72.7
Mt. Diablo Unified El Dorado Middle 810 591 73.0
Antioch Unified Live Oak High (Continuation) 112 82 73.2
Pittsburg Unified Martin Luther King Jr. Junior High 700 513 73.3
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COMMUNITY ASSESSMENT FOR CY 202 3 -2025
District School Enrollment
(K-12)
FRPM Eligible
(K-12)
% FRPM
Eligible West Contra Costa Unified Voices College-Bound Lang Acad at W CCC 235 174 74.0
Mt. Diablo Unified Bel Air Elementary 390 289 74.1
Mt. Diablo Unified Wren Avenue Elementary 308 231 75.0
Mt. Diablo Unified Mt. Diablo High 1,513 1,145 75.7
Mt. Diablo Unified Olympic Continuation High 292 223 76.4
Pittsburg Unified Black Diamond High (Continuation) 187 144 77.0
West Contra Costa Unified Stege Elementary 216 167 77.3
Antioch Unified Mission Elementary 453 362 79.9
Contra Costa Co Off of Educ Making Waves Academy 1,124 921 81.9
Mt. Diablo Unified Riverview Middle 716 588 82.1
Antioch Unified Kimball Elementary 391 328 83.9
Antioch Unified Antioch Middle 691 583 84.4
Antioch Unified Turner Elementary 397 335 84.4
Antioch Unified Fremont Elementary 398 348 87.4
Antioch Unified Marsh Elementary 564 495 87.8
Contra Costa Co Off of Educ Golden Gate Community 75 68 90.7
Contra Costa Co Off of Educ Mt. McKinley 49 49 100.0
Source: California Department of Education (CDE), Data & Statistics; http://www.cde.ca.gov/
Housing and Homelessness
HOUSING AFFORDABILITY
The Housing Opportunity Index (HOI) is a measure used by the National Association of Home Builders
(NAHB) and mortgage lenders to determine the affordability of homes in a given region. The HOI is the
proportion of homes sold in a n area that would have been affordable to a median income family in the
same area, assuming families can afford to spend no more than 28% of their income on housing. Based on
Q4 202 2 HOI data , all major housing markets of the Oakland-Fremont -Hayward region, which includes
Contra Costa County, remain significantly less affordable than the national average (14.5 and 38.1,
respectively). In 2022, the Oakland -Fremont-Hayward (14.5 ) and Sacramento-Roseville (12.7) markets are
now the most affordable of those near Contra Costa County . All regions saw highly significant declines in
affordability as measured by the HOI since 20 21, with a 20.3 -point decline in the Vallejo -Fairfield region, a
17.1-point decline in the Santa Rosa -Petaluma region and a 14.7-point decline in the Sacramento -Ardeb-
Roseville region. The Oakland-Contra Costa County region also experienced a sizable 9.3-point drop from
23.8 to 14.5 affordable , indicating that in 202 2, only about one in seven homes sold in the region would
have been affordable to a median income family in the same area . Since 2021, the national housing market
average also became significant ly less affordable, with the HOI falling a considerable 16.1-points to 38.1.
Table 41 – Percentage of Homes Affordable to Median Income Households
Region 2006 2010 2014 2018 2020 2021 2022
Napa 4.3 62.5 10.2 15.8 24.4 14.4 6.2
Oakland-Fremont -Hayward-Contra Costa 9.3 67.3 29.4 16.4 28.4 23.8 14.5
Sacramento--Arden -Arcade --Roseville 9.2 79.3 46.2 31.4 32.1 27.4 12.7
San Francisco -San Mateo-Redwood City 7.5 31.5 11.4 6.0 11.0 13.0 4.9
San Jose -Sunnyvale-Santa Clara 13.7 54.1 20.9 12.7 22.0 19.8 7.3
Santa Rosa -Petaluma 10.4 61.9 25.6 16.7 37.3 24.5 7.4
Vallejo-Fairfield 14.9 84.8 56.0 22.4 38.3 29.4 9.1
National Average 41.6 73.9 61.8 56.6 58.3 54.2 38.1
Source: National Association of Builders, Housing Opportunity Index, January 2022; http://www.nahb.org/
The 2023 HUD fair market rents (FMR) in the San Francisco region have been relatively stable since 2022,
rising 1% to 2% for smaller units but falling 1% to 5% for larger units. In the Napa County region, FMRs rose
10% to 14% since 2022. In the Santa Clara County region, FMRs rose 3% to 4% for smaller units but were
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relatively unchanged for 3 -4 bedroom units. In Solano County, FMRs rose notably for all size units, up 15%
to 16% for smaller units and 14% to 17% for larger unit. In Alameda and Contra Costa Counties, FMRs rose
4% to 8% since 2022, with a 2 -bedroom unit i n Contra Costa County up $131 per month (up 5.8%) to $2,405
in 2023. In the last quarter of 2023, the median rent for a 2 -bedroom unit ranged from $1,963 per month
in Solano County to $3,188 in Marin, San Francisco and San Mateo Counties.
Table 42 – Median Monthly Rents, 2023
County Studio 1 Bedroom 2 Bedrooms 3 Bedrooms 4 Bedrooms
Alameda / Contra Costa Counties $1,658 $1,969 $2,405 $3,144 $3,706
Marin / San Francisco / San Mateo $2,156 $2,665 $3,188 $3,912 $4,283
Napa County $1,597 $1,814 $2,388 $3,288 $3,332
Santa Clara County $2,223 $2,513 $2,941 $3,750 $4,202
Solano County $1,428 $1,620 $1,963 $2,790 $3,266
Source: HUD, User Data Sets, 40th percentile rents, FY 2023. https://www.huduser.gov/portal/datasets/fmr.html
Figure 11 – Percent of Homes Affordable to Median Income Households, 2021-22
ACS estimates indicates that in 202 1, the number of occupied housing units rose 0.9% in California and 1.7%
in Contra Costa County (up 6,807 units ). The communities of Antioch (up 1,939), Pittsburg (up 1,255),
Richmond (up 2,043 ) and San Ramon (up 1,560 ) saw the largest increases in occupied housing units. Owner-
occupied rates also increased a slight 0.2 percentage points in both the state and county, with 5,141 more
owner-occupied units in Contra Costa County since 20 20. Antioch (up 1,372), San Ramon (up 948) and
Richmond (up 677) saw the largest gains in owner -occupied units, while Concord (down 529), Lafayette
(down 371 ) and Rodeo (down 147) saw the largest los ses. Since 2020, the number of renter -occupied units
rose a slight 0.4 % in the state compared to a 1.3% increase in the county, with 1,666 more renter-occupied
units in Contra Costa County. Antioch (up 567), Pittsburg (up 689), Richmond (up 1,366) and San Ramon (up
612) saw the largest gains, while Brentwood (down 318 ), Concord (down 402), Danville (down 216) and
Walnut Creek (down 211) saw the largest los ses in renter -occupied units.
Median monthly housing costs for California home owners rose $92 or 5.0% since 2020, while estimated
costs for homeowners in the county rose $125 or 5.5% to $2,396. Monthly housing costs for California
0.0
5.0
10.0
15.0
20.0
25.0
30.0
35.0
40.0
45.0
50.0
55.0
2021 2022
Napa
Fremont-Contra Costa
Sacramento-Roseville
San Francisco-Redwood City
San Jose-Santa Clara
Santa Rosa-Petaluma
Vallejo-Fairfield
National
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COMMUNITY ASSESSMENT FOR CY 202 3 -2025
renters also rose $112 or 7.1%, while monthly costs for renters in the county rose $133 or 6.9% to $2,061.
Using HUD’s d efinition of affordable housing or housing which costs no more than 30% of household
income, California ha s an estimated 30.7% of owner-occupied units with a mortgage and 51.5% of renter-
occupied units which are unaffordable to their occupants in 2020, virtually unchanged since 2020. Of Contra
Costa County residents in owner-occupied housing units with a mortgage , 29.4% (80,133 ) expend ed 30% or
more of household income on housi ng in 20 20, up 1.8% or 1,429 owner-occupied units since 2020. Among
Contra Costa renters, 50.9% (68,092) expend at least 30% of their household income on housing costs in
2021, up 3.4% and 2,225 rental units since 2020.
As compared to the overall county (29.4%), the percentage of owner -occupied units that HUD defines as
unaffordable is notably higher in Byron (50.9%), Diablo (59.3%), Knightsen (40.0%), North Richmond (41.5%)
and Post Costa (54.5%), although these areas also have relatively few owner -occupied units . Compared to
the countywide rate (50.9%), the percentage of renter -occupied units considered unaffordable is notably
higher in Alamo (71.7%), Antioch (61.9%), Byron (61.8%), Clyde (65.0%) and Pittsburg (60.1%).
Table 43 – Housing Units, Monthly Costs, and Unaffordable Units, 2021
Area Occupied
units
Owner-
occupied
Renter-
occupied
Median SMOC
Owner-Occ.
Median costs
Renter-Occ.
30% or more of income to housing
Owner-occupied Renter-occupied
California Count 13,217,586 7,335,247 5,882,339 $1,943 $1,698 2,249,962 3,030,934
% 55.5 44.5 30.7 51.5
Contra Costa Count 405,106 271,379 133,727 $2,396 $2,061 80,133 68,092
% 67.0 33.0 29.4 50.9
Alamo Count 4,973 4,638 335 $4,000+ $3,500+ 1,243 240
% 93.3 6.7 26.8 71.7
Antioch Count 35,742 22,112 13,630 $2,039 $1,986 7,403 8,424
% 61.9 38.1 33.4 61.9
Bay Point Count 6,542 3,704 2,838 $1,450 $1,739 1,424 1,363
% 56.6 43.4 38.4 48.0
Bayview Count 826 598 228 $1,879 $2,319 165 0
% 72.4 27.6 27.6 0.0
Bethel Island Count 864 646 218 $1,175 $1,297 90 60
% 74.8 25.2 14.0 27.5
Blackhawk Count 3,992 3,632 360 $4,000+ $3,500+ 1,324 188
% 91.0 9.0 36.3 52.2
Brentwood Count 20,509 16,450 4,059 $2,689 $2,248 5,728 2,021
% 80.2 19.8 34.8 49.7
Byron Count 550 359 191 $2,410 $2,240 183 118
% 65.3 34.7 50.9 61.8
Clayton Count 3,986 3,551 435 $2,916 $3,282 1,074 231
% 89.1 10.9 30.3 53.1
Clyde Count 294 234 60 $791 $1,229 11 39
% 79.6 20.4 4.7 65.0
Concord Count 45,471 27,365 18,106 $2,233 $1,953 7,695 10,170
% 60.2 39.8 28.2 56.2
Contra Costa Ctr Count 3,644 791 2,853 $2,451 $2,572 202 1,140
% 21.7 78.3 25.5 39.9
Crockett Count 1,516 897 619 $1,710 $1,670 227 277
% 59.2 40.8 25.3 44.8
Danville Count 16,240 13,927 2,313 $3,869 $2,814 4,260 1,029
% 85.8 14.2 30.5 44.5
Diablo Count 248 248 0 $4,000+ -- 147 0
% 100.0 0.0 59.3
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COMMUNITY ASSESSMENT FOR CY 202 3 -2025
Area Occupied
units
Owner-
occupied
Renter-
occupied
Median SMOC
Owner-Occ.
Median costs
Renter-Occ.
30% or more of income to housing
Owner-occupied Renter-occupied
Discovery Bay Count 5,516 4,881 635 $2,753 $2,724 1,565 346
% 88.5 11.5 32.0 54.5
E Richmond Heights Count 1,383 1,113 270 $1,712 $1,922 326 91
% 80.5 19.5 29.3 33.6
El Cerrito Count 10,569 6,145 4,424 $2,511 $2,184 1,574 1,976
% 58.1 41.9 25.7 44.8
El Sobrante Count 5,328 3,472 1,856 $1,964 $1,797 971 912
% 65.2 34.8 28.0 49.1
Hercules Count 9,068 7,347 1,721 $2,464 $2,741 2,581 753
% 81.0 19.0 35.1 43.7
Kensington Count 2,096 1,801 295 $3,002 $3,152 368 131
% 85.9 14.1 20.5 44.3
Knightsen Count 483 426 57 $1,421 $1,884 170 22
% 88.2 11.8 40.0 38.6
Lafayette Count 8,917 6,387 2,530 $3,817 $2,739 1,563 792
% 71.6 28.4 24.5 31.2
Martinez Count 14,825 10,324 4,501 $2,442 $1,925 2,824 1,930
% 69.6 30.4 27.4 42.9
Moraga Count 5,505 4,674 831 $3,181 $2,378 1,292 418
% 84.9 15.1 27.6 50.2
North Richmond Count 1,073 697 376 $2,113 $1,756 290 189
% 65.0 35.0 41.5 50.4
Oakley Count 12,480 9,601 2,879 $2,306 $1,912 3,080 1,411
% 76.9 23.1 32.2 48.9
Orinda Count 7,252 6,821 431 $4,000+ $1,797 1,686 159
% 94.1 5.9 24.8 36.9
Pacheco Count 1,916 1,361 555 $1,183 $1,904 367 152
% 71.0 29.0 26.9 27.4
Pinole Count 6,794 4,823 1,971 $2,068 $2,133 1,149 1,037
% 71.0 29.0 23.9 52.6
Pittsburg Count 22,604 13,241 9,363 $1,897 $1,983 3,482 5,635
% 58.6 41.4 26.3 60.1
Pleasant Hill Count 13,825 8,938 4,887 $2,694 $2,245 2,258 2,314
% 64.7 35.3 25.3 47.2
Port Costa Count 169 55 114 -- -- 30 0
% 32.5 67.5 54.5 0.0
Richmond Count 39,493 20,518 18,975 $1,925 $1,683 6,908 10,262
% 52.0 48.0 33.7 54.1
Rodeo Count 3,247 1,771 1,476 $1,986 $1,603 446 792
% 54.5 45.5 25.2 53.7
San Pablo Count 9,446 3,850 5,596 $1,540 $1,684 1,143 3,211
% 40.8 59.2 29.7 57.3
San Ramon Count 29,084 20,716 8,368 $3,638 $2,557 5,559 3,611
% 71.2 28.8 26.8 43.0
Tara Hills Count 1,736 1,233 503 $1,917 $2,140 293 236
% 71.0 29.0 23.8 46.9
Vine Hill Count 1,116 903 213 $2,155 $2,190 257 89
% 80.9 19.1 28.5 41.7
Walnut Creek Count 32,126 20,735 11,391 $2,090 $2,363 6,032 4,594
% 64.5 35.5 29.0 40.4
Source: 2021 ACS 2017-2021 5-Year Estimates. https://data.census.gov/cedsci/. Based on units with mortgage or rent for which SMOCAPI or GRAPI can be computed.
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HOMELESSNESS
The HUD -based Continuum of Care (CoC) Program promotes and supports community efforts to reduce and
eliminate homelessness. California is served by 43 CoCs, including 1 in Contra Costa County. Contra Costa's
Homeless Continuum of Care (CoC) Point -in-Time (PIT) Count, conducted by service agencies, community
partners, and volunteers each January, provides a snapshot of the conditions of individuals sleeping in
emergency shelters or transitional housing and in cars, abandoned properties, or other places not m eant
for human habitation. In 2021, t he CoC reports service utilization by program model, including prevention
and diversion service s for at -risk individuals , crisis response services for those currently homeless, and
permanent supportive housing services for previously homeless individuals. According to this report, a total
of 6,815 individuals in the county were identified as currently homeless , including 1,063 0 to 17 year olds.
Table 44 – Number Served by Age and Program Model Category, 2021
Age 0-17 Age 18-24 Age 25-54 Age 55-61 > Age 61 Total
Prevention and Diversion (At-Risk) 491 104 655 81 73 1,404
Crisis Response (Currently Homeless) 1,063 579 3,440 931 802 6,815
Permanent Supportive Housing 802 50 557 222 151 1,782
Source: https://cchealth.org/h3/coc/pdf/Annual-Report-2021.pdf
The 2021 report further indicates 1,803 individuals lost their housing in a city in East County, 1,397 lost
housing in Central County, 1,795 lost housing in West County, and 1,004 lost housing outside of the county .
Table 45 – Point-In-Time Count of Homeless Persons by County Sub-Area, 2021
East County Central County West County Other County
Antioch 877 Concord 754 Richmond 1,320 No county given 473
Pittsburg 550 Martinez 247 San Pablo 235 Alameda Co 233
Bay Point 148 Walnut Creek 152 El Sobrante 63 Solano Co 174
Brentwood 99 Pleasant Hill 108 Rodeo 42 San Francisco Co 65
Oakley 95 San Ramon 30 Pinole 38 Marin Co 16
Bethel Island 19 Danville 29 El Cerrito 31 Santa Clara Co 15
Discovery Bay 8 Clayton 17 North Richmond 29 Sonoma Co 12
Byron 3 Lafayette 17 Crockett 21 San Mateo Co 9
Knightsen 2 Pacheco 15 Hercules 13 Napa Co 6
Clyde 2 Alamo 13 Port Costa 2 Monterey Co 1 Orinda 9 Other 1
Moraga 3
Blackhawk 2
Canyon 1
Total 1,803 1,397 1,795 1,004
Source: https://cchealth.org/h3/coc/pdf/PIT-report-2021.pdf.
In September 2021, the Contra Costa County Continuum of Care (CoC) p ublished its annual report which
summarizes some of the consequences of and responses to the COVID -19 outbreak in the county. The report
indicates 9,119 people of 6,816 households accessed homeless -related services from CoC providers in 2021,
down about 7% and 648 individuals since 20 20. Of h ouseholds accessing prevention services, 3 1% were
households with children . Of those requiring crisis response service s, 11% were households with children.
Of households receiving permanent supportive housing services, 20% included children. In 202 1, 20,120
COVID-19 tests were administered to 5,899 homeless individuals in the county , including 1,025 children.
There were 621 p ositive COVID -19 cases and 6 deaths among the homeless . Concord (79), Richmond (128)
and Antioch (158) reported the highest number of positive cases .
The Contra Costa Health Services Department (CCHS) operates the Homeless Program, a comprehensive
system of care that provides services to the county’s homeless, including information and referrals, case
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management and support, outreach, SSI benefit eligibility determination, emergency shelter, transitional
housing, and permanent supportive housing for adults, youth, and families. The Homeless Program is the
county’s primary provider of emergency shelter f or single adults, it is the only provider of shelter and
transitional housing for transition -age youth, it administrates the Ren tal Assistance Program (Shelter -Plus-
Care), and it serves as the advisory body to the Contra Costa Interjurisdictional Council o n Homelessness
(CCICH). When the county faced the COVID -19 outbreak, the CCHS’s Disaster Operatio n Center (DOC) was
among the many agencies that took action to curtail the disease, including leasing hotels under the State’s
Project Room key (PRK) Program . Although many COVID-inspired programs, such as Project Roomkey, began
sunsetting in 2021, efforts and resources used initially to reduce the impacts of COVID -19 on homeless
populations have evolved, with emergency shelters repurposed as sleep stations , outreach activities
enhanced to distribute hygiene kits, food, and emergency phone service, and the Co ncord Coordinated
Assessment Referral and Engagement Center redesigned and reopened to serve unsheltered residents .
Per the McKinney -Vento Homeless Act Demographics Database, 2,65 2 students attending Contra Costa
schools did not have stable housing in December 2018, up 3 6 students or 1.2% more than 2,616 in 2016.
Based on the 2018 distribution, 1,027 or 38.8% are younger than the sixth grade, down a notable 90
students or 8.1% since 2016. California Longitudinal Pupil Achievement Data System (CALPADS) data
released for the 2020 -21 school year indicates 1,889 Contra Costa County students are identified as
homeless, with about one-third (725 or 38.4 %) attending West Contra Costa Unified schools.
HEALTH INDICATORS
One of only a few counties in the U.S. to sponsor its own health care system, Contra Costa offer s a broad
range of health -related services to residents under one organizational structure known as the Contra Costa
Health Services (CCHS). As the largest department of the Contra C osta County government , CCHS is an
integrated health care system that serves and supports individual, family and community health . The CCHS
program network provides a wide array of primary, specialty and inpatient medical care, mental health
services, substance abuse treatment, public health programs, environmental health protection, hazardous
materials response and inspection, and em ergency medical services. CCHS also operates the nation’s first
federally qualified, state -licensed and county-sponsored HMO, the Contra Costa Health Plan (CCHP). CCHP,
the first county-sponsored health plan in California to offer Medi -Cal Managed Care cov erage and serve
Medicare beneficiaries, has been in operation for over 40 years and has been expanded several times in
response to the needs of the community. CCHP includes two provider networks, Regional Medical Center
(RMC) and Community Provider Network (CPN), which together offer care at 40 facilities and mobile clinics
with over 5,000 primary care physicians, specialists , pharmacies, hospitals and ancillary providers. The RMC
network has 10 Health Centers located throughout the county, while the CPN comprises community-based
private primary and specialty care providers, including m ost Contra Costa County hospitals. In 2022, the
CCHS ranked in the top 90th percentile among all Medicaid HMOs nationally.
Healthcare Insurance
In 2021, the American Community Survey estimates 7.2% of California and 4.7% (54,756) of Contra Costa
residents are uninsured, with county rates improved since 20 20. The number of uninsured in the county fell
another sizable 4.2% or 2,377 residents since 20 20. Coverage among the county’s children also continues
to compare favorably to the state , with 3.3% of 0-18 year olds in the state and 2.9% (7,989) in the county
uninsured in 20 21. However, these estimates indicate the number of uninsured 0 -18 year olds in the county
has risen another 5.9% or 445 children since 2020. Statewide, 2.5% of 0 -5 year olds are uninsured , compared
to 2.3% (1,7 92) in the county, with both unchanged since 2020. Areas of the county with the highest rates
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of uninsured 0-5 year olds include Bay Point (13.9%), Clayton (9.1%), El Sobrante (10.2%), Rodeo (8.5%) and
Vine Hill (13.1%). Since 20 20, areas that saw the largest increases in uninsured 0 -5 year olds include Antioch
(up 87) and Concord (up 32). Areas that saw the largest improvement in uninsured 0 -5 year olds include
Martinez (down 48), Pittsburg (down 34) and Rodeo (down 38).
Table 46 – Health Insurance Coverage Rates for Children by Area, 2021
Area Civilian noninstit. population Population Age 0-5 Population Age 0-18
Total Uninsured % Uninsured Total Uninsured % Uninsured Total Uninsured % Uninsured
Contra Costa Cty 1,156,734 54,756 4.7 78,597 1,792 2.3 278,256 7,989 2.9
Alamo 13,837 151 1.1 384 0 0.0 2,959 8 0.3
Antioch 114,380 7,808 6.8 7,934 164 2.1 29,229 1,127 3.9
Bay Point 24,983 3,796 15.2 1,804 250 13.9 6,831 811 11.9
Bayview 2,825 44 1.6 81 0 0.0 530 28 5.3
Bethel Island 2,119 129 6.1 0 0 - 385 0 0.0
Blackhawk 10,810 213 2.0 478 0 0.0 2,323 15 0.6
Brentwood 63,544 1,192 1.9 3,611 0 0.0 17,878 151 0.8
Byron 2,033 131 6.4 102 0 0.0 471 3 0.6
Clayton 11,136 185 1.7 574 52 9.1 2,805 81 2.9
Clyde 633 15 2.4 56 0 0.0 105 0 0.0
Concord 125,101 7,265 5.8 10,804 248 2.3 28,691 678 2.4
Contra Costa Ctr 6,654 255 3.8 311 0 0.0 617 0 0.0
Crockett 3,405 76 2.2 137 0 0.0 562 24 4.3
Danville 43,642 732 1.7 2,103 15 0.7 11,252 49 0.4
Diablo 689 0 0.0 129 0 0.0 207 0 0.0
Discovery Bay 15,704 831 5.3 1,165 0 0.0 3,862 340 8.8
E Richmond Hts 3,350 150 4.5 192 0 0.0 559 0 0.0
El Cerrito 25,858 994 3.8 1,765 33 1.9 4,557 160 3.5
El Sobrante 15,468 1,319 8.5 1,078 110 10.2 3,252 301 9.3
Hercules 25,953 813 3.1 1,425 19 1.3 5,370 75 1.4
Knightsen 1,310 55 4.2 47 0 0.0 273 0 0.0
Lafayette 25,318 519 2.0 1,396 35 2.5 6,551 119 1.8
Martinez 36,824 822 2.2 3,077 60 1.9 7,727 151 2.0
Moraga 16,702 300 1.8 888 0 0.0 4,172 21 0.5
No. Richmond 3,928 341 8.7 289 0 0.0 1,194 33 2.8
Oakley 42,952 1,115 2.6 3,932 29 0.7 12,512 176 1.4
Orinda 19,458 159 0.8 1,137 0 0.0 5,206 43 0.8
Pacheco 5,129 518 10.1 243 0 0.0 938 44 4.7
Pinole 19,048 1,172 6.2 1,086 11 1.0 3,496 24 0.7
Pittsburg 75,497 4,873 6.5 5,702 186 3.3 18,317 693 3.8
Pleasant Hill 34,406 1,144 3.3 2,349 37 1.6 7,215 170 2.4
Port Costa 247 18 7.3 0 0 - 0 0 -
Richmond 114,768 9,821 8.6 8,254 243 2.9 26,720 1,314 4.9
Rodeo 9,575 437 4.6 768 65 8.5 2,326 97 4.2
San Pablo 31,639 2,909 9.2 2,117 14 0.7 9,411 465 4.9
San Ramon 85,648 1,647 1.9 5,601 110 2.0 25,079 386 1.5
Tara Hills 5,080 293 5.8 482 0 0.0 1,245 53 4.3
Vine Hill 3,382 200 5.9 366 48 13.1 936 115 12.3
Walnut Creek 69,070 1,320 1.9 3,962 0 0.0 11,600 71 0.6
Source: 2021 ACS 2017-2021 5-Year Estimates. https://data.census.gov/cedsci/
In California, 90.2% of children age 0 -18 have one type of health insurance in 2021, down from 90.7% in
2020, but largely due to another increase in the proportion of 0 -18 year olds with two or more types of
coverage (7.2%). In Contra Costa, 90.6% (252,029 ) of children age 0 -18 have one type of insurance, down
from 90.9% in the prior year, but a 1.2% increase of 2,903 children with one type of health insurance. The
number of 0 -18 year olds with two or more types of insurance has also increased 5.1% or 877 c hildren to
18,238 since 2020. Among 0 -18 year olds with one type of insurance, 50.3% in the state and 65.2% (164,361)
in the county have employer -based coverage only, up a slight 0.7% in the state compared to a 1.1% increase
of 1,719 children in the county. Statewide, 41.5% of children age 0-18 have Medicaid coverage only,
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compared to 27.4% (69,031 ) in the county, unchanged in the state compared to a 2.9% increase of 1,945
children in the county. Since 20 20, the largest increases of children with employer -based coverage only
occurred in San Ramon (up 806), Richmond (up 791), San Pablo (476), Antioch (up 390), Walnut Creek (up
386) and Pittsburg (up 323). The largest increases of children with Medicaid only coverage occurred in
Brentwood (up 447), Pittsburg (up 401), Oakley (up 333), Richmond (up 308) and San Ramon (up 280).
Critically, health insurance coverage and access to coverage vary by nativity. In Contra Costa County, 8.8%
of foreign-born and 3.4% of native -born residents are uninsured in 2021, with rates among foreign -born
residents down another 1.0 point since 2020, while rates among native -born residents remain unchanged.
Naturalized citizens continue to be much more likely than non -citizens to access health insurance, with rates
of uninsured among non -citizens in the county (16.4%) 5 times higher than that of naturalized citizens
(3.2%). Countywide, rates of uninsured among naturalized citizens (3.2%) has fallen another 0.6 points,
while rates of uninsured among non -citizens (16.4%) has improved another 1.2 percentage points since
2020. Rates of uninsured among non -citizens exceed the county (16.4%) by far in Alamo (21.8%), Bay Point
(22.4%), Concord (22.1%), North Richmond (23.6%), Pacheco (37.5%), Pinole (31.0%), Port Costa (100.0%),
Richmond (24.1%), San Pablo (24.4%) and T ara Hills (29.4%), noting that small sample sizes in some
communities may result in large percentages. Health coverage and access to coverage also varies by race
and ethnicity. In Contra Costa, White residents (96.7%) are more likely than Hispanic (90.4%), American
Indian or Native Alaskan (87.5%) and residents of other unspecified race (88.3%) to have health insurance.
Coverage rates among Hispanics in the county are much lower than average (90.4%) in Bay Point (83.0%),
Clyde (66.7%), El Sobrante (82.7%), Port Costa (41.9%) and Richmond (86.7%). Coverage rates among Black
or African American residents in the county are much lower than average (95.0%) in Bay Point (83.7%), El
Sobrante (87.9%), Pacheco (19.8%), Pleasant Hill (81.7%), Tara Hills (87.2%) and Wa lnut Creek (88.2%).
Coverage rates among the county’s Asian residents are much lower than average (96.6%) in Bay Point
(92.7%), Discovery Bay (91.9%), El Cerrito (93.4%) and Pittsburg (92.8%).
Table 47 – Children with Health Insurance Coverage by Coverage Type, 2021
Area Pop. < 19
One Coverage Type Two or more types Total Employer-based Direct-purchased Medicare only Medicaid/means-test TRICARE/ military VA Care only
California 9,521,599 8,588,640 4,320,303 561,703 36,033 3,564,483 103,598 2,520 615,487
% 90.2 50.3 6.5 0.4 41.5 1.2 0.0 7.2
Contra
Costa Cnty
278,256 252,029 164,361 16,625 916 69,031 1,022 74 18,238
% 90.6 65.2 6.6 0.4 27.4 0.4 0.0 7.2
Alamo 2,959 2,675 2,307 281 0 87 0 0 276
% 90.4 86.2 10.5 0.0 3.3 0.0 0.0 10.3
Antioch 29,229 25,870 12,264 1,568 62 11,921 55 0 2,232
% 88.5 47.4 6.1 0.2 46.1 0.2 0.0 8.6
Bay Point 6,831 5,644 2,415 107 0 3,122 0 0 376
% 82.6 42.8 1.9 0.0 55.3 0.0 0.0 6.7
Bayview 530 502 169 24 0 309 0 0 0
% 94.7 33.7 4.8 0.0 61.6 0.0 0.0 0.0
Bethel
Island
385 385 285 0 0 100 0 0 0
% 100.0 74.0 0.0 0.0 26.0 0.0 0.0 0.0
Blackhawk 2,323 2,201 1,743 422 0 36 0 0 107
% 94.7 79.2 19.2 0.0 1.6 0.0 0.0 4.9
Brentwood 17,878 15,884 11,960 440 51 3,200 233 0 1,843
% 88.8 75.3 2.8 0.3 20.1 1.5 0.0 11.6
Byron 471 468 207 11 0 250 0 0 0
% 99.4 44.2 2.4 0.0 53.4 0.0 0.0 0.0
Clayton 2,805 2,698 2,300 366 0 32 0 0 26
% 96.2 85.2 13.6 0.0 1.2 0.0 0.0 1.0
Clyde 105 105 52 0 0 53 0 0 0
% 100.0 49.5 0.0 0.0 50.5 0.0 0.0 0.0
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Area Pop. < 19
One Coverage Type Two or more types Total Employer-based Direct-purchased Medicare only Medicaid/means-test TRICARE/ military VA Care only
Concord 28,691 26,242 14,310 1,329 369 10,191 43 0 1,771
% 91.5 54.5 5.1 1.4 38.8 0.2 0.0 6.7
Contra
Costa Ctr
617 522 362 46 0 114 0 0 95
% 84.6 69.3 8.8 0.0 21.8 0.0 0.0 18.2
Crockett 562 500 453 47 0 0 0 0 38
% 89.0 90.6 9.4 0.0 0.0 0.0 0.0 7.6
Danville 11,252 10,777 9,580 1,070 0 127 0 0 426
% 95.8 88.9 9.9 0.0 1.2 0.0 0.0 4.0
Diablo 207 207 183 24 0 0 0 0 0
% 100.0 88.4 11.6 0.0 0.0 0.0 0.0 0.0
Discovery
Bay
3,862 2,774 2,310 120 0 236 108 0 748
% 71.8 83.3 4.3 0.0 8.5 3.9 0.0 27.0
E Richmond
Heights
559 559 316 22 0 221 0 0 0
% 100.0 56.5 3.9 0.0 39.5 0.0 0.0 0.0
El Cerrito 4,557 4,041 3,124 216 5 689 7 0 356
% 88.7 77.3 5.3 0.1 17.1 0.2 0.0 8.8
El Sobrante 3,252 2,544 1,719 154 0 671 0 0 407
% 78.2 67.6 6.1 0.0 26.4 0.0 0.0 16.0
Hercules 5,370 4,887 3,633 211 0 996 47 0 408
% 91.0 74.3 4.3 0.0 20.4 1.0 0.0 8.3
Kensington 1,255 1,242 1,092 136 0 14 0 0 0
% 99.0 87.9 11.0 0.0 1.1 0.0 0.0 0.0
Knightsen 273 251 178 13 0 60 0 0 22
% 91.9 70.9 5.2 0.0 23.9 0.0 0.0 8.8
Lafayette 6,551 6,088 5,189 735 0 116 0 48 344
% 92.9 85.2 12.1 0.0 1.9 0.0 0.8 5.7
Martinez 7,727 7,068 6,028 429 0 603 8 0 508
% 91.5 85.3 6.1 0.0 8.5 0.1 0.0 7.2
Moraga 4,172 3,951 3,269 584 0 71 27 0 200
% 94.7 82.7 14.8 0.0 1.8 0.7 0.0 5.1
North
Richmond
1,194 1,127 515 15 0 597 0 0 34
% 94.4 45.7 1.3 0.0 53.0 0.0 0.0 3.0
Oakley 12,512 11,194 7,928 838 0 2,421 7 0 1,142
% 89.5 70.8 7.5 0.0 21.6 0.1 0.0 10.2
Orinda 5,206 4,967 4,325 591 0 51 0 0 196
% 95.4 87.1 11.9 0.0 1.0 0.0 0.0 3.9
Pacheco 938 751 477 50 0 224 0 0 143
% 80.1 63.5 6.7 0.0 29.8 0.0 0.0 19.0
Pinole 3,496 3,258 2,139 119 0 978 22 0 214
% 93.2 65.7 3.7 0.0 30.0 0.7 0.0 6.6
Pittsburg 18,317 16,248 7,338 825 25 7,923 137 0 1,376
% 88.7 45.2 5.1 0.2 48.8 0.8 0.0 8.5
Pleasant
Hill
7,215 6,535 5,305 817 103 310 0 0 510
% 90.6 81.2 12.5 1.6 4.7 0.0 0.0 7.8
Richmond 26,720 23,810 9,470 721 301 13,165 153 0 1,596
% 89.1 39.8 3.0 1.3 55.3 0.6 0.0 6.7
Rodeo 2,326 1,989 961 11 0 1,017 0 0 240
% 85.5 48.3 0.6 0.0 51.1 0.0 0.0 12.1
San Pablo 9,411 8,438 3,706 217 0 4,515 0 0 508
% 89.7 43.9 2.6 0.0 53.5 0.0 0.0 6.0
San Ramon 25,079 23,559 19,951 2,066 0 1,491 51 0 1,134
% 93.9 84.7 8.8 0.0 6.3 0.2 0.0 4.8
Tara Hills 1,245 1,055 727 31 0 282 15 0 137
% 84.7 68.9 2.9 0.0 26.7 1.4 0.0 13.0
Vine Hill 936 780 389 22 0 369 0 0 41
% 83.3 49.9 2.8 0.0 47.3 0.0 0.0 5.3
Walnut
Creek
11,600 11,038 8,795 829 0 1,305 109 0 491
% 95.2 79.7 7.5 0.0 11.8 1.0 0.0 4.4
Source: 2021 ACS 2017-2021 5-Year Estimates. https://data.census.gov/cedsci/
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Table 48 – Health Insurance Coverage Rates by Nativity and Area, 2021
Area Native Born All Foreign born Foreign - Naturalized Foreign - Non-Citizen
Total % Uninsured Total % Uninsured Total % Uninsured Total % Uninsured
Countywide 867,634 3.4 289,100 8.8 165,914 3.2 123,186 16.4
Alamo 12,119 0.3 1,718 6.3 1,291 1.2 427 21.8
Antioch 89,903 5.4 24,477 11.9 14,312 5.7 10,165 20.6
Bay Point 15,548 13.9 9,435 17.3 3,852 9.8 5,583 22.4
Bayview 1,732 2.5 1,093 0.0 462 0.0 631 0.0
Bethel Island 1,834 5.3 285 10.9 160 19.4 125 0.0
Blackhawk 8,448 2.1 2,362 1.4 2,004 0.0 358 9.2
Brentwood 54,086 2.0 9,458 1.4 6,451 1.2 3,007 1.7
Byron 1,769 7.1 264 2.3 147 0.0 117 5.1
Clayton 9,944 1.9 1,192 0.0 923 0.0 269 0.0
Clyde 633 2.4 0 - 0 - 0 -
Concord 94,270 3.3 30,831 13.4 15,135 4.4 15,696 22.1
Contra Costa Ctr 4,245 4.8 2,409 2.1 1,166 1.5 1,243 2.6
Crockett 3,071 2.5 334 0.0 181 0.0 153 0.0
Danville 36,546 1.2 7,096 4.4 5,009 2.0 2,087 10.1
Diablo 626 0.0 63 0.0 63 0.0 0 -
Discovery Bay 14,287 5.6 1,417 1.9 954 2.8 463 0.0
E Richmond Hts 2,828 4.3 522 5.4 397 3.0 125 12.8
El Cerrito 17,444 2.3 8,414 7.1 4,772 2.8 3,642 12.6
El Sobrante 11,017 7.1 4,451 12.1 2,035 3.1 2,416 19.6
Hercules 17,372 1.9 8,581 5.6 6,610 1.8 1,971 18.3
Knightsen 1,179 4.7 131 0.0 111 0.0 20 0.0
Lafayette 21,708 1.8 3,610 3.7 2,120 0.0 1,490 8.9
Martinez 32,287 1.9 4,537 4.4 3,381 4.6 1,156 4.1
Moraga 13,617 1.8 3,085 1.8 1,947 2.1 1,138 1.4
North Richmond 2,427 4.7 1,501 15.1 582 1.7 919 23.6
Oakley 36,606 2.4 6,346 3.8 3,720 1.3 2,626 7.3
Orinda 16,050 0.9 3,408 0.4 2,740 0.3 668 1.2
Pacheco 3,824 4.2 1,305 27.4 961 23.7 344 37.5
Pinole 13,547 4.3 5,501 10.7 3,979 2.9 1,522 31.0
Pittsburg 51,162 4.9 24,335 9.8 13,285 4.4 11,050 16.4
Pleasant Hill 27,695 2.9 6,711 5.0 4,239 2.7 2,472 8.9
Port Costa 229 0.0 18 100.0 0 - 18 100.0
Richmond 76,057 5.0 38,711 15.5 17,784 5.5 20,927 24.1
Rodeo 7,133 3.0 2,442 9.0 1,540 8.9 902 9.2
San Pablo 18,513 4.5 13,126 15.9 5,072 2.3 8,054 24.4
San Ramon 54,417 2.0 31,231 1.7 19,190 0.8 12,041 3.2
Tara Hills 3,517 3.5 1,563 10.9 1,019 1.0 544 29.4
Vine Hill 2,904 5.6 478 7.5 214 0.0 264 13.6
Walnut Creek 53,088 1.5 15,982 3.4 10,264 0.7 5,718 8.2
Source: 2021 ACS 2017-2021 5-Year Estimates. https://data.census.gov/cedsci/
Since 20 20, health insurance coverage rates rose among Contra Costa County residents who identify as
some other race (up 2.0 percentage points), Hispanics (up 0.8 points), White (up 0.4 points) and Asians (up
0.3 point s). In contrast, c overage rates fell among American Indian or Alaskans (down 1.4 percentage
points), multiracial residents (down 0.7 points) and Black or African Americans (down 0.2 points).
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Table 49 – Health Insurance Coverage Rates by Race and Ethnicity, 2021
Area White,
non-Hisp.
Black/African
Amer.
Amer. Indian/
Alaskan Asian HI / Pac.
Islander Other Two or
more
Hispanic
/Latino
Contra Costa 96.7 95.0 87.5 96.6 97.6 88.3 94.4 90.4
Alamo 99.0 100.0 -- 99.0 -- 78.1 99.1 88.5
Antioch 94.4 94.9 86.7 95.1 98.8 87.7 91.9 89.1
Bay Point 91.9 83.7 60.2 92.7 -- 79.4 83.3 83.0
Bayview 97.1 100.0 100.0 100.0 -- 100.0 100.0 98.1
Bethel Island 93.8 -- -- 100.0 0.0 100.0 100.0 100.0
Blackhawk 97.7 100.0 100.0 98.2 100.0 100.0 98.3 100.0
Brentwood 98.7 98.9 85.1 96.9 100.0 96.2 97.9 96.9
Byron 91.4 -- 100.0 100.0 -- 94.8 100.0 97.6
Clayton 97.8 100.0 100.0 100.0 -- 100.0 99.9 92.1
Clyde 98.5 -- -- 100.0 -- -- 76.7 66.7
Concord 96.4 92.6 95.7 97.2 85.8 83.7 93.1 87.6
Contra Costa Ctr 94.7 100.0 -- 100.0 -- 98.6 87.5 99.9
Crockett 97.8 93.4 100.0 100.0 -- 100.0 100.0 97.4
Danville 98.8 99.6 100.0 95.6 100.0 95.6 99.4 98.5
Diablo 100.0 -- -- 100.0 -- -- 100.0 --
Discovery Bay 94.1 96.3 89.6 91.9 100.0 100.0 99.0 99.1
E Richmond Hts 96.3 96.6 -- 97.5 -- 90.1 92.7 91.6
El Cerrito 98.3 97.3 51.1 93.4 100.0 92.7 98.0 91.4
El Sobrante 96.8 87.9 100.0 94.1 100.0 90.7 74.1 82.7
Hercules 94.1 98.3 100.0 97.3 100.0 98.1 99.6 93.8
Knightsen 98.2 -- 100.0 -- -- 100.0 56.6 92.8
Lafayette 98.2 96.3 100.0 94.2 -- 100.0 99.4 99.3
Martinez 98.5 99.2 56.8 96.5 -- 99.6 96.7 95.9
Moraga 98.6 96.4 100.0 96.4 100.0 100.0 99.3 97.9
No. Richmond 92.9 96.8 100.0 100.0 100.0 82.7 97.9 87.9
Oakley 97.5 97.9 100.0 98.2 100.0 96.8 96.3 96.0
Orinda 99.1 100.0 100.0 99.4 100.0 100.0 99.7 98.7
Pacheco 94.3 19.8 100.0 100.0 -- 81.9 100.0 97.1
Pinole 93.4 95.8 100.0 94.5 100.0 91.8 94.1 94.5
Pittsburg 94.4 97.3 92.6 92.8 97.8 89.0 96.0 91.0
Pleasant Hill 98.0 81.7 88.0 95.0 66.7 98.3 96.5 97.2
Port Costa 100.0 -- -- -- -- 0.0 100.0 41.9
Richmond 91.5 95.4 83.0 96.5 100.0 87.2 87.7 86.7
Rodeo 96.8 98.0 -- 97.1 100.0 80.3 95.6 89.5
San Pablo 88.7 95.5 100.0 94.5 100.0 88.3 92.2 87.9
San Ramon 97.9 97.9 87.4 98.1 100.0 96.7 99.1 98.1
Tara Hills 97.9 87.2 100.0 100.0 -- 82.7 100.0 89.8
Vine Hill 92.2 100.0 -- 100.0 -- 94.2 100.0 94.7
Walnut Creek 98.3 88.3 92.7 98.8 97.3 94.9 98.4 95.8
Source: 2021 ACS 2017-2021 5-Year Estimates. https://data.census.gov/cedsci/
Physical Fitness
Students who meet all six of the fitness standards of the California Physical Fitness Test are considered to
be physically fit. Since 2004, the percentage of 5th, 7th and 9th graders in Contra Costa County who are
physically fit has generally exceeded that of the state. However, in the 2018-19 school year , the most recent
California Physical Fitness test results published by the CDE , the proportion of Contra Costa students who
met all six fitness standards had fallen across all grades tested. Among 5th graders, the proportion who met
all six standards had fallen 2.3 percentage points to 24.5%. Among 7th graders, the proportion had fallen
1.7 points to 27.2%. Among 9th graders, the proportion had fallen 0.9 points to 33.5%. Although in 2018-
19, the proportion of 9th graders in the county who met all six fit ness standards had increased to 33.5% as
compared to 30.6% in 2004, this represent ed a 7.4 point decline from 40.9% in 2013. Across all grades, 5th
graders were least likely to meet all six fit ness standards.
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Table 50 – Percentage of Students who are Physically Fit, 2004 – 2019
GRADE 2004 2007 2010 2013 2018 2019
CONTRA COSTA COUNTY Grade 5 28.4 30.6 27.1 28.1 26.8 24.5
Grade 7 32.3 34.3 31.4 33.4 28.9 27.2
Grade 9 30.6 39.8 38.3 40.9 34.4 33.5
CALIFORNIA Grade 5 24.8 28.5 25.2 26.6 24.3 23.1
Grade 7 29.1 32.9 32.1 33.0 30.1 28.2
Grade 9 26.3 35.6 36.8 38.1 34.4 33.0
Fitness also varies considerably by race, ethnicity and economic status. In 2019 across all grades, students
who identify as African American, Native Hawaiian/Pacific Islander, Filipino, Asian or multi -racial were least
likely to be physically fit, while White and Hispanic students were most likely to be physically fit. Since 2018,
the percentage of 5th graders who are physically fit had fallen most notably among those who identify as
Asian (down 1.1 points) or White (down 1.9 points), while the percentage of multi -racial 5th graders who
are physically fit had gained 2.8 percentage poin ts. The percentage of White 7th graders who are physically
fit had fallen 1.2 points since 2018, and the percentage of White 9th graders who are fit had fallen 1.9 points
since 2018. In contrast, 9th graders who identify as multi -racial had improved their rate by 1.4 points.
Table 51 – Percentage of Students who are Physically Fit by Ethnicity, 2019
Percent in Grade 5 Percent in Grade 7 Percent in Grade 9
Black or African American 8.3 8.7 8.4
American Indian or Alaska Native 0.4 0.3 0.4
Asian 14.0 15.1 14.8
Filipino 3.9 4.2 4.6
Hispanic or Latino 36.9 36.3 34.7
Native Hawaiian or Pacific Islander 0.7 0.7 0.7
White 27.6 29.1 31.3
Two or more races 8.2 5.6 5.1
Source: California Department of Education (CDE), Data & Statistics; http://www.cde.ca.gov/
Table 52 – Percentage of Physically Fit 5th Graders in Contra Costa Districts, 201 9
District 2019
Count Percent
Antioch Unified 171 14.0
Brentwood Union Elementary 198 20.2
Byron Union Elementary 68 42.8
John Swett Unified 13 11.7
Knightsen Elementary 14 23.7
Lafayette Elementary 166 40.1
Martinez Unified 86 29.1
Moraga Elementary 129 60.3
Mt. Diablo Unified 398 16.7
Oakley Union Elementary 98 19.4
Orinda Union Elementary 153 53.9
Pittsburg Unified 117 14.4
San Ramon Valley Unified 1,141 47.7
Walnut Creek Elementary 54 14.1
West Contra Costa Unified 246 12.8
Contra Costa County 3,111 24.5
Source: California Department of Education (CDE), Data & Statistics; http://www.cde.ca.gov/
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Asthma
Asthma has long been recognized by national health organizations, such as the Centers for Disease Control
and Prevention and the American Lung Association, as one of the most common chronic diseases in the
United States that overburdens health care systems , carries enormous costs in terms of missed days of work
or school and other disruptions in daily life, and disproportionally impacts children, people of color and low -
income communities. Because additional risk factors for the disease include workplace an d environmental
exposures, asthma is of special concern in Contra Costa County, which in 20 22 received an F grade on ozone
levels and particle pollution days as measure d by the American Lung Association’s State of the Air
evaluation. The ALA further reports that in 20 22, about 17,468 Contra Costa children and 84,451 adults with
asthma are at special risk from low air quality.
According to 2019-20 health data , about 12.4% of California and 10.5% of Contra Costa residents age 1-17
have ever been diagnosed with asthma, and 14.8 per 10,000 children age 0-17 in California and 14.2 per
10,000 in Contra Costa County had an asthma -related hospitalization .
Sexually Transmitted Diseases
STD rates are closely monitored by a statewide surveillance system tha t defines high -risk populations;
assesses STD trends; measures prevalence of select STDs, health impacts , and costs; and evaluates progress
toward reducing incidence rates . In recent years, i ncidence of chlamydia among residents of all ages has
been generally lower in the county as compared to the state . In the CDPH 2022 County Health Status Profile ,
chlamydia incidence rates have fallen to 483.9 per 100,000 in Contra Costa and 542.7 in California, based
on 3-year averages. County rates in 2022 were down 7.0% since the prior year, compared to a 5.9% drop in
the state . Incidence of gonorrhea among both females and males age 15 -44 has been steadily increasing
since 2015 in both the county and state, with the latest data indicating 379.4 cases per 100,000 females
and 480.1 cases per 100,000 males in Contra Costa , compared to 325.7 (females) and 530.0 (males) in the
state. Rates among county females have risen 11.3% since the prior year, compared to a n 8.0% increase in
the state . Rates among county males have risen 5.0%, compared to a 1.1% increase in the state.
The CDPH reports in its 2022 County Health Status Profile that the rate of HIV/AIDS diagnoses among Contra
Costa residents age 13 and older (279.9 per 100,000 or 2,718 cases) continues to compare favorably to the
state (411.4). However, both state and county figures have increased since 2021, with the county rate up
1.1% and cases up 2.2% or 57 cases. In compar ison, the state’s rate increased 1.7% since 2021.
Table 53 – STD Incidence for Chlamydia and Gonorrhea, All Ages
Year STD Contra Costa Rate County Cases (3-yr average) California Rate
2018 Chlamydia 422.6 4,720 480.3
Gonorrhea Female 15-44 246.0 521 218.0
Gonorrhea Male 15-44 295.6 632 372.6
2020 Chlamydia 500.2 5,693 546.1
Gonorrhea Female 15-44 310.8 662 282.9
Gonorrhea Male 15-44 426.2 920 501.4
2021 Chlamydia 520.1 5,968 576.8
Gonorrhea Female 15-44 341.0 749 301.5
Gonorrhea Male 15-44 457.2 1,007 524.2
2022 Chlamydia 483.9 5,552 542.7
Gonorrhea Female 15-44 379.4 807 325.7
Gonorrhea Male 15-44 480.1 1,051 530.0
Source: https://www.cdph.ca.gov/Programs/CHSI/CDPH%20Document%20Library/CountyHealthStatusProfiles_2022_ADA.pdf. Rate per 100,000
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Pediatric Nutrition
Nutritional status (weight, height, and hematology) among low income, high -risk infants and children is an
important indicator of health and wellbeing. Poor nutrition and poverty are also significantly correlated. A
baby is considered to be low weight if it weighs less than 2,500 grams (5lb. 8oz.). In 2022, the overall county
rate of low -birth-weight children (7.40%) continues to be slightly higher than the statewide rate (7.28%),
based on three-year averages as calculated by the CDPH. Based on Maternal and Infant Health Assessment
(MIHA) population -based survey data, 25.7% of women with live births in Contra Costa had inadequate
weight gain during pregnancy, up from 25.3% in the prior year . About 14.0% women with births experienced
food insecurity during pregnancy, which is up from 12.8%.1
Another indicator of poor nutrition that contributes to multiple health risks such as obesity, dental decay,
type 2 diabetes, high cholesterol and high blood pressure is the consumption of fast food which tends to be
very high in fat and sugar. In 2016 the CDC report s that 36.6% of U.S. adults consume fast food on any given
day, 91% of surveyed parents said they had purchased a fast-food meal for their child in the prior week,
and the frequency of fast food consumption is not related to family income.2 Alarmingly, the percentage of
Contra Costa County children age 2 -11 who ate fast food more than once a week increased from 11.4% in
2014 to 33.2% in 2016 . Meanwhile, the percentage of 2-11 year olds in the county who ate at least five
servings of fruits or vegetables each day also fell from 39.0% in 2016 to 21.4% in 2018. The CDC reports that
statewide in 2021, 36.2% of adults consume fruit less than once a day and 22.5% consume vegetables less
than once a day.3 Additionally, the Contra Costa County California Healthy Kids Survey (2017 -19) indicates
26.5% of seventh graders, 34.1% of ninth graders and 38.6% of eleventh graders reported they had not
eaten breakfast on the morning surveyed.4
Oral Health Status of Children
Dental disease and oral health problems impact more children in the United States than any other chronic
disease. Dental disease may negatively impact a child’s health and development, interfere with proper
nutrition, deter speech development and reduce school attendance and academic performance. When
children miss school due to oral health problems, school districts also suffer from the loss of funding. In
California, dental problems result in a bout 874,000 missed school days a year, over half of kindergarteners
have experienced tooth decay, and rates are higher among low -income and Latino children.5
According to the 20 23 California County Scorecard of Children’s Wellbeing published by Children Now ,
about 30% of low-income children age 0-5 in Contra Costa had visited a dentist in the past year , compared
to 31% in the prior report and 34% in California as a whole . The percentage is somewhat higher among the
county’s low -income 0-5 year olds who are Latino (38%), but lower among those who are White (23%), Black
or African American (27%) and Asian (28%).
In September 2019, the Department of Public Health (CDPH) released its CA Oral Health Surveillance Plan
to further its mission of promoting oral health and reducing oral diseases through “prevention, education
and organized community efforts.” The Plan, offered as “a model for monitoring oral disease, identifying
emerging oral health issues and detecting changes in oral health -related practices and access to services,”
1 https://www.cdph.ca.gov/Programs/CFH/DMCAH/MIHA/Pages/default.aspx
2 http://www.cdc.gov/nchs/data/databriefs/db213.htm
3 https://nccd.cdc.gov/dnpao_dtm
4 https://www.kidsdata.org/topic/737/nutrition-fastfood-age/table#fmt=1121&loc=2,171&tf=109&ch=1091,486,1092&sortColumn Id=0&sortType
5 https://www.cdph.ca.gov/Programs/CCDPHP/DCDIC/CDCB/CDPH%20Document%20Library/Oral%20Health%20Program/FINAL%20REDESIGNED
%20COHP-Oral-Health-Plan-ADA.pdf
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proposes to be a source of reliable and valid oral health data for use in developing, implementing and
evaluating the effectiveness of programs designed to improve the oral health of California residents.6
Substance Abuse
The 202 2 CDPH County Health Status Profile reports that Contra Costa County has 201.7 drug-induced
deaths per year based on a 3 -year average (2018 -2020), which translates into an age -adjusted rate of 16.6
deaths per 100,000, compared to 17.8 statewide. The county rate has risen a steep 3.2 points from 13.4 in
2021 as the number of deaths has increased 24.7%, while the state’s age -adjusted drug-induced death rate
also increased a significant 3.5 points from 14.3 in the prior year.
Table 54 – Drug-Induced Death Rates, 2017-2020
Area 2017 2018 2019 2020 2021 2022
State 11.8 12.2 12.7 13.1 14.3 17.8
County 11.4 11.0 10.9 12.2 13.4 16.6
Source: https://www.cdph.ca.gov/Programs/CHSI/Pages/County-Health-Status-Profiles.aspx
Figure 12 – Drug-Induced Death Rates, 2017-2021
According to the CDPH, the rise in opioid abuse is closely related to other statewide trends, including a rise
in homelessness, rising rates of social inequity, and increases in mental illnesses such as depression.
Increases in opioid abuse, addiction and overdoses disproportionately impact a community’s most
vulnerable and marginalized residents. CDPH data i ndicates that in 20 21, opioid-related deaths rose an
alarming 30.4% since 2020 to 7,175 deaths in the state. Statewide, medical professionals wrote 14,777,578
opioid prescriptions, and opioid overdoses resulted in 21,010 emergency department visits in 20 21. Opioid-
related overdose deaths in the county rose to 183 in 2021, up a sizable 27.1% from 144 in 2020. Countywide,
there were 498,097 (349.6 per 1,000 residents) prescriptions written for opioids (excluding buprenorphine)
in Contra Costa in 20 21, and opioid overdoses resulted in 341 emergency room visits (31.2 per 100,000).
Table 55 – Opioid-Related Overdose Deaths and Age-Adjusted Rates, 2015-2021
Area 2015 2016 2017 2018 2019 2020 2021
State Number 1,992 2,039 2,194 2,428 3,244 5,502 7,175
Rate 4.79 4.87 5.22 5.82 7.90 13.5 18.03
County Number 49 53 52 82 91 144 183
Rate 4.19 4.38 4.35 6.82 7.86 12.6 16.14
Source: https://skylab.cdph.ca.gov/ODdash/. Rate per 100,000 residents.
6 https://www.cdph.ca.gov/Programs/CCDPHP/DCDIC/CDCB/CDPH%20Document%20Library/Oral%20Health%20Program/
10.0
11.0
12.0
13.0
14.0
15.0
16.0
17.0
18.0
2017 2018 2019 2020 2021 2022
State
County
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Figure 13 – Opioid Overdose Death Rates, 2015-2021
Coronavirus Disease (COVID-19)
COVID-19 continues to impact communities with cases worldwide currently topping 761,401,518 including
6,886,987 deaths as of April 02, 2023, according to the World Health Organization (WHO). A total of
11,196,109 cases and 101,193 deaths or 0.9% of all cases have been confirmed in California , with 274,856
cases and 1,571 deaths or 0.6% of all cases in Contra Costa County as of April 02, 2023 .
As of April 02, 2023 , the county has administered 4,533,680 COVID tests resulting in a 5.0% positivity rate,
compared to 4.5% statewide . About 84.1 % of vaccine-eligible residents in the county have received a
primary series of vaccines , compared to 72.8 % statewide, and 68.7% have received at least one booster in
the county, compared to 61.3% in the state .
COMMUNITY SAFETY INDICATORS
Crime Rate and Adult Arrests
Since 20 20, statewide felony arrests among adults have fallen 2.4% or 6,697 arrests. Statewide arrests are
also down for violent offenses (down 8.9% or 9,153), property offenses (down 8.7% or 5,544), drug offenses
(down 7.7% or 1,995) and misdemeanors (down 9.1% or 52,849 ). In contrast, arrests increased for sex
offenses (up 5.9 % or 263) and other felony offenses (up 12.7% or 9,732).
In contrast, adult felony arrests in Contra Costa County have risen 2.9% or 200 arrests to 7,084 in 2021.
Adult arrests in the county are up for drug offenses (up 31.2% or 187), other felony offenses (up 26.4% or
493 and misdemeanors (up 3.1% or 294). Since 2020, arrests have fallen for violent offenses (down 13.6%
or 294), property offenses (down 8.1% or 174) and sex offenses (down 10.3% or 12). The 2021 County Health
Status Profile published by CDPH indicates California has an age-adjusted death by homicide rate of 5.2 per
100,000, up from 4.8 in 2020. In Contra Costa County , the age-adjusted death by homicide rate similarly
rose to 5.9 per 100,000 from 5.3 in 2020 . CDPH also reports that age -adjusted firearm -related death rate
for both the state and c ounty rose to 7.8 per 100,000 since 2020.
0.0
2.0
4.0
6.0
8.0
10.0
12.0
14.0
16.0
18.0
20.0
2015 2016 2017 2018 2019 2020 2021
State
County
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Table 56 – Arrests for Adult Offenders, 2010 – 2021
California 2010 2012 2014 2016 2018 2020 2021
FELONY ARRESTS 396,532 393,439 412,307 289,204 285,249 273,542 266,845
Violent Offenses 102,937 97,732 99,767 101,849 105,141 102,881 93,728
Property Offenses 100,328 95,889 87,672 69,640 68,162 63,789 58,245
Drug Offenses 115,089 117,350 133,996 37,655 27,889 25,771 23,776
Sex Offenses 6,678 6,233 5,256 4,718 4,667 4,477 4,740
Other Offenses 71,500 76,235 85,616 75,342 79,390 76,624 86,356
MISDEMEANORS 812,026 792,297 762,006 804,568 784,245 577,586 524,737
Contra Costa County 2010 2012 2014 2016 2018 2020 2021
FELONY ARRESTS 10,509 10,360 11,519 8,354 8,469 6,884 7,084
Violent Offenses 2,360 2,204 2,178 2,335 2,481 2,160 1,866
Property Offenses 3,103 2,945 3,105 2,683 2,642 2,140 1,966
Drug Offenses 3,165 3,200 3,875 1,027 790 600 787
Sex Offenses 176 177 152 147 140 116 104
Other Offenses 1,705 1,834 2,209 2,162 2,416 1,868 2,361
MISDEMEANORS 15,719 13,678 14,720 17,010 16,223 9,410 9,704
Source: https://openjustice.doj.ca.gov/exploration/crime-statistics/arrests
Adult Incarcerations
The incarceration rate in Contra Costa County rose 292% in the 45 years between 1970 and 2015, up from
355 in 1970 to 1,392 in 2015. In 2015, males in the county are incarcerated at a rate of 328.0 per 100,000,
compared to 45.0 per 100,000 among females, although from 2010 to 2015, incarceration rates rose 16%
among males and 20% among females . Despite the increasing incarceration rate for Contra Costa females ,
the vast majority of the inmate population are male (1,190 or 85.5%). In 2015, the county’s 1,198 jails have
an average daily population of 928 inmates. The incarceration rate in the county varies by race and ethnicity
with the highest rate per 100,000 among Black or African American residents (609.0), followed by Asian
residents (499.0), Hispanic residents (246.0) and White residents (99.0).7
Domestic Violence
In 2021, the total number of domestic violence calls for assistance in California overall (164,608) is 2.5%
higher than in 2020. In contrast, the number of domestic violence calls for assistance from Contra Costa
County residents in 2021 has fallen a notable 13.1% or 419 calls to 2,771 since 2020 .
Table 57 – Number of Domestic Violence Calls for Assistance, 2008–2020
2010 2012 2014 2016 2018 2020 2021
California 166,361 157,634 155,965 164,569 166,890 160,646 164,608
Contra Costa 3,687 3,286 3,410 2,947 3,263 3,190 2,771
Source: State of California Dept. of Justice, https://openjustice.doj.ca.gov/crime-statistics/domestic-violence
Child Abuse
Since 2005 , the percentage of substantiated child abuse cases of children age 0-17 has been considerably
lower in the county than in California as a whole , and in December 2022, the county’s rate is now 5.6%
compared to 11.8% in the state. The number of substantiated cases in the county also fell a considerable
32.0% or 240 children from 749 in 2021 to 509 in 2022.
7 https://www.statecourts.org/inmate-search/california/contra-costa-county/
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Table 58 – Percentage of Child Abuse Cases Substantiated, 2005–2022
2005 2009 2013 2017 2020 2021 2022
California 22.8 19.7 17.5 14.3 15.7 14.2 11.8
Contra Costa County 19.5 12.7 13.1 9.7 9.8 8.2 5.6
Source: http://cssr.berkeley.edu/ucb_childwelfare/. Rate per 1,000 children (ages 0-17); Measures the percentage of child abuse reports that warrant an in-person investigation and are determined to have occurred.
Figure 14 – Rate of Substantiated Child Abuse Cases, 2005 – 2022
Table 59 – Number of Substantiated Child Abuse Cases, 2005 – 2022
2005 2009 2013 2017 2020 2021 2022
Contra Costa County 2,015 1,330 1,348 972 807 749 509
Source: http://cssr.berkeley.edu/ucb_childwelfare/.
In 2022, 26.2% of all 9,082 allegations of child abuse in the county involve children age 0 to 5, with 5.2%
(468) involv ing infants less than 1 year old, 7.9% (719) involving children age 1 to 2 and 13.2% (1,197)
involving children age 3 to 5 . Since 2021, the number of allegations that involve children age 0 to 5 has
fallen 4.4% or 110 children .
Table 60 – Child Abuse Allegations by Age, 2017 – 2022
2017 2018 2019 2020 2021 2022
Age Count Percent Count Percent Count Percent Count Percent Count Percent Count Percent
Under 1 588 5.8 539 5.4 486 5.0 474 5.8 495 5.4 468 5.2
1-2 853 8.5 789 7.9 797 8.2 711 8.6 712 7.8 719 7.9
3-5 1,461 14.5 1,515 15.3 1,429 14.7 1,210 14.7 1,287 14.2 1,197 13.2
6-10 3,147 31.3 3,097 31.2 2,942 30.3 2,319 28.2 2,663 29.3 2,702 29.8
11-15 2,993 29.8 2,990 30.1 3,036 31.2 2,577 31.3 2,906 32.0 2,953 32.5
16-17 1,016 10.1 997 10.0 1,028 10.6 934 11.4 1,024 11.3 1,043 11.5
Total 10,058 9,927 9,718 8,225 9,087 9,082
Source: https://ccwip.berkeley.edu/childwelfare/reports/AllegationRates/MTSG/r/rts/s
Juvenile Arrests
Countywide, there are 385 juvenile arrests of all types reported by law enforcement agencies in 202 1, down
25.1% or 129 juvenile arrests since 20 20. Of 385 arrests, 174 (45.2 %) are for felony offenses, 77 (20.0%) are
for violent offenses and 211 (54.8%) are for misdemeanors.
2.0
4.0
6.0
8.0
10.0
12.0
14.0
16.0
18.0
20.0
22.0
24.0
2005 2009 2013 2017 2020 2021 2022
California
Contra Costa
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Table 61 – Juvenile Arrests in Contra Costa County, 2011 – 2020
2011 2013 2015 2017 2019 2020 2021
Felony 952 662 523 461 375 298 174
Misdemeanor 1,579 1,132 958 716 492 216 211
Total 2,531 1,794 1,481 1,177 869 514 385
Source: https://openjustice.doj.ca.gov/exploration/crime-statistics/arrests
Juvenile felony arrests continue to vary significantly by race and ethnicity with African American or Black
youth accounting for 60.9% (106) of arrests made in the county, Hispanic youth accounting for 25.9% (45),
and White youth accounting for 9.2% (16) of all juvenile felony arrests made in 2021.
Table 62 – Juvenile Felony Arrests by Race and Ethnicity, Contra Costa 2017–2020
2017 2018 2019 2020 2021
Black / African American Count 251 155 222 177 106
Percent 54.4 49.1 59.2 59.4 60.9
Hispanic / Latino Count 107 93 109 80 45
Percent 23.2 29.4 29.1 26.8 25.9
White Count 74 53 33 24 16
Percent 16.1 16.8 8.8 8.1 9.2
Other Count 29 15 11 17 7
Percent 6.3 4.7 2.9 5.7 4.0
TOTAL JUVENILE FELONY ARRESTS 1,179 794 869 298 174
Source: https://openjustice.doj.ca.gov/exploration/crime-statistics/arrests
In 2022, the Contra Costa County District Attorney ’s office launched R.E.S.T.O.R., the county’s first juvenile
diversion program , which provide s alternatives to incarceration for youth who commit low -level offenses .
This pilot program , supported by a $1 million California Department of Corrections grant, is intended to
advance youth justice in the county by creating individualized treatment and rehabilitation plans for low -
level offenders that allows them to receive program services with in a community context where they may
retain supportive ties to their family, school, and community .8
Figure 15 – Percentage of Juvenile Felony Arrests by Ethnicity, 2017-2021
8 https://www.postnewsgroup.com/reimagining-youth-justice-in-contra-costa-county/
0.0
10.0
20.0
30.0
40.0
50.0
60.0
70.0
2017 2018 2019 2020 2021
Black
Hispanic
White
Other
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Gang Membership Among Youth
Despite its recognition as a serious threat to youth and community health, gang activity and membership is
not easily tracked and current data is not maintained by most criminal justice agencies. However, data
compiled by Helping Gang Youth indicates that 40% of gang members are juveniles. A number of factors
increase the chance that youth will turn to gangs including difficulty or failure in school, high rate of truancy,
lack of opportunity for positive activities outside of school, being from a low-income household or
community, and struggling with learning disabilities and/or emotional disorders. An estimated 60% to 78%
of all incarcerated gang members have a learning disability or an emotional disorder that may inhibit them
from engaging or excelling in school.9
According to the 2017 -19 California Healthy Kids Survey, self -reports of gang membership among Contra
Costa County 7th graders encouragingly dropped from 5.5% in 2011 -13 to 4.6% in 2015-17 and improved
further to 4.4% in 2017-19 . Among 11th graders, student reported gang membership rose from 4.8% in
2011-13 to 5.5% in 2015-17 but fell again to 4.7 % in 2017-19. About 5.2% of public school staff working in
county elementary schools report gang -related activity may be a problem, while 43.3% of those working in
county high schools report gang -related activity may be a problem.10
CHILDREN AND FAMILIES
Births
In 2021 , the birth rate in Contra Costa increased to 54.7 per 1,000 women age 15-50, continuing its upward
trend. The teen birth rate in the county (1.3 ) also rose slightly, unlike that in the state which fell slightly (7.8
per 1,000 ). About 14,853 women age 15 to 50 gave birth in Contra Costa in 202 1, up 7.4% or 1,022 since
2020, in contrast to California, which saw another 0.4% decline in women with births.
Areas with the largest 1-year increases in women with births include Richmond (up 543 or 30.3%), Concord
(up 174 or 9 .0%), San Ramon (up 158 or 24.3%), Pittsburg (up 153 or 12.3%) and Walnut Creek (up 152 or
27.0%). In contrast to the county as a whole , areas with notable declines in women with births includ e
Brentwood (down 119 or 19.0%), Danville (down 93 or 33.2%), Rodeo (down 38 or 17.9%) and Kensington
(down 33 or 80.5 %). The highest teen birth rates in the county occur in Richmond (11.9 ) and Oakley (4.3).
Table 63 – Birth Rate of Women Age 15-50, Contra Costa County (2009–2021)
2009 2011 2013 2015 2017 2019 2020 2021
Rate per 1,000 62.3 58.1 58.0 51.1 47.8 49.1 51.3 48.2
Source: 2021 ACS 2017-2021 5-Year Estimates. https://data.census.gov/cedsci/
In 2021, 9,538 native -born women age 15 -50 in Contra Costa had births, up 386 or 4.2%, while 5,315 foreign -
born women had births, up 636 or 13.6% since 2020. Of 9,538 native -born Contra Costa County women with
births, 33.4% (3,182) are unmarried, up from 31.6% (2,895) in 2020. Of 5,315 foreign -born women with
births, 17.8% (948) are unmarried in 2021, down from 18.5% (866) in 2020. The largest concentration of
foreign -born women with births occurs in Richmond (1,129), Concord (508), Pittsburg (500), San Ram on
(445) and Antioch (400).
9 http://www.helpinggangyouth.com/disability-best_corrections_survey.pdf
10 https://data.calschls.org/resources/Contra_Costa_County_1719_Sec_CHKS.pdf
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Table 64 – Births and Birth Rates by Census Place, 2021
Area Women 15-50 Women with births Rate/1,000 Females 15-19 Teens with births
California 9,576,857 461,770 48.2 1,266,042 9,820
Countywide 271,728 14,853 54.7 36,718 47
Alamo 2,229 14 6.3 345 0
Antioch 28,207 1,457 51.7 4,691 0
Bay Point 6,310 481 76.2 670 0
Bayview 663 33 49.8 66 0
Blackhawk 1,992 217 108.9 433 0
Brentwood 15,225 507 33.3 2,928 0
Clayton 2,482 36 14.5 607 0
Clyde 125 34 272.0 0 0
Concord 29,475 2,104 71.4 3,170 0
Contra Costa Ctr 2,120 96 45.3 25 0
Crockett 770 54 70.1 82 0
Danville 8,814 187 21.2 1,647 0
Discovery Bay 3,365 237 70.4 679 0
E Richmond Hts 680 15 22.1 25 0
El Cerrito 6,284 239 38.0 498 0
El Sobrante 3,516 144 41.0 460 0
Hercules 5,667 195 34.4 465 0
Kensington 892 8 9.0 97 0
Lafayette 5,126 155 30.2 911 0
Martinez 8,096 497 61.4 741 0
Moraga 4,094 158 38.6 1,083 0
No. Richmond 1,037 77 74.3 199 0
Oakley 10,413 678 65.1 1,392 6
Orinda 3,622 115 31.8 935 0
Pacheco 1,563 64 40.9 258 0
Pinole 4,257 257 60.4 329 0
Pittsburg 19,007 1,393 73.3 2,838 5
Pleasant Hill 8,307 392 47.2 927 0
Richmond 30,526 2,335 76.5 2,936 35
Rodeo 2,340 174 74.4 214 0
San Pablo 8,485 458 54.0 1,420 0
San Ramon 20,349 809 39.8 2,744 1
Tara Hills 1,259 184 146.1 226 0
Vine Hill 792 13 16.4 46 0
Walnut Creek 14,305 714 49.9 1,405 0
Source: 2021 ACS 2017-2021 5-Year Estimates. https://data.census.gov/cedsci/
In 2021, 6,396 (2.4%) of all county women age 15 -50 receive public assistance benefits, compared to 2.9%
statewide. Countywide, 969 (6.5%) of all 14,853 women age 15 -50 with a birth in the past year receive PA
benefits, compared to 6.5% statewide. Areas wi th the highest number of women with births receiving PA
include Antioch (279), San Pablo (154), Concord (116) and San Ramon (110). The percentage of women with
births to receive PA benefits in 2021 is much higher than county average (6.5%) in San Pablo (33 .6%),
Hercules (22.6%), Antioch (19.1%) and San Ramon (13.6%). The percentage of women with births on PA
rose most notably in Brentwood (up 4.7 percentage points), El Cerrito (up 4.6 points) and Pleasant Hill (up
4.1 points). The percentage of women with births on PA fell most notably in Kensington (down 31.7
percentage points), Rodeo (down 9.6 points) and Danville (down 7.5 points).
428
Contra Costa County 79 of 11 7
COMMUNITY ASSESSMENT FOR CY 202 3 -2025
Table 65 – Births by Nativity and Census Place, 2021
Area Women
15-50
With
birth(s)
Married with births Unmarried with births
All Native Foreign born All Native Foreign born
California 9,576,857 461,770 320,731 202,447 118,284 141,039 110,644 30,395
Contra Costa Cnty 271,728 14,853 10,723 6,356 4,367 4,130 3,182 948
Alamo 2,229 14 14 5 9 0 0 0
Antioch 28,207 1,457 983 675 308 474 382 92
Bay Point 6,310 481 312 43 269 169 131 38
Bayview 663 33 21 21 0 12 12 0
Bethel Island 210 0 0 0 0 0 0 0
Blackhawk 1,992 217 217 184 33 0 0 0
Brentwood 15,225 507 376 266 110 131 131 0
Byron 541 0 0 0 0 0 0 0
Clayton 2,482 36 36 5 31 0 0 0
Clyde 125 34 34 34 0 0 0 0
Concord 29,475 2,104 1,567 1,151 416 537 445 92
Contra Costa Ctr 2,120 96 54 0 54 42 41 1
Crockett 770 54 54 42 12 0 0 0
Danville 8,814 187 180 129 51 7 0 7
Diablo 87 0 0 0 0 0 0 0
Discovery Bay 3,365 237 213 190 23 24 24 0
E Richmond Hts 680 15 15 15 0 0 0 0
El Cerrito 6,284 239 229 115 114 10 10 0
El Sobrante 3,516 144 134 42 92 10 0 10
Hercules 5,667 195 116 56 60 79 72 7
Kensington 892 8 8 8 0 0 0 0
Knightsen 225 0 0 0 0 0 0 0
Lafayette 5,126 155 138 49 89 17 17 0
Martinez 8,096 497 445 376 69 52 52 0
Moraga 4,094 158 132 67 65 26 8 18
No. Richmond 1,037 77 51 22 29 26 0 26
Oakley 10,413 678 399 288 111 279 211 68
Orinda 3,622 115 104 81 23 11 0 11
Pacheco 1,563 64 64 39 25 0 0 0
Pinole 4,257 257 166 49 117 91 91 0
Pittsburg 19,007 1,393 1,020 632 388 373 261 112
Pleasant Hill 8,307 392 319 242 77 73 62 11
Richmond 30,526 2,335 1,316 516 800 1,019 690 329
Rodeo 2,340 174 118 90 28 56 56 0
San Pablo 8,485 458 117 19 98 341 264 77
San Ramon 20,349 809 738 306 432 71 58 13
Tara Hills 1,259 184 116 89 27 68 68 0
Vine Hill 792 13 13 13 0 0 0 0
Walnut Creek 14,305 714 618 324 294 96 96 0
Source: 2021 ACS 2017-2021 5-Year Estimates. https://data.census.gov/cedsci/
Table 66 – Women 15-50 with Births Receiving Public Assistance, 2021
Area Women
15-50
Received
PA % with PA Women 15-50
with Births
Women with
births received PA
% Women with
births & PA
California 9,576,857 274,634 2.9 461,770 30,084 6.5
Contra Costa Cnty 271,728 6,396 2.4 14,853 969 6.5
Alamo 2,229 0 0.0 14 0 0.0
Antioch 28,207 1,609 5.7 1,457 279 19.1
Bay Point 6,310 69 1.1 481 34 7.1
Bayview 663 0 0.0 33 0 0.0
Bethel Island 210 0 0.0 0 0 --
429
Contra Costa County 80 of 11 7
COMMUNITY ASSESSMENT FOR CY 202 3 -2025
Area Women
15-50
Received
PA % with PA Women 15-50
with Births
Women with
births received PA
% Women with
births & PA
Blackhawk 1,992 9 0.5 217 0 0.0
Brentwood 15,225 242 1.6 507 24 4.7
Byron 541 16 3.0 0 0 --
Clayton 2,482 16 0.6 36 0 0.0
Clyde 125 0 0.0 34 0 0.0
Concord 29,475 474 1.6 2,104 116 5.5
Contra Costa Ctr 2,120 33 1.6 96 0 0.0
Crockett 770 32 4.2 54 0 0.0
Danville 8,814 96 1.1 187 0 0.0
Diablo 87 0 0.0 0 0 --
Discovery Bay 3,365 31 0.9 237 18 7.6
E Richmond Hts 680 0 0.0 15 0 0.0
El Cerrito 6,284 50 0.8 239 11 4.6
El Sobrante 3,516 84 2.4 144 0 0.0
Hercules 5,667 87 1.5 195 44 22.6
Kensington 892 0 0.0 8 0 0.0
Knightsen 225 0 0.0 0 0 --
Lafayette 5,126 32 0.6 155 0 0.0
Martinez 8,096 151 1.9 497 0 0.0
Moraga 4,094 10 0.2 158 0 0.0
North Richmond 1,037 0 0.0 77 0 0.0
Oakley 10,413 162 1.6 678 6 0.9
Orinda 3,622 9 0.2 115 0 0.0
Pacheco 1,563 60 3.8 64 0 0.0
Pinole 4,257 7 0.2 257 0 0.0
Pittsburg 19,007 848 4.5 1,393 44 3.2
Pleasant Hill 8,307 116 1.4 392 30 7.7
Richmond 30,526 740 2.4 2,335 70 3.0
Rodeo 2,340 237 10.1 174 3 1.7
San Pablo 8,485 435 5.1 458 154 33.6
San Ramon 20,349 297 1.5 809 110 13.6
Tara Hills 1,259 10 0.8 184 0 0.0
Vine Hill 792 144 18.2 13 0 0.0
Walnut Creek 14,305 190 1.3 714 26 3.6
Source: 2021 ACS 2017-2021 5-Year Estimates. https://data.census.gov/cedsci/
INFANT MORTALITY
Based on the County Health Status Profile published in 20 22 by CDPH, infant mortality rates in Contra Costa
County as a whole fell from a 10-year high of 4.9 in 2010 to 3.1 per 1,000 infants in 20 21 but have risen to
3.6 per 1,000 in 2022 . By comparison, California has an infant mortality rate of 3.9 per 1,000 infants in 2022,
down considerably from 2010 but unchanged since 2021 . Although infant mortality rates rose from 2006 to
2010, the trend since 2010 suggests improvements in factors such as maternal health, health care access,
health practices or related socioeconomic conditions in the county as a whole. Published rates are based
on 3-year averages and indicate infant mortality in the county has been significantly lower than in the state.
Both the county and state rates have for several years met the Healthy People 2020 National Objective of
no more than 6.0 infant deaths per 1,000 live births.
Table 67 – Infant Mortality Rate per 1,000, Contra Costa County, 2016–2021
2016 2017 2018 2019 2020 2021 2022
Contra Costa County 5.0 4.2 3.9 3.4 3.2 3.1 3.6
California 4.9 4.6 4.6 4.4 4.3 3.9 3.9
Source: County Profiles at https://www.cdph.ca.gov/Programs/CHSI/CDPH%20Document%20Library/CountyHealthStatusProfiles_2022 _ADA.pdf.
430
Contra Costa County 81 of 11 7
COMMUNITY ASSESSMENT FOR CY 202 3 -2025
Figure 16 – Infant Mortality Rates, 2016-2022
Critically, infant mortality varies by race and ethnicity with the highest rates among Black or African
American county residents (7.2), while rates among Hispanic (3.4), White (3.2) and Asian or Pacific Islander
(2.8) residents are considerably lower. Sub -group rates are averaged across 2017 -2019, which are the most
recent county-level rates available for Black/African American, White and Asian/Pacific Islander residents.
LOW WEIGHT BIRTHS
A baby is considered to be low weight if it weighs less than 2,500 grams (5 lb. 8 oz.) at birth. In the United
States, low birthweight is a strong predictor of infant mortality and morbidity, and the nutritional status
(weight, height, and hematology) amon g low income, high-risk infants and children is an important indicator
of health and wellbeing. Poor nutrition and poverty are also significantly correlated, if not causal. Preterm
birth, or births occurring before 37 weeks of gestation, is one of the pred ominant proximate causes of low
birthweight. Risk factors for preterm delivery include low socioeconomic status, low pre -pregnancy weight,
inadequate weight gain during pregnancy, history of infertility problems, smoking and multiple gestations.
Infants wh o are born at low birthweight are at greater risk of developing other problems later in life, such
as physical disabilities and developmental delays.
Per CDPH data published in 202 2, the overall county rate of low-birth-weight children (7.0%) has now
improved to the statewide rate (7.0%). The county rate fell 0.2 points since 2021, while the statewide rate
is unchanged since 2021, and both rates continue to meet the National Healthy People 2020 objective of
no more than 7.8 per 100 live births.
Table 68 – Percentage of Low-Birth-Weight Babies, 2015–2021
Area 2015 2016 2017 2018 2019 2020 2021 2022
Contra Costa County 6.9 6.8 6.8 6.8 7.0 7.0 7.2 7.0
California 6.8 6.8 6.8 6.8 6.9 6.9 7.0 7.0
Source: https://www.cdph.ca.gov/Programs/CHSI/CDPH%20Document%20Library/CountyHealthStatusProfiles_2022_ADA.pdf.
PRENATAL CARE
The percentage of Contra Costa pregnant women who receive prenatal care in their first trimester has
generally exceeded the state in recent years . The latest CDPH published indicate s 89.9% of pregnant women
in the county receive prenatal care in their first trimester, which is a slight improve ment from 89.8% in
2021. By comparison, the state rate of 86.8% also improved from 85.1% in the prior year. The current county
rate (89.9%) and state rate (86.8%) both exceed the new MICH-10.1 Healthy People 2020 National Objective
of 84.8% of pregnant women .
2.0
2.5
3.0
3.5
4.0
4.5
5.0
5.5
2016 2017 2018 2019 2020 2021 2022
County
State
431
Contra Costa County 82 of 11 7
COMMUNITY ASSESSMENT FOR CY 202 3 -2025
Table 69 –Women Receiving Prenatal Care in First Trimester, 2016–2021
Area 2016 2017 2018 2019 2020 2021 2022
Contra Costa County 84.4 86.4 86.9 87.5 88.3 89.6 89.9
California 83.6 83.3 83.3 83.5 83.9 85.1 86.8
Source: https://www.kidsdata.org/topic/312/prenatal-care/table#fmt=94&loc=2,171&tf=141&sortType=asc. Based on https://www.cdph.ca.gov/
Because the CDPH recognizes that utilization of prenatal care in the first trimester of pregnancy does not
take into account whether prenatal care continue d throughout pregnancy, it also publishes the percentage
of pregnant women who receive “adequate or adequate plus” ongoing prenatal care, which characterizes
prenatal care in terms of the trimester in which care is first accessed and the number of prenatal care visits
during pregnancy . The latest estimates in Contra Costa County indicate 74.3% of pregnant women received
adequate or adequate plus prenatal care, which indicates this health measure continues to trend down
from 77.0% in 2018 , 75.8% in 2019 , and 74.7% in 2020 . In contrast, 77.8% of pregnant women statewide
receive adequate or adequate plus prenatal care, which is down slightly from 78.0% in 2020. Unfortunately,
both rates remain well below the new MICH-10.1 Healthy People 2020 National Objective of 83.2 %.
BIRTHS TO TEENS
Teenage mothers have historically been more likely than other mothers to have preterm babies, more likely
to have low birthweight infants, and less likely to get prenatal care in their first trimester. According to the
California Department of Public Healt h, rates in both the county and state have shown marked declines
since 2014 , with the age-specific rate of teen birth s per 1,000 in the county improving from 22.8 in 2014 to
7.6 in 2022 , while the state rate also continues to improve from 36.0 in 2014 to 11.4 in 2022. Note that
since 2021, the county rate has increased slightly, while the statewide rate fell significantly.
Table 70 – Age-Specific Rate of Births to Teens, 2002–2021
Area 2010 2012 2014 2016 2018 2020 2021 2022
Contra Costa County 20.7 14.9 22.8 17.2 10.9 9.1 7.5 7.6
California 31.6 26.2 36.0 32.0 17.6 14.2 12.4 11.4
Source: https://www.cdph.ca.gov/Programs/CHSI/CDPH%20Document%20Library/CountyHealthStatusProfiles_2022_ADA.pdf.
Figure 17 – Birth Rate Among Teens, 2010-2021
0.0
5.0
10.0
15.0
20.0
25.0
30.0
35.0
40.0
2010 2012 2014 2016 2018 2020 2021 2022
Contra Costa
California
432
Contra Costa County 83 of 11 7
COMMUNITY ASSESSMENT FOR CY 202 3 -2025
Child Care
NEED FOR CHILDCARE
Since 1997 the California Child Care Resource and Referral Network has published the California Child Care
Portfolio in an effort to standardize and distribute reliable d ata about the status of child care in California.
The Network reports on the potential demand and availability of licensed childcare in each county. Potential
demand for childcare is assessed by looking at t rends in population growth, including changes in the age
distribution of children, the number of children with parents in the workforce, and the number of children
living in poverty.
The latest California Child Care Portfolio published (2021) estimate s the total number of slots in licensed
childcare centers rose 9% to 27,849 slots, while the number of slots in licensed family childcare homes fell
4% to 8,230 since 2019 . In that year, the portfolio reports t he county saw a 3% drop in children less than 2,
a 6% drop in 2 year olds, a 6% drop in 3 year olds and 2% drop in 4 year olds since 2018. Statewide, the
population of children less than 2 fell 7%, children age 2 fell 9%, children age 3 fell 9% and children age 4
fell 4% since 2018 .
A licensed childcare space is available to about 33% of Contra Costa County and 25 % of California children
age 0-12 whose parents work . About 38% of all parent requests for licensed childcare in 2021 were for 0-1
year olds, unchanged since 2019 . However, the percentage of requests for 0 -1 year olds that were for full
time care increased from 79% to 80%. Another 45% of requests were for 2 -5 year olds and 73% (4 year olds)
and 95% (2 year olds) of these requests were for full time care. About 85% of families seeking childcare in
the county did so because parents are working, up considerably from 76% in 2019. About 8,905 county
children receive subsidized care in 20 21, up a considerable 25.4% from 7,103 in 20 19.
ACCESS TO CHILD CARE
The California Community Care Licensing Division reports that in April 2023, Contra Costa County has 19,580
preschool age day care slots in 332 licensed or license -pending centers, a 294 slot or 1.5% capacity increase
since February 202 2. In April 2023 , the county also has 2,182 infant slots in 87 licensed or license -pending
centers, unchanged since February 2022.
Table 71 – Number of Child Care Slots in Licensed Facilities by City, April 2023
City Day Care Centers Day Care Center Slots Infant Centers Infant Center Slots
ALAMO 7 347 0 0
ANTIOCH 17 1,253 6 151
BAY POINT 6 310 2 52
BRENTWOOD 23 1,428 8 199
CLAYTON 5 263 1 28
CONCORD 46 2,581 12 340
CROCKETT 1 32 0 0
DANVILLE 21 1,326 3 45
DISCOVERY BAY 2 108 0 0
EL CERRITO 10 455 1 28
EL SOBRANTE 5 260 1 29
KENSINGTON 5 321 0 0
LAFAYETTE 14 911 4 96
MARTINEZ 12 658 6 121
MORAGA 8 637 3 36
OAKLEY 8 402 2 64
ORINDA 9 465 0 0
433
Contra Costa County 84 of 11 7
COMMUNITY ASSESSMENT FOR CY 202 3 -2025
City Day Care Centers Day Care Center Slots Infant Centers Infant Center Slots
PINOLE 4 155 0 0
PITTSBURG 18 851 4 89
PLEASANT HILL 19 1,049 5 153
RICHMOND 28 1,580 7 223
RODEO 4 185 3 55
SAN PABLO 11 400 3 87
SAN RAMON 21 1,541 9 232
WALNUT CREEK 28 2,062 6 154
Total 332 19,580 87 2,182
Source: https://cdss.ca.gov/inforesources/community-care-licensing
Table 72 – Licensed Day Care Facilities and Capacity by Zip Code, April 2023
Day Care Facility Name Address City Zip Capacity
ALAMO COUNTRY SCHOOL 1261 LAVEROCK LANE ALAMO 94507 64
ALAMO MONTESSORI SCHOOL 1350 DANVILLE BLVD ALAMO 94507 36
CREATIVE LEARNING CENTER 120 HEMME AVENUE ALAMO 94507 52
DORRIS-EATON SCHOOL, THE 1286 STONE VALLEY ROAD ALAMO 94507 90
MEADOWLARK CHILDREN'S CENTER 2964 MIRANDA AVENUE ALAMO 94507 26
UNITED METHODIST PRESCHOOL 902 DANVILLE BLVD ALAMO 94507 50
ALAMO MONTESSORI 1350 DANVILLE BLVD ALAMO 94507 29
CHILD DAY SCHOOL, LLC - ANTIOCH 112 EAST TREGALLAS ROAD ANTIOCH 94509 92
CORNERSTONE CHRISTIAN PRESCHOOL 2800 SUNSET LANE ANTIOCH 94509 60
HILLTOP CHRISTIAN PRESCHOOL 2200 COUNTRY HILLS DRIVE ANTIOCH 94509 80
HOLY ROSARY SCHOOL 25 EAST 15TH STREET ANTIOCH 94509 45
IMAGINATION ACADEMY 2032 HILLCREST AVE ANTIOCH 94509 45
KINDERCARE LEARNING CENTER, #1039 2300 MAHOGANY WAY ANTIOCH 94509 95
LA PETITE ACADEMY, INC. 1350 E. TREGALLAS ANTIOCH 94509 119
LITTLE ANGELS COUNTRY SCHOOL 1816 HILLCREST AVENUE ANTIOCH 94509 39
SO BIG CO-OP PRESCHOOL 1201 W. 10TH ST. CAFETERIA BLD ANTIOCH 94509 24
STARLIGHT ACADEMY III 508 WEST TREGALLAS ANTIOCH 94509 30
YMCA OF THE EAST BAY - BELSHAW ELC 2801 ROOSEVELT LANE ANTIOCH 94509 52
YMCA OF THE EAST BAY - FAIRGROUNDS ELC 1203 WEST 10TH STREET ANTIOCH 94509 128
YWCA OF CONTRA COSTA - MARY ROCHA 931 CAVALLO ROAD ANTIOCH 94509 89
KINDERCARE LEARNING CENTER 4308 FOLSOM DRIVE ANTIOCH 94531 72
KINDERCARE LEARNING CENTER 4108 LONE TREE WAY ANTIOCH 94531 96
LEARNING EXPERIENCE, THE 4831 LONE TREE WAY ANTIOCH 94531 130
YMCA OF THE EAST BAY - LONE TREE ELC 1931 MOKELUMNE DRIVE ANTIOCH 94531 57
CONTRA COSTA COUNTY-RIVERVIEW CENTER 227 PACIFICA AVENUE BAY POINT 94565 40
CONTRA COSTA CO. HEAD START-LAVONIA ALLEN CTR 94 1/2 MEDANOS AVENUE BAY POINT 94565 48
KIDS FIRST ACADEMY 2430 WILLOW PASS RD., STE 111 BAY POINT 94565 38
SUNNYBROOK LEARNING CENTER 3255 WILLOW PASS ROAD BAY POINT 94565 53
YWCA OF CONTRA COSTA - BAY POINT 225 PACIFICA AVENUE BAY POINT 94565 71
YWCA OF CONTRA COSTA COUNTY - DELTA YOUTH 605 PACIFICA AVENUE BAY POINT 94565 60
BABY YALE ACADEMY 5521 LONE TREE WAY STE100 BRENTWOOD 94513 74
BABY YALE ACADEMY-HARVEST PARK 605 HARVEST PARK, STE A BRENTWOOD 94513 22
BAY CHRISTIAN SCHOOL, THE 2200 VENTURA DRIVE BRENTWOOD 94513 44
CELEBRATION CENTER 2260 JEFFREY WAY BRENTWOOD 94513 150
CONTRA COSTA COUNTY HEAD START - MARSH CREEK 7251 BRENTWOOD BLVD BRENTWOOD 94513 36
CONTRA COSTA CO. CHILD START - LOS NOGALES CTR 321 ORCHARD DRIVE BRENTWOOD 94513 40
EL CONCILIO 321 ORCHARD DRIVE #B BRENTWOOD 94513 20
GODDARD SCHOOL, THE 115 TECHNOLOGY WAY BRENTWOOD 94513 144
KIDDIE ACADEMY 8680 BRENTWOOD BLVD. BRENTWOOD 94513 120
KINDERCARE LEARNING CENTER 2321 EAGLE ROCK AVE. BRENTWOOD 94513 104
LITTLE DIAMONDS PRESCHOOL 2015 ELKINS WAY SUITE A BRENTWOOD 94513 34
LOVE FOR LEARNING 833 SECOND ST BRENTWOOD 94513 25
LOVE FOR LEARNING 120 GUTHRIE LN BRENTWOOD 94513 30
MONTESSORI SCHOOL OF BRENTWOOD, INC. 3421 BALFOUR ROAD BRENTWOOD 94513 120
OLIVINA EDUCATION 1265 DAINTY AVENUE BRENTWOOD 94513 65
SMART START PRESCHOOL 2882 O'HARA AVE BRENTWOOD 94513 30
STAY AND PLAY PRESCHOOL 771 GRIFFITH LANE BRENTWOOD 94513 21
434
Contra Costa County 85 of 11 7
COMMUNITY ASSESSMENT FOR CY 202 3 -2025
Day Care Facility Name Address City Zip Capacity
SUNSHINE HOUSE - BRENTWOOD 401 CHESTNUT STREET BRENTWOOD 94513 38
SUNSHINE HOUSE - BRENTWOOD II 3700 WALNUT BOULEVARD BRENTWOOD 94513 75
SUNSHINE HOUSE - LOMA VISTA KID ZONE 2110 SAN JOSE AVE. BRENTWOOD 94513 30
TINY TOES 1284 DAINTY AVE BRENTWOOD 94513 52
WEE CARE CENTER 1275 FAIRVIEW AVENUE BRENTWOOD 94513 130
BABY YALE ACADEMY AT PC 6830 LONE TREE WAY SUITE A BRENTWOOD 94513 24
CLAYTON CHILDREN'S CENTER 6760 MARSH CREEK ROAD CLAYTON 94517 45
CLAYTON COMMUNITY SCHOOL 5880 MT. ZION DRIVE CLAYTON 94517 25
CLAYTON VALLEY PRESBYTERIAN CHILDREN'S CTR 1578 KIRKER PASS ROAD CLAYTON 94517 63
KINDERCARE LEARNING CENTER 6095 MAIN STREET CLAYTON 94517 72
ST. JOHN'S PRESCHOOL 5555 CLAYTON ROAD CLAYTON 94517 58
CONCORDIA SCHOOL, THE - CONCORD 2353 FIFTH AVENUE CONCORD 94518 34
DIANNE ADAIR AT EL MONTE 1400 DINA DRIVE CONCORD 94518 36
GARDEN COMMUNITY PRESCHOOL, THE 1015 OAK GROVE ROAD CONCORD 94518 39
LA PETITE ACADEMY 4304 COWELL ROAD CONCORD 94518 97
SUPER KIDZ CLUB 2140 MINERT RD. CONCORD 94518 15
WOOD ROSE ACADEMY AND PRESCHOOL 4347 COWELL ROAD CONCORD 94518 72
KIDZ PLANT, INC 2950 TREAT BLVD CONCORD 94518 72
BRIGHT STARS LEARNING CENTER PRESCHOOL 3036 CLAYTON ROAD CONCORD 94519 37
CALVARY CHRISTIAN SCHOOL 3425 CONCORD BLVD. CONCORD 94519 82
FIRST LUTHERAN CHRISTIAN PRESCHOOL 4006 CONCORD BOULEVARD CONCORD 94519 60
JOYFUL KIDS ACADEMY LLC PARKSIDE JOYFUL KIDS 2898 CONCORD BLVD. CONCORD 94519 73
KIDANGO - BALDWIN 2750 PARKSIDE CIR CONCORD 94519 65
KIDANGO - HOLBROOK 3333 RONALD WAY CONCORD 94519 65
MONTE GARDENS PRE-K - DIANNE ADAIR 3841 LARKSPUR DRIVE CONCORD 94519 24
MONTESSORI SCHOOL OF CONCORD 3039 WILLOW PASS ROAD CONCORD 94519 56
ST. MICHAELS EPISCOPAL DAY PRESCHOOL 2925 BONIFACIO STREET CONCORD 94519 90
WHITE DOVE SCHOOL 1850 SECOND STREET CONCORD 94519 41
BAY CHRISTIAN PRESCHOOL 4725 EVORA ROAD CONCORD 94520 55
BEGINNINGS & BEYOND MONTESS CHRIST. PRESCHL 1965 COLFAX STREET CONCORD 94520 48
BRIGHT STARS CHILDREN'S CENTER INC. 1581 MEADOW LANE CONCORD 94520 16
CAMBRIDGE COMMUNITY CENTER 1146 LACEY LANE CONCORD 94520 93
CAMBRIDGE COMMUNITY CENTER II 1187 A MEADOW LANE CONCORD 94520 40
CONCORD CHILD CARE CENTER 1360 A DETROIT CONCORD 94520 44
CONCORD CHILD CARE CENTER / MORNING PRESCHL 1360 C DETROIT AVENUE CONCORD 94520 40
CONTRA COSTA COUNTY CSB GEORGE MILLER CTR 3068 GRANT ST. CONCORD 94520 106
NEW HOPE ACADEMY PRESCHOOL 2120 OLIVERA COURT CONCORD 94520 144
QUEEN OF ALL SAINTS SCHOOL 2391 GRANT STREET CONCORD 94520 45
SUNSHINE HOUSE CONCORD 3585 PORT CHICAGO HIGHWAY CONCORD 94520 54
S.S.U.C.-CESAR CHAVEZ CHILD DEVELOPMENT CTR 1187 MEADOW LANE CONCORD 94520 142
ALL ABOUT CHILDREN CHILD DEVELOPMENT CENTER 3764 CLAYTON RD CONCORD 94521 55
ANGELS MONTESSORI PRESCHOOL - CONCORD 1566 BAILEY ROAD CONCORD 94521 49
AYERS PRE-K PROGRAM 5120 MYRTLE DRIVE CONCORD 94521 30
BUILDING KIDZ SCHOOL 5100 CLAYTON RD, F36 CONCORD 94521 93
CLAYTON VALLEY PARENT PRE-SCHOOL 1645 WEST STREET CONCORD 94521 25
HAPPY LITTLE FACES 1470 WHARTON WAY CONCORD 94521 30
KINDERCARE LEARNING CENTER 1551 BAILEY ROAD CONCORD 94521 72
KING'S VALLEY PRESCHOOL 4255 CLAYTON ROAD CONCORD 94521 120
MYRTLE FARM MONTESSORI SCHOOL 4976 MYRTLE DR CONCORD 94521 30
PIXIE PLAY SCHOOL 1797 AYERS ROAD CONCORD 94521 30
STEP BY STEP MONTESSORI 1507 HEATHER DRIVE CONCORD 94521 40
STEP BY STEP MONTESSORI PRESCHOOL 2 4991 CLAYTON RD. CONCORD 94521 24
ST. AGNES PRESCHOOL 3886 CHESTNUT AVE CONCORD 94521 20
TABERNACLE SCHOOL 4380 CONCORD BLVD CONCORD 94521 48
WALNUT COUNTRY PRESCHOOL 4465 SO. LARWIN AVE. CONCORD 94521 30
WE CARE SERVICES FOR CHILDREN 2191 KIRKER PASS ROAD CONCORD 94521 60
KIDS FIRST ACADEMY 3764 CLAYTON RD CONCORD 94521 40
LITTLE ROSES PRESCHOOL-CARQUINEZ GARDEN SCHL 1650 CROCKETT BOULEVARD CROCKETT 94525 32
BLACKHAWK MONTESSORI 3380 BLACKHAWK PLAZA CIR,ST112 DANVILLE 94506 144
BRIGHT MINDS 3380 BLACKHAWK PLZ CIR,STE 220 DANVILLE 94506 42
HARPER SCHOOL 3201 CAMINO TASSAJARA DANVILLE 94506 53
SAFARI KID - DANVILLE 4135 BLACKHAWK PLZ CIR STE 150 DANVILLE 94506 38
TASSAJARA LEARNING CENTER 1899 CASABLANCA STREET DANVILLE 94506 127
435
Contra Costa County 86 of 11 7
COMMUNITY ASSESSMENT FOR CY 202 3 -2025
Day Care Facility Name Address City Zip Capacity
TREE OF LIFE LEARNING CENTER 1800 HOLBROOK DR DANVILLE 94506 77
A NEW WORLD OF MONTESSORI 101 SONORA AVENUE DANVILLE 94526 30
ACORN LEARNING CENTER 816 DIABLO ROAD DANVILLE 94526 42
AUTUMN CREEK LEARNING CENTER 14 OSBORN WAY DANVILLE 94526 80
DANVILLE MONTESSORI SCHOOL 919 CAMINO RAMON DANVILLE 94526 48
DAYSPRING PRESCHOOL 989 SAN RAMON VALLEY BLVD DANVILLE 94526 80
DIABLO HILLS COUNTRY SCHOOL 1453 SAN RAMON VALLEY BVLD. DANVILLE 94526 37
FOUNTAINHEAD MONTESSORI SCHOOL 939 EL PINTADO ROAD DANVILLE 94526 92
GARDEN MONTESSORI SCHOOL 495 VERONA AVENUE DANVILLE 94526 24
LA PETITE ACADEMY 816 DIABLO RD DANVILLE 94526 66
LARSON'S CHILDREN CENTER 920 DIABLO ROAD DANVILLE 94526 45
SAINT TIMOTHY'S EPISCOPAL NOAH'S ARK PRESCHL 1550 DIABLO ROAD DANVILLE 94526 40
SAN RAMON VALLEY CHRISTIAN ACADEMY 222 WEST EL PINTADO ROAD DANVILLE 94526 102
SYCAMORE VALLEY DAY SCHOOL 1500 SHERBURNE HILLS ROAD DANVILLE 94526 63
YOUNG LEARNERS ACADEMY 909 CAMINO RAMON DANVILLE 94526 60
VALLEY PARENT PRE SCHOOL 935 CAMINO RAMON DANVILLE 94526 36
AIM HIGH CHILD CARE CENTER, INC., TIMBER POINT 40 NEWBURY LANE DISCOVERY BAY 94505 60
ALL GOD'S CHILDREN CHRISTIAN PRESCHOOL 1900 WILLOW LAKE ROAD DISCOVERY BAY 94505 48
EL CERRITO PRE-SCHOOL CENTER 7200 MOESER LANE EL CERRITO 94530 30
GOLESTAN 320 SAN CARLOS AVE EL CERRITO 94530 45
KEYSTONE MONTESSORI SCHOOL 6639 BLAKE STREET EL CERRITO 94530 57
LITTLE TREE MONTESSORI INT'L SCHOOL 2603 TASSAJARA AVENUE EL CERRITO 94530 144
MI MUNDO PRESCHOOL EL CERRITO 6305 BARRETT AVENUE EL CERRITO 94530 24
PETER PAN PARENT NURSERY 1422 NAVELLIER STREET EL CERRITO 94530 24
PRIDE AND JOY PRE-SCHOOL 1226 LIBERTY STREET EL CERRITO 94530 45
ST. JOHN THE BAPTIST CATHOLIC PRESCHOOL 11156 SAN PABLO AVE. EL CERRITO 94530 41
SYCAMORE CHRISTIAN PRE-SCHOOL 1111 NAVELLIER STREET EL CERRITO 94530 30
EVERY CHILD BAY 419 KEARNEY STREET EL CERRITO 94563 15
BRIGHT FUTURES GROWTH AND DEVELOPMENT CTR 1060 MANOR BLVD EL SOBRANTE 94803 45
EAST BAY WALDORF SCHOOL 3800 CLARK RD. EL SOBRANTE 94803 35
HOPE CHILDCARE CENTER & PRESCHOOL 2830 MAY ROAD EL SOBRANTE 94803 80
KIDS CORNER LEARNING CENTER 716 APPIAN WAY EL SOBRANTE 94803 70
SUNSHINE PLAYSCHOOL 5151 ARGYLE ROAD EL SOBRANTE 94803 30
KENSINGTON L'ACADEMY LANG IMMERSION PRESCHL 1550 OAK VIEW AVENUE KENSINGTON 94706 65
GOOD EARTH SCHOOL, THE 1 LAWSON ROAD KENSINGTON 94707 120
GROWING LIGHT MONTESSORI SCHOOL 52 ARLINGTON AVENUE KENSINGTON 94707 68
KENSINGTON NURSERY SCHOOL 52 ARLINGTON AVENUE KENSINGTON 94707 38
NEIGHBORHOOD SCHOOL AT KENSINGTON ELEM 90 HIGHLAND BLVD, PORTABLE 2 KENSINGTON 94708 30
BUILDING BRIDGES PRESCHOOL 1003 CAROL LANE LAFAYETTE 94549 37
CHILD DAY SCHOOL, LLC - LAFAYETTE 1049 STUART STREET LAFAYETTE 94549 83
DIABLO VALLEY MONTESSORI SCHOOL 3390 DEERHILL ROAD LAFAYETTE 94549 138
GAN ILAN PRESCHOOL - TEMPLE ISAIAH 945 RISA ROAD LAFAYETTE 94549 95
GROWING LIGHT MONTESSORI SCHOOL 584 GLENSIDE DRIVE LAFAYETTE 94549 44
HAPPY DAYS LEARNING CENTER 3205 STANLEY BLVD LAFAYETTE 94549 40
JOYFUL BEGINNINGS PRESCHOOL 955 MORAGA ROAD LAFAYETTE 94549 45
LAFAYETTE NURSERY SCHOOL 979 FIRST STREET LAFAYETTE 94549 25
MERRIEWOOD CHILDREN'S CENTER 561 MERRIEWOOD DRIVE LAFAYETTE 94549 59
MICHAEL LANE PRESCHOOL 682 MICHAEL LANE LAFAYETTE 94549 17
OLD FIREHOUSE SCHOOL 984 MORAGA ROAD LAFAYETTE 94549 81
SEEDLINGS 49 KNOX DRIVE LAFAYETTE 94549 88
WHITE PONY, THE 999 LELAND DR. LAFAYETTE 94549 141
PILLAR KIDS CHILDCARE 3538 GOLDEN GATE WAY LAFAYETTE 94549 18
CHILDTIME CHILDREN'S CENTER 6635 ALHAMBRA AVENUE, STE. 300 MARTINEZ 94553 102
CREEKSIDE MONTESSORI 1333 ESTUDILLO MARTINEZ 94553 30
FOREST HILLS PRESCHOOL AND CHILD CARE CTR 127 MIDHILL RD MARTINEZ 94553 72
FOREST HILLS PRESCHOOL & CHILD CARE 5834 ALHAMBRA AVENUE MARTINEZ 94553 81
HELPING HANDS CHRISTIAN PRESCHOOL 5050 HILLER LANE MARTINEZ 94553 30
KIDS AT WORK 255 GLACIER DRIVE MARTINEZ 94553 35
KINDERCARE LEARNING CENTER 1285 MORELLO AVENUE MARTINEZ 94553 60
MARTINEZ EARLY CHILDHOOD CENTER, INC. 615 ARCH STREET MARTINEZ 94553 99
MORELLO HILLS CHRISTIAN PRESCHOOL 1000 MORELLO HILLS DRIVE MARTINEZ 94553 35
SHINING STARS PRESCHOOL AND CHILD CARE CTR 244 MORELLO PARK DR. MARTINEZ 94553 24
ST. CATHERINE OF SIENA PRESCHOOL 1125 FERRY ST MARTINEZ 94553 42
436
Contra Costa County 87 of 11 7
COMMUNITY ASSESSMENT FOR CY 202 3 -2025
Day Care Facility Name Address City Zip Capacity
SUNSHINE HOUSE CHILDREN'S CENTER - MARTINEZ 4950 PACHECO BOULEVARD MARTINEZ 94553 48
CHILD DAY SCHOOL, LLC - MORAGA 372 PARK ST MORAGA 94556 74
CREATIVE MONTESSORI PRESCHOOL 1350 MORAGA WAY MORAGA 94556 23
GROWING LIGHT MONTESSORI SCHOOL OF MORAGA 1455 ST. MARY'S ROAD MORAGA 94556 50
GROWING TREE PRESCHOOL 1695 CANYON ROAD MORAGA 94556 137
LAMORINDA MONTESSORI LLC 1450 MORAGA ROAD MORAGA 94556 70
MORAGA VALLEY PRESBYTERIAN CHURCH NURTURY 10 MORAGA VALLEY LANE MORAGA 94556 150
SAKLAN VALLEY SCHOOL 1678 SCHOOL STREET MORAGA 94556 51
LAMORINDA MONTESSORI LLC 350 RHEEM BLVD MORAGA 94556 82
BRIGHT BEGINNINGS PRESCHOOL AND DAYCARE 132 O'HARA AVENUE OAKLEY 94561 39
CHILD'S PLACE PRESCHOOL & DAYCARE, A 3405 MAIN STREET OAKLEY 94561 29
CONTRA COSTA COUNTY CHILD START - LOS ARBOLES 240 LAS DUNAS OAKLEY 94561 24
KIDDIE ACADEMY 1620 NERLOY RD. OAKLEY 94561 114
OAKLEY PRESCHOOL 501 NORCROSS LANE-OAKLEY ELEM. OAKLEY 94561 50
OAKLEY PRESCHOOL - GEHRINGER SITE 100 SIMONI RANCH ROAD OAKLEY 94561 28
SUNSHINE HOUSE - OAKLEY 875 WEST CYPRESS ROAD OAKLEY 94561 58
YWCA OF CONTRA COSTA - FREEDOM CHILD CARE CTR 1050 NEROLY ROAD OAKLEY 94561 60
FOUNTAINHEAD MONTESSORI SCHL ORINDA CAMPUS 30 SANTA MARIA WAY ORINDA 94563 129
HOLY SHEPHERD CHRISTIAN PRESCHOOL 433 MORAGA WAY ORINDA 94563 25
MONTESSORI IMPRESSIONS ACADEMY 20 ORINDA FIELDS LANE ORINDA 94563 29
SAINT JOHN PRESCHOOL 501 MORAGA WAY ORINDA 94563 48
SAINT MARK'S NURSERY SCHOOL 451 MORAGA WAY ORINDA 94563 45
SAINT STEPHEN'S PRESCHOOL 66 SAINT STEPHEN'S DRIVE ORINDA 94563 48
TOPS - THE ORINDA PRESCHOOL(PARENT COOP) 10 IRWIN WAY ORINDA 94563 75
MONTESSORI IMPRESSIONS ACADEMY 10 RANCH HOUSE ORINDA 94563 21
ST. MARK'S NURSERY SCHOOL 451 MORAGA WAY ORINDA 94563 45
DEUELS DAYCARE 2499 SIMAS AVE PINOLE 94564 20
LA CASITA BILINGUE MONTESSORI SCHOOL 592 TENNENT PINOLE 94564 45
ST. JOSEPH PRESCHOOL 1961 PLUM STREET PINOLE 94564 26
TULIP CHILD CARE LLC/PINOLE MONTESSORI 2612 APPIAN WAY PINOLE 94564 64
DESTINY ACADEMY 1411 EAST LELAND ROAD PITTSBURG 94565 75
KINDERCARE LEARNING CENTER 150 EAST LELAND ROAD PITTSBURG 94565 94
LIGHT THE BAY PRESCHOOL 1210 STONEMAN AVENUE PITTSBURG 94565 116
LOS MEDANOS COLLEGE CHILD STUDY CENTER 2700 EAST LELAND ROAD PITTSBURG 94565 80
LYNN CENTER 300 EAST LELAND RD. PITTSBURG 94565 40
PITTSBURG USD - FOOTHILL STATE PRESCHOOL 1200 JENSEN DRIVE PITTSBURG 94565 24
PITTSBURG USD - LOS MEDANOS STATE PRESHOOL 610 CROWLEY AVE PITTSBURG 94565 24
PITTSBURG USD - MARINA VISTA PRESCHOOL 50 EAST 8TH ST PITTSBURG 94565 24
PUSD - HEIGHTS PRESCHOOL 40 SEENO STREET PITTSBURG 94565 24
PUSD - HIGHLANDS PRESCHOOL 4141 HARBOR ST PITTSBURG 94565 24
PUSD - PARKSIDE PRESCHOOL 985 WEST 17TH STREET PITTSBURG 94565 24
PUSD - STONEMAN PRESCHOOL 2929 LOVERIDGE RD PITTSBURG 94565 24
PUSD - WIILOW COVE PRESCHOOL 1880 HANLON WAY PITTSBURG 94565 24
RAILROAD JUNCTION SCHOOL 2224 RAILROAD AVENUE PITTSBURG 94565 59
ST. PETER MARTYR SCHOOL 425 WEST 4TH STREET PITTSBURG 94565 24
YMCA OF THE EAST BAY - EAST LELAND ELC 2555 EAST LELAND ROAD PITTSBURG 94565 20
YMCA OF THE EAST BAY - KIDS CASTLE ELC 55 CASTLEWOOD DRIVE PITTSBURG 94565 127
BABY YALE ACADEMY-PITTSBURG 369 EAST LELAND ROAD PITTSBURG 94565 24
ALICE'S MONTESSORI - ASTRID 105 ASTRID DRIVE PLEASANT HILL 94523 40
CENTER OF GRAVITY, INC. 399 GREGORY LANE PLEASANT HILL 94523 45
CENTER OF GRAVITY, INC. 2702 PLEASANT HILL RD. PLEASANT HILL 94523 60
CHOICE IN LEARNING 490 GOLF CLUB RD PLEASANT HILL 94523 40
CREATIVE PLAY CENTER, INC 2323 PLEASANT HILL ROAD PLEASANT HILL 94523 48
DIABLO VALLEY COLLEGE DEVEL CHILDREN'S CTR 321 GOLF CLUB ROAD PLEASANT HILL 94523 80
DISCOVERYLAND PRESCHOOL 800 GRAYSON ROAD PLEASANT HILL 94523 70
EMPIRE MONTESSORI PRESCHOOL 409 BOYD RD. PLEASANT HILL 94523 79
FOOTPRINTS PRESCHOOL 50 WOODSWORTH LN PLEASANT HILL 94523 32
FOUNTAINHEAD MONTESSORI SCHL-PLEASANT HILL 1715 OAK PARK BOULEVARD PLEASANT HILL 94523 99
GUIDING LIGHT MONTESSORI, LLC 2041 OAK PARK BOULEVARD PLEASANT HILL 94523 30
KID TIME, INC. 1942 LINDA DRIVE PLEASANT HILL 94523 16
KID TIME, INC. 2551 PLEASANT HILL ROAD PLEASANT HILL 94523 29
KIDZ-PLANET, INC 2245 MORELLO AVE. STE. C PLEASANT HILL 94523 99
LEARN AND PLAY MONTESSORI PLEASANT HILL 1898 PLEASANT HILL RD PLEASANT HILL 94523 138
437
Contra Costa County 88 of 11 7
COMMUNITY ASSESSMENT FOR CY 202 3 -2025
Day Care Facility Name Address City Zip Capacity
MARY JANE'S PRESCHOOL 2902 VESSING ROAD PLEASANT HILL 94523 41
MY SPANISH VILLAGE II 1601 MARY DRIVE PLEASANT HILL 94523 16
SEQUOIA DAY CARE CENTER 277 BOYD ROAD PLEASANT HILL 94523 30
STEPPING STONES LEARNING CENTER 2750 PLEASANT HILL RD PLEASANT HILL 94523 57
BRENDA'S KIDZ KARE 227 17TH STREET RICHMOND 94801 31
CONTRA COSTA CO. CHILD DEV. CENTER - VERDE 2000 GIARAMITA AVENUE RICHMOND 94801 40
ICRI/EL NUEVO MUNDO CHILDRENS CENTER 1707 PENNSYLVANIA AVE. RICHMOND 94801 97
MINI BAY TOTS PRESCHOOL 671 - 9TH STREET RICHMOND 94801 25
WCCUSD - CHAVEZ SCHOOL 960 - 17TH STREET RICHMOND 94801 24
WCCUSD - LINCOLN 29 SIXTH STREET RICHMOND 94801 24
WCCUSD - WASHINGTON SCHOOL 565 WINE STREET RICHMOND 94801 24
YMCA OF THE EAST BAY - 8TH STREET CDC 445 8TH STREET RICHMOND 94801 82
YMCA OF THE EAST BAY - RICHMOND CDC 485 LUCAS AVENUE RICHMOND 94801 69
PATTY'S MONTESSORI SCHOOL 801 PARK CENTRAL ST RICHMOND 94803 45
STEP BY STEP PRESCHOOL, INC. 3500 EL PORTAL DR. RICHMOND 94803 38
WCCUSD MARIE MURPHY STATE PRESCHOOL 4350 VALLEY VIEW ROAD RICHMOND 94803 24
CONTRA COSTA CO. CHILD DEV. CTR - CRESCENT PRK 5050 HARTNETT AVENUE RICHMOND 94804 68
CONTRA COSTA CO. CSD - GEO MILLER IIICH.CTR 300 S. 27TH STREET RICHMOND 94804 200
CONTRA COSTA CO. HEAD START - BALBOA CDC 1001 S. 57TH STREET RICHMOND 94804 140
EARLY CHILDHD ED. SRVCS. CURIOUS EXPLORERS ACAD 200 BROADWAY RICHMOND 94804 35
EARLY CHILDHOOD MENTAL HEALTH PROG 200 - 24TH STREET RICHMOND 94804 15
NOMURA PRESCHOOL 5511 BURLINGAME AVE. RICHMOND 94804 90
NOMURA PRESCHOOL 1711 CARLSON BOULEVARD RICHMOND 94804 125
RICHMOND COLLEGE PREP PRESCHOOL 217 SOUTH 11TH ST. RICHMOND 94804 24
WCCUSD - MARTIN LUTHER KING STATE PRESCHL 4022 FLORIDA AVE RM 114 RICHMOND 94804 24
WCCUSD STATE PRESCHOOL - FORD 2711 MARICOPA AVENUE RICHMOND 94804 24
YWCA CONTRA COSTA - RICHMOND CHILDREN'S CTR 3230 MACDONALD AVENUE RICHMOND 94804 59
A LITTLE WORLD MONTESSORI SCHOOL 324 37TH ST RICHMOND 94805 49
SKYTOWN PRESCHOOL 5714 SOLANO AVENUE RICHMOND 94805 36
ST. DAVID'S SCHOOL PRE-KINDERGARTEN 5613 GARVIN AVENUE RICHMOND 94805 36
LA PETITE ACADEMY, INC. 3891 LAKESIDE DRIVE RICHMOND 94806 84
SUPREME KIDS ACADEMY 3065 RICHMOND PARKWAY RICHMOND 94806 48
A LITTLE WORLD MONTESSORI ACADEMY 355 PARKER AVE RODEO 94572 34
CONTRA COSTA CO. COMM. SVCS. - BAYO VISTA 2 CALIFORNIA STREET RODEO 94572 42
ST. PATRICK PRESCHOOL 907 SEVENTH STREET RODEO 94572 45
YMCA OF THE EAST BAY - RODEO CDC 200 LAKE AVENUE RODEO 94572 64
CONTRA COSTA COLLEGE - EARLY CHILDHOOD LAB 2600 MISSION BELL DRIVE SAN PABLO 94806 75
HAPPY LION DAY CARE CENTER 2929 CASTRO ROAD SAN PABLO 94806 29
KINDERCARE LEARNING CENTER, #1367 3240 SAN PABLO DAM ROAD SAN PABLO 94806 72
SONJA'S PRESCHOOL AND CHILDCARE CENTER 2300 EL PORTAL DR STE A SAN PABLO 94806 47
ST. PAUL PRESCHOOL 1825 CHURCH LANE SAN PABLO 94806 21
WCCUSD - BAYVIEW 3001 16TH STREET, ROOM M4 SAN PABLO 94806 24
WCCUSD - DOVER 1871 21ST STREET SAN PABLO 94806 24
WCCUSD - DOWNER PRESCHOOL 1231 18TH STREET, ROOM 126 SAN PABLO 94806 24
WCCUSD - MONTALVIN C/O PRESCHOOL DEPARTMENT 300 CHRISTINE DRIVE SAN PABLO 94806 24
W.C.C.U.S.D. - RIVERSIDE SCHOOL 1300 AMADOR ST., ROOM 6 SAN PABLO 94806 24
YMCA OF THE EAST BAY - GIANT ROAD CDC 919 LAKE STREET SAN PABLO 94806 36
GODDARD SCHOOL, THE 100 GATEKEEPER RD SAN RAMON 94582 108
GRACIE'S PLACE PRESCHOOL 1998 RANCHO PARK LOOP SAN RAMON 94582 13
LA PETITE ACADEMY 17025 BOLLINGER CANYON ROAD SAN RAMON 94582 165
LITTLE BRIDGES CHILD CARE CENTER 9015 SOUTH GALE RIDGE ROAD SAN RAMON 94582 100
SAFARI KID - LITTLE HEARTS 500 BOLLINGER CANYON WAY #A10 SAN RAMON 94582 30
SRVUSD EARLY CHILDHOOD EDUCATION PP - LIVE OAK 5151 SHERWOOD WAY SAN RAMON 94582 24
LA PETITE ACADEMY 5075 CROW CANYON ROAD SAN RAMON 94582 156
ACORN LEARNING CENTER OF SAN RAMON 5075 CROW CANYON ROAD SAN RAMON 94583 151
BRIGHT HORIZONS AT BISHOP RANCH 2603 CAMINO RAMON, STE. 150 SAN RAMON 94583 144
BUILDING KIDZ OF SAN RAMON 210 PORTER AVENUE, SUITE 110 SAN RAMON 94583 80
CHILD DAY SCHOOL, LLC - SAN RAMON 18868 BOLLINGER CANYON RD SAN RAMON 94583 95
DIABLO HILLS COUNTRY SCHOOL 50 CREEKSIDE DRIVE SAN RAMON 94583 60
ENRICH KIDS 21001 SAN RAMON VALLEY BLVD-D2 SAN RAMON 94583 21
GENIUS KIDS SAN RAMON 2021 SAN RAMON VALLEY BLVD. SAN RAMON 94583 40
GROWING ROOM EDUCATION COUNCIL, THE 2340 SAN RAMON VALLEY BLVD SAN RAMON 94583 22
LA PETITE ACADEMY SAN RAMON 1001 MARKET PLACE SAN RAMON 94583 105
438
Contra Costa County 89 of 11 7
COMMUNITY ASSESSMENT FOR CY 202 3 -2025
Day Care Facility Name Address City Zip Capacity
LOTUS MONTESSORI 2120 OMEGA ROAD SAN RAMON 94583 28
PANACHE ENFANTS 2410 SAN RAMON VALLEY BLVD#100 SAN RAMON 94583 60
REDWOODS INTERNATIONALE MONTESSORI 2400 OLD CROW CANYON RD SAN RAMON 94583 60
SRVUSD EARLY CHILDHOOD EDUC PP - WALT DISNEY 3250 PINE VALLEY ROAD SAN RAMON 94583 24
STEPPING STONES LEARNING CENTER II 2691 CROW CANYON ROAD SAN RAMON 94583 55
DIANNE ADAIR DAY CARE 1847 NEWEL AVE. WALNUT CREEK 94595 30
GRACE COOPERATIVE PRE-SCHOOL 2100 TICE VALLEY BLVD WALNUT CREEK 94595 24
LITTLE GENIUS ACADEMY 2131 OLYMPIC BOULEVARD WALNUT CREEK 94595 117
PIED PIPER CO-OP PRE-SCHOOL 2263 WHYTE PARK AVE. WALNUT CREEK 94595 24
CONTRA COSTA CHRISTIAN PRESCHOOL 2721 LARKEY LANE WALNUT CREEK 94596 40
GAN B'NAI SHALOM AT CONGREG B'NAI SHALOM 74 ECKLEY LANE WALNUT CREEK 94596 65
GAN YILADIM PRESCHOOL 1671 NEWELL AVENUE WALNUT CREEK 94596 22
KID TIME, INC 2491 SAN MIGUEL DR. WALNUT CREEK 94596 45
KINDERCARE LEARNING CENTER 2850 CHERRY LANE WALNUT CREEK 94596 53
KINDERCARE LEARNING CENTER 2521 WALNUT BOULEVARD WALNUT CREEK 94596 53
LOVE AND CARE LEARNING CENTER 1985 GEARY ROAD WALNUT CREEK 94596 60
MY SPANISH VILLAGE 1924 TRINITY AVE. WALNUT CREEK 94596 59
WALNUT CREEK PRESBYTERIAN CHURCH PRESCHL 1801 LACASSIE AVENUE WALNUT CREEK 94596 94
OLD FIREHOUSE SCHOOL WALNUT CREEK 55 ECKLEY LANE WALNUT CREEK 94596 45
ALICE'S MONTESSORI LEARNING CENTER 3158 PUTNAM BOULEVARD WALNUT CREEK 94597 45
CRAWLERS 2 SCHOLARS-WALNUT CREEK 1338 LAS JUNTAS WAY WALNUT CREEK 94597 82
KID TIME, INC 200 MAYHEW WAY WALNUT CREEK 94597 80
KIDS SPEAKING SPANISH PRESCHOOL 2780 CAMINO DIABLO WALNUT CREEK 94597 72
NEW WORLD CHILD DEVELOPMENT CENTER 1919 GEARY ROAD WALNUT CREEK 94597 49
SAYBROOK LEARNING CENTER 1355 WALDEN ROAD WALNUT CREEK 94597 70
WALNUT CREEK CHRISTIAN ACADEMY 2336 BUENA VISTA AVE WALNUT CREEK 94597 75
KLA SCHOOLS OF WALNUT CREEK 298 N. WIGET LANE WALNUT CREEK 94598 170
LITTLE FLOWERS MONTESSORI - MITCHELL 2875 MITCHELL DR WALNUT CREEK 94598 144
NORTHCREEK PRESCHOOL 2303 A YGNACIO VALLEY ROAD WALNUT CREEK 94598 95
SAFARI KID-WALNUT CREEK 2210 OAK GROVE RD WALNUT CREEK 94598 75
SAFARI KID - WALNUT CREEK 2074 TREAT BLVD. WALNUT CREEK 94598 84
SEVEN HILLS SCHOOL, THE 975 NORTH SAN CARLOS DRIVE WALNUT CREEK 94598 64
SPRINGFIELD MONTESSORI SCHOOL 2780 MITCHELL DRIVE WALNUT CREEK 94598 226
Source: https://secure.dss.ca.gov/CareFacilitySearch/DownloadData
Table 73 – Licensed Infant Care Facilities and Capacity by Zip Code, April 2023
Infant Care Facility Name Address City Zip Capacity
KINDERCARE LEARNING CENTER 2300 MAHOGANY WAY ANTIOCH 94509 36
LA PETITE ACADEMY 1350 EAST TREGALLAS RD ANTIOCH 94509 12
YMCA OF THE EAST BAY - FAIRGROUNDS ELC 1203 WEST 10TH STREET ANTIOCH 94509 21
KINDERCARE LEARNING CENTER 4308 FOLSOM DRIVE ANTIOCH 94531 20
KINDERCARE LEARNING CENTER 4108 LONE TREE WAY ANTIOCH 94531 30
LEARNING EXPERIENCE, THE 4831 LONE TREE WAY ANTIOCH 94531 32
CONTRA COSTA CO. COMM. SVCS.- AMBROSE 3103 WILLOW PASS RD BAY POINT 94565 22
LIL' GENIUS KID, THE 33 AMBROSE AVE BAY POINT 94565 30
BABY YALE ACADEMY 5521 LONE TREE WAY BRENTWOOD 94513 66
BABY YALE ACADEMY-HARVEST PARK 605 HARVEST PARK, STE A BRENTWOOD 94513 24
GODDARD SCHOOL, THE 115 TECHNOLOGY WAY BRENTWOOD 94513 24
KIDDIE ACADEMY 8680 BRENTWOOD BLVD. BRENTWOOD 94513 24
KINDERCARE LEARNING CENTER 2321 EAGLE ROCK AVE. BRENTWOOD 94513 32
STAY AND PLAY PRESCHOOL 771 GRIFFITH LANE BRENTWOOD 94513 5
WEE CARE CENTER 1275 FAIRVIEW AVENUE BRENTWOOD 94513 12
BABY YALE ACADEMY AT PC 6830 LONE TREE WAY SUITE A BRENTWOOD 94513 12
KINDERCARE LEARNING CENTER 6095 MAIN STREET CLAYTON 94517 28
LA PETITE ACADEMY, INC. 4304 COWELL ROAD CONCORD 94518 20
MY SECOND HOME 1011 OAK GROVE RD. CONCORD 94518 24
SUPER KIDZ CLUB 2140 MINERT RD CONCORD 94518 9
KIDZ PLANET, INC 2950 TREAT BLVD CONCORD 94518 22
CALVARY CHRISTIAN PRESCHOOL 3425 CONCORD BLVD CONCORD 94519 6
FIRST LUTHERAN PRESCHOOL 4006 CONCORD BLVD CONCORD 94519 6
JOYFUL KIDS ACADEMY LLC PARKSIDE JOYFUL KIDS 2898 CONCORD BLVD. CONCORD 94519 20
BRIGHT STARS CHILDREN'S CENTER INC. 1581 MEADOW LANE CONCORD 94520 16
439
Contra Costa County 90 of 11 7
COMMUNITY ASSESSMENT FOR CY 202 3 -2025
Infant Care Facility Name Address City Zip Capacity
CONCORD CHILD CARE CENTER-INFANTS 1360 B DETROIT AVENUE CONCORD 94520 32
CONTRA COSTA COUNTY CSB GEORGE MILLER CTR 3068 GRANT ST CONCORD 94520 52
GEORGE MILLER CENTER - CONCORD 3020 GRANT STREET CONCORD 94520 74
BUILDING KIDZ SCHOOL 5100 CLAYTON RD, F36 CONCORD 94521 27
KINDERCARE LEARNING CENTER 1551 BAILEY ROAD CONCORD 94521 32
A NEW WORLD OF MONTESSORI 101 SONORA AVENUE DANVILLE 94526 24
LARSON'S INFANT CENTER 940 DIABLO ROAD DANVILLE 94526 14
SYCAMORE VALLEY DAY SCHOOL 1500 SHERBURNE HILLS ROAD DANVILLE 94526 7
PRIDE AND JOY PRE-SCHOOL 1226 LIBERTY STREET EL CERRITO 94530 28
HOPE CHILDCARE CENTER & PRESCHOOL 2830 MAY ROAD EL SOBRANTE 94803 29
DIABLO VALLEY MONTESSORI SCHOOL, INC. #2 3408 DEERHILL ROAD LAFAYETTE 94549 40
FIRST STEPS LEARNING CENTER 3201 STANLEY BOULEVARD LAFAYETTE 94549 32
OLD FIREHOUSE SCHOOL 984 MORAGA ROAD LAFAYETTE 94549 8
SEEDLINGS 49 KNOX DRIVE LAFAYETTE 94549 16
CHILDTIME CHILDREN'S CENTER 6635 ALHAMBRA AVENUE, STE. 300 MARTINEZ 94553 28
FOREST HILLS PRESCHOOL AND CHILD CARE 5834 ALHAMBRA AVENUE MARTINEZ 94553 16
FOREST HILLS PRESCHOOL AND CHILD CARE CTR 127 MIDHILL RD MARTINEZ 94553 18
KIDS AT WORK 255 GLACIER DRIVE MARTINEZ 94553 15
KINDERCARE LEARNING CENTER 1285 MORELLO AVENUE MARTINEZ 94553 16
MARTINEZ EARLY CHILDHOOD CENTER, INC. 615 ARCH STREET MARTINEZ 94553 28
CHILD DAY SCHOOL, LLC - MORAGA 372 PARK STREET MORAGA 94556 10
CREATIVE MONTESSORI PRESCHOOL 1350 MORAGA WAY MORAGA 94556 14
LAMORINDA MONTESSORI LLC 1450 MORAGA RD. MORAGA 94556 12
CONTRA COSTA COUNTY CHILD START-LOS ARBOLES 240 LAS DUNAS OAKLEY 94561 16
KIDDIE ACADEMY 1620 NERLOY RD. OAKLEY 94561 48
KINDERCARE LEARNING CENTER 150 EAST LELAND ROAD PITTSBURG 94565 36
LOS MEDANOS COLLEGE CHILD STUDY CENTER 2700 EAST LELAND RD. PITTSBURG 94565 16
YMCA OF THE EAST BAY - EAST LELAND ELC 2555 EAST LELAND ROAD PITTSBURG 94565 25
BABY YALE ACADEMY-PITTSBURG 369 EAST LELAND ROAD PITTSBURG 94565 12
A SMALL WORLD INFANT & TODDLER CENTER 1641 OAK PARK BLVD. PLEASANT HILL 94523 51
ALICE'S MONTESSORI LEARNING CENTERS 1041 HOOK AVE. PLEASANT HILL 94523 24
DIABLO VALLEY COLLEGE DEVELOP CHILDREN'S CTR 321 GOLF CLUB ROAD PLEASANT HILL 94523 20
KID TIME, INC. 2551 PLEASANT HILL ROAD PLEASANT HILL 94523 12
KIDZ-PLANET, INC 2245 MORELLO AVE SUITE C PLEASANT HILL 94523 46
YMCA OF THE EAST BAY - 8TH STREET CDC 445 8TH STREET CDC RICHMOND 94801 36
YMCA OF THE EAST BAY - RICHMOND CDC 485 LUCAS AVENUE RICHMOND 94801 32
CONTRA COSTA CO. CDC-CRESCENT PARK 5050 HARTNET AVENUE RICHMOND 94804 17
CONTRA COSTA CO. HEAD START - BALBOA CDC 1001 - SOUTH 57TH ST RICHMOND 94804 38
YMCA OF THE EAST BAY-EM DOWNER CENTER 263 SOUTH 20TH STREET RICHMOND 94804 36
GEORGE MILLER CENTER - RICHMOND 2801 ROBERT MILLER DRIVE RICHMOND 94806 40
LA PETITE ACADEMY 3891 LAKESIDE DRIVE RICHMOND 94806 24
CONTRA COSTA CO. COMM. SVCS. - BAYO VISTA 2 CALIFORNIA STREET RODEO 94572 12
ST. PATRICK INFANT CENTER 907 SEVENTH STREET RODEO 94572 30
YMCA OF THE EAST BAY - RODEO CDC 200 LAKE AVE RODEO 94572 13
CONTRA COSTA COLLEGE-EARLY CHILDHOOD LAB 2600 MISSION BELL DRIVE SAN PABLO 94806 26
KINDERCARE LEARNING CENTER, #1367 3240 SAN PABLO DAM ROAD SAN PABLO 94806 33
SONJA'S PRESCHOOL AND CHILDCARE CENTER 2300 EL PORTAL DR STE A SAN PABLO 94806 28
GODDARD SCHOOL, THE 100 GATEKEEPER RD SAN RAMON 94582 53
LITTLE BRIDGES CHILD CARE CENTER 9015 SOUTH GALE RIDGE ROAD SAN RAMON 94582 24
BRIGHT HORIZONS AT BISHOP RANCH 2603 CAMINO RAMON, STE. 150 SAN RAMON 94583 60
CHILD DAY SCHOOL, LLC - SAN RAMON 18868 BOLLINGER CANYON RD SAN RAMON 94583 9
GENIUS KIDS SAN RAMON 2021 SAN RAMON VALLEY BLVD. SAN RAMON 94583 27
LA PETITE ACADEMY SAN RAMON - INFANT 1001 MARKET PLACE SAN RAMON 94583 28
LITTLE REDWOODS INFANT CENTER, INC., THE 2400 OLD CROW CANYON ROAD, #A4 SAN RAMON 94583 12
PANACHE ENFANTS 2410 SAN RAMON VALLEY BLVD#100 SAN RAMON 94583 12
STEPPING STONES LEARNING CENTER II 2691 CROW CANYON RD. SAN RAMON 94583 7
GAN YILADIM PRESCHOOL 1671 NEWELL AVENUE WALNUT CREEK 94595 9
LITTLE GENIUS ACADEMY 2131 OLYMPIC BOULEVARD WALNUT CREEK 94595 30
GAN B'NAI SHALOM AT CONGREG B'NAI SHALOM 74 ECKLEY LANE WALNUT CREEK 94596 10
LOVE AND CARE LEARNING CENTER 1985 GEARY ROAD WALNUT CREEK 94596 37
CRAWLERS 2 SCHOLARS-WALNUT CREEK 1338 LAS JUNTAS WAY WALNUT CREEK 94597 8
KLA SCHOOLS OF WALNUT CREEK 298 N. WIGET LANE WALNUT CREEK 94598 60
Source: https://secure.dss.ca.gov/CareFacilitySearch/DownloadData
440
Contra Costa County 91 of 11 7
COMMUNITY ASSESSMENT FOR CY 202 3 -2025
Table 74 – Child Care Slots in Licensed Family Homes by City, April 2023
Location Number of Homes Capacity
ALAMO 3 40
ANTIOCH 50 698
BAY POINT 7 98
BETHEL ISLAND 1 14
BRENTWOOD 26 362
CLAYTON 4 56
CONCORD 46 642
DANVILLE 4 56
EL CERRITO 26 360
EL SOBRANTE 10 140
HERCULES 15 208
KENSINGTON 1 14
LAFAYETTE 5 70
MARTINEZ 7 98
OAKLEY 16 224
ORINDA 1 14
PACHECO 4 56
PINOLE 7 96
PITTSBURG 27 378
PLEASANT HILL 15 200
RICHMOND 59 818
RODEO 3 42
SAN PABLO 9 124
SAN RAMON 40 560
WALNUT CREEK 23 314
Total 409 5,682
As of April 2023, Contra Costa has 409 licensed or license -pending family homes that serve at least 9 children
with 5,682 day care slots, down a slight 1.0% or 4 homes and 0.9% or 50 family home slots since 2022.
Overall, 8 Contra Costa County cities added family home slots since 2022, while 9 cities lost slots. El Cerrito
(up 28 slots), Richmond (up 42 slots) and Walnut Creek (up 28 slots) saw the largest increase in the number
of slots. Discovery Bay (down 28 slots), Hercules (down 28 slots), Oakley (down 40 slots) and San Ramon
(down 56 slots) saw the largest declines. Note that the county has additional licensed or license -pending
family homes with the capacity to serve fewer than 9 children, but these slots are excluded from analysis
because these locations are not released publicly.
AFFORDABILITY OF CHILD CARE
The October 2019 California Preschool Development Grant Birth Through Five Program Needs Assessment
put California last in the nation for the affordability of infant care. The gap between childcare need and the
ability to pay for quality care continues to particularly plague low income, high -need families and
communities. But the rising cost of childcare represents a critical barrier to access even for middle class
families earning the county’s 20 21 estimated family median of $127,279 . In 2021, full-time ca re for infants
costs an average of $14,796 in family childcare homes and $20,796 in childcare centers annually,
representing a 18.0% ($2,253 ) increase for family home care and a 6.9% ($1,336 ) increase for center care
since 20 19. The average cost for full time preschool care in a family home ($13,116 ) has similarly risen 9.7%
or $1,159 annually , while the cost for full time preschool care in a center ($15,540) has increased 8.8% or
$1,256 since 2019.
441
Contra Costa County 92 of 11 7
COMMUNITY ASSESSMENT FOR CY 202 3 -2025
Table 75 – Child Care Costs by Age and Licensed Facility Type
2019 2021
CENTERS FAMILY HOMES CENTERS FAMILY HOMES
Full-time Infant Care $19,460 $12,543 $20,796 $14,796
Full-time Preschool Care $14,284 $11,957 $15,540 $13,116
Source: 2021 CA Child Care Portfolio, CA Child Care Resource & Referral Network; https://www.rrnetwork.org/2021_portfolio. Note that the portfolios are released biennially.
Figure 18 – Slots in Licensed Family Homes by City, 2022 – 2023
Foster Care
As of January 202 3, the county has a total of 555 children age 0-17 in the foster care system, with 283
entries of all types in the prior year . In 2023, the total in care in the county has increased 2.6 % or 14 children
since 20 22, while entries of any type rose 1.8% or 5 children age 0-17 between 2021 and 2022 . Foster
children age 0-5 continue to represent a relatively high proportion of all Contra Costa County children in
care (29.7% or 165 children ), although the proportion has fallen moderately from 34.6% in 2019. The county
has 45 (8.1 %) infants, 71 (12.8%) 1 -2 year olds and 49 (8.8%) 3-5 year olds in foster care as of January 2023.
Table 76 – Children in Foster Care, 2017-2023
2017 2019 2020 2021 2022 2023 % Change since 2022
Entries into Foster Care 471 358 257 278 283 NA --
PIT Children in Foster Care 971 829 783 640 541 555 2.6%
Source: CA Child Welfare Indicators Project (CCWIP), UC Berkeley; https://ccwip.berkeley.edu/childwelfare/reports/Entries/MTSG/r/ab636/s
Table 77 – Children in Foster Care by Age, 2017-2023
Age Group 2017 2019 2021 2022 2023
Under 1 59 70 50 56 45
1-2 yrs. 114 107 74 59 71
3-5 yrs. 128 110 81 63 49
6-10 yrs. 238 187 151 116 123
11-15 yrs. 277 238 169 154 179
16-17 yrs. 155 117 115 93 88
Total 971 829 640 541 555
Source: CA Child Welfare Indicators Project (CCWIP), UC Berkeley; https://ccwip.berkeley.edu/childwelfare/reports/Entries/MTSG/r/ab636/s
0
100
200
300
400
500
600
700
800
900
ALAMOANTIOCHBAY POINTBETHEL ISLANDBRENTWOODCLAYTONCONCORDDANVILLEEL CERRITOEL SOBRANTEHERCULESKENSINGTONLAFAYETTEMARTINEZOAKLEYORINDAPACHECOPINOLEPITTSBURGPLEASANT HILLRICHMONDRODEOSAN PABLOSAN RAMONWALNUT CREEK2022 2023
442
Contra Costa County 93 of 11 7
COMMUNITY ASSESSMENT FOR CY 202 3 -2025
In Contra Costa County, foster care first entr ies among infants less than 1 month old fell 20.0% to 40 in 2022
from 50 in 202 1 and now represent 17.9% of all first entries. The number of infants age 1-11 months with
first entries fell 25.0 % from 28 infants in 2021 to 21 infants in 2022 and now represent 9.4% of all first
entries. First entries involving 1 to 2 year olds fell 16.7% from 30 in 2021 to 25 in 2022 and represent 11.2%
of all first entries. Children age 0 -5 now represent 49.8% (111) of all 223 first entries in 202 2, down
significantly from 57.4% (128) in 2021.
Table 78 – First Entries into Foster Care by Age, 2010-2021
Age Group 2017 2019 2020 2021 2022
< 1 mo. 71 43 41 50 40
1-11 mos. 36 36 24 28 21
1-2 yrs. 55 33 23 30 25
3-5 yrs. 58 37 23 31 25
6-10 yrs. 70 50 35 40 43
11-15 yrs. 76 58 35 34 48
16-17 yrs. 18 11 19 12 21
Total 384 268 200 225 223
Source: CA Child Welfare Indicators Project (CCWIP), UC Berkeley; https://ccwip.berkeley.edu/childwelfare/reports/Entries/MTSG/r/ab636/s
Figure 19 – First Entries into Foster Care by Age, 2010 – 2022
Table 79 – Foster Care First Entries by Ethnicity, Contra Costa County 2010–2021
Race/Ethnicity 2017 2019 2020 2021 2022
African American/Black 129 96 59 70 71
White 97 73 46 65 35
Latino 125 71 74 70 85
Asian/Pacific Islander 19 19 NA 11 15
Unknown 14 9 NA 9 17
Total 384 268 200 225 223
Source: https://ccwip.berkeley.edu/childwelfare/reports/Entries/MTSG/r/ab636/s
In 2022, a total of 71 (31.8%) Contra Costa County first entr ies into foster care are for Black or African
American children, up slightly from 31.1% in the prior year. A total of 85 (38.1%) first entries involve Latino
children , up moderately from 31.1% in the prior year. Another 35 (15.7%) first entries involve White children
in 2022, a significant drop from 65 (28.9%) in 2021 .
10
20
30
40
50
60
70
80
2017 2019 2021 2022
<1 mo
1-11 mo
1-2 yr
3-5 yr
443
Contra Costa County 94 of 11 7
COMMUNITY ASSESSMENT FOR CY 202 3 -2025
Foster Students
The CDE provides a count of foster students enrolled by school district as maintained in the California
Longitudinal Pupil Achievement Data System (CALPADS) who are matched with foster child ren in the Case
Management System of the Child Welfare System. Based on the latest data available, Con tra Costa schools
enrolled 768 matched foster students in 2020 -21, which is an 11.0% decline of 95 foster students since
2019-20. The number of Contra Costa kindergarteners in the foster care system also fell 16.4% or 9 students
since the 2019 -20 school year.
Based on the 2020-21 school year distribution by grade , 46 (10.2%) foster students are kinderga rteners.
The districts of Antioch Unified (199 ), Mt. Diablo Unified (155), West Contra Costa Unified (122) and
Pittsburg Unified (91) have the largest number of foster students of all ages. Antioch Unified (down 63),
West Contra Costa Unified (down 48) and Contra Costa County Office of Education (down 35) saw notable
declines in the number of foster students enrolled since 201 9-20.
Table 80 – Contra Costa County Foster Students, 2020-21
District Kindergarten Grade 1-6 Grade 7-12 Total
Acalanes Union High 0 0 4 4
Antioch Unified 8 78 113 199
Brentwood Union Elementary 5 19 9 33
Byron Union Elementary 1 14 6 21
Contra Costa County Office of Educ. 1 2 37 40
John Swett Unified 1 3 3 7
Knightsen Elementary 1 1 0 2
Liberty Union High 0 0 38 38
Martinez Unified 5 7 5 17
Moraga Elementary 0 1 1 2
Mt. Diablo Unified 6 65 84 155
Oakley Union Elementary 7 18 7 32
Orinda Union Elementary 0 1 0 1
Pittsburg Unified 5 31 55 91
San Ramon Valley Unified 0 7 15 22
SBE - John Henry High 0 0 2 2
Walnut Creek Elementary 0 0 1 1
West Contra Costa Unified 6 44 72 122
County Total (unduplicated) 45 284 439 768
Statewide (unduplicated) 3,877 18,819 20,984 43,680
Source: California Department of Education (CDE), Data & Statistics; http://www.cde.ca.gov/
EDUCATION AND TRAINING
Enrollment
Public school enrollment in Contra Costa County totals 169,225 students in 20 22-23, which represents a
slight 0.6% increase of 997 students over 2011 enrollment but is unchanged from the 2021 -22 school year .
Districts that experienced more significant 1-year changes in enrollment include Martinez Unified (down
107 or 2.8%), Pittsburg Unified (down 128 or 1.2%), San Ramon Valley Unified (down 388 or 1.3%) and West
Contra Costa Unified (down 399 students or 1.3 %). Districts that saw notable enrollment increases include
Brentwood Union Elementary (up 311 students or 3.4%), Oakley Union Elementary (up 154 or 3.1%) and
Walnut Creek Elementary (up 105 students or 3.2%).
444
Contra Costa County 95 of 11 7
COMMUNITY ASSESSMENT FOR CY 202 3 -2025
Table 81 – Contra Costa County Public School Enrollment, 2010–2022
2010-11 2012-13 2014-15 2016-17 2018-19 2020-21 2021-22 2022-23
168,228 171,418 174,802 177,370 177,942 173,021 169,604 169,225
Source: California Department of Education (CDE), Data & Statistics; http://www.cde.ca.gov/
Contra Costa school districts wi th the highest enrollment include West Contra Costa Unified (29,672), San
Ramon Valley (29,680) and Mt. Diablo Unified (29,873). The combined enrollment in these 3 districts
continues to account for just over half (52.7%) of the county’s entire enrollment in the 2022-23 school year.
Table 82 – Enrollment in Contra Costa County by School District, 2021 – 2022
District 2021-22 2022-23 1-Year Change % Change
Countywide 169,604 169,225 -379 -0.2
Acalanes Union High 5,466 5,420 -46 -0.8
Antioch Unified 16,181 16,171 -10 -0.1
Brentwood Union Elementary 9,124 9,435 311 3.4
Byron Union Elementary 2,171 2,166 -5 -0.2
Canyon Elementary 73 65 -8 -11.0
Contra Costa Office of Ed 5,938 6,006 68 1.1
John Swett Unified 1,240 1,234 -6 -0.5
Knightsen Elementary 587 577 -10 -1.7
Lafayette Elementary 3,136 3,180 44 1.4
Liberty Union High 8,300 8,233 -67 -0.8
Martinez Unified 3,879 3,772 -107 -2.8
Moraga Elementary 1,724 1,735 11 0.6
Mt. Diablo Unified 29,789 29,873 84 0.3
Oakley Union Elementary 4,905 5,059 154 3.1
Orinda Union Elementary 2,489 2,516 27 1.1
Pittsburg Unified 10,793 10,665 -128 -1.2
San Ramon Valley Unified 30,068 29,680 -388 -1.3
SBE - John Henry High 340 331 -9 -2.6
Walnut Creek Elementary 3,330 3,435 105 3.2
West Contra Costa Unified 30,071 29,672 -399 -1.3
Source: California Department of Education (CDE), Data & Statistics; http://www.cde.ca.gov/
Table 83 – Enrollment in Contra Costa Schools by Race and Ethnicity, 201 0 – 2022
Race/Ethnicity 2010-11 2014-15 2018-19 2020-21 2021-22
African American/Black Count 15,965 17,401 15,515 14,548 13,952
% 9.5 10.0 8.7 8.4 8.4
Amer. Indian/Alaskan Count 638 612 506 519 497
% 0.4 0.4 0.3 0.3 0.3
Asian/Asian American Count 16,751 20,418 22,989 23,267 23,375
% 10.0 11.7 12.9 13.4 14.1
Filipino Count 6,548 7,466 7,344 7,230 7,110
% 3.9 4.3 4.1 4.2 4.3
Native HI/Pac. Islander Count 1,162 1,191 1,137 1,026 1,014
% 0.7 0.7 0.6 0.6 0.6
White Count 63,337 58,953 52,146 47,710 44,280
% 37.6 33.7 29.3 27.6 26.7
Two or More Count 5,098 8,111 11,089 11,716 11,769
% 3.0 4.6 6.2 6.8 7.1
Hispanic/Latino Count 51,921 59,426 64,171 64,441 63,895
% 30.9 34.0 36.1 37.2 38.5
Source: California Department of Education (CDE), Data & Statistics; http://www.cde.ca.gov/
445
Contra Costa County 96 of 11 7
COMMUNITY ASSESSMENT FOR CY 202 3 -2025
In 2021 -22, the county’s student population is 38.5% Latino, 26.7% White, 14.1% Asian, 8.4% Black or
African American, 7.1% multi -racial and 4.3% Filipino. Since 2020 -21, county school districts saw notable
declines in the number of Black or African American students (down 596 or 4.1%) and White students (down
3,430 or 7.2%). The racial and ethnic composition of the student body has changed dramatically since 2010,
with the largest increases among multi -racial students (up 6,671 or 130.9%), As ian students (up 6,624 or
39.5%) and Hispanic/Latino students (up 11,974 or 23.1%), while the largest decreases are evident among
White students (down 19,057 or 30.1%) and Black or African American students (down 2,013 or 12.6%).
Figure 20 – School Enrollment by Race and Ethnicity, 2010 – 2022
The ACS estimates that from 2007 to 20 21, both the state and county have seen a gradual decline in the
proportion of school enrollees who attend preschool , although the state has seen a slight 0.2 percentage
point drop , compared to the county ’s 0.7 point decline . Despite this decline, the percentage of enrollees in
Contra Costa who attend preschool (5.8%) continues to outpace the state (5.4%). Since 2007, both the state
and county have seen declines in the proportion of enrollees who attend elementary or high school, with a
1.0 point drop of elementary school enrollees and a 0.8 point drop of high school enrollees in the county .
Still, the county maintain s a higher proportion of enrollees who attend elementary and high school (39.6%
and 22.4%, respectively) than the state (38.3% and 21.0%, respectively). Both the state (up 3.0 points) and
the county (up 2.4 points) have seen an increase in the proportion of enrollees who attend undergraduate
or graduate college or professional school, but the state continues to have a higher proportion of enrollees
who attend college (30.4%) as compared to the county (27.2%). The number (17,322 ) of enrollees who
attend nursery or preschool in the co unty in 2021 has fallen 4.9% or 892 since 2020 .
Table 84 – School Enrollment 2007 – 2021
COUNTY 2007 STATE 2007 COUNTY 2021 STATE 2021
COUNT PERCENT PERCENT COUNT PERCENT PERCENT
Nursery school, preschool 17,851 6.5 5.6 17,322 5.8 5.4
Kindergarten 13,878 5.0 4.8 14,804 5.0 4.9
Elementary school (grades 1-8) 111,837 40.6 39.7 117,409 39.6 38.3
High school (grades 9-12) 63,847 23.2 22.3 66,301 22.4 21.0 College or graduate school 68,333 24.8 27.4 80,548 27.2 30.4
Total Enrollment 275,746 10,341,546 296,384 10,300,687
Source: 2021 ACS 2017-2021 5-Year Estimates. https://data.census.gov/cedsci/
0.0
5.0
10.0
15.0
20.0
25.0
30.0
35.0
40.0
2010-11 2014-15 2018-19 2020-21 2021-22
Black
Asian
Filipino
White
Two or More
Latino
446
Contra Costa County 97 of 11 7
COMMUNITY ASSESSMENT FOR CY 202 3 -2025
Of Contra Costa residents age 3 and older enrolled in school, 17,322 (5.8%) attend nursery or preschool in
2021, down 4 .9% or 892 since 2020, compared to a 6.1% drop in California overall. The number of preschool
enrollees fell most notably in Concord (down 528 or 18.4%), Pittsburg (down 212 or 21.7%), San Ramon
(down 147 or 9.6%), Pleasant Hill (down 90 or 13.1%) and Hercules (down 80 or 18.4%). In contrast, the
number enrolled in nursery or preschool rose most significantly since 20 20 in Martinez (up 151 or 16.3%),
Discovery Bay (up 105 or 55.3%), Moraga (up 74 or 37.4%), Lafayette (up 72 or 13.3%), Antioch (up 64 or
5.6%) and Pinole (up 52 or 23.7%). Countywide, 45.6% of those enrolled attend public preschools, up a slight
0.3 points since 2020, while 56.0% attend public preschools in the state, up 0.8 percentage points.
Table 85 – School Enrollment by Census Place, 2021
Area Pop. 3 & over in school
In Nursery / Preschool
% in Nursery / Preschool
Public Nursery/ Preschool
% in public preschool
Pop. Age 3-4 Age 3-4 in school
% Age 3-4 in school
California 10,300,687 553,942 5.4 310,443 56.0 997,048 455,080 45.6
Contra Costa 296,384 17,322 5.8 7,904 45.6 26,549 13,770 51.9
Alamo 3,380 181 5.4 77 42.5 106 96 90.6
Antioch 29,995 1,208 4.0 923 76.4 2,760 1,058 38.3
Bay Point 7,235 228 3.2 155 68.0 662 165 24.9
Bayview 891 52 5.8 52 100.0 57 52 91.2
Bethel Island 611 0 0.0 0 - 0 0 -
Blackhawk 2,511 128 5.1 0 0.0 184 117 63.6
Brentwood 19,290 1,158 6.0 709 61.2 1,023 693 67.7
Byron 717 23 3.2 23 100.0 34 18 52.9
Clayton 3,327 193 5.8 91 47.2 190 165 86.8
Clyde 75 0 0.0 0 - 0 0 -
Concord 28,099 2,349 8.4 1,183 50.4 3,352 1,943 58.0
Contra Costa Ctr 978 58 5.9 42 72.4 56 56 100.0
Crockett 688 12 1.7 0 0.0 30 12 40.0
Danville 12,558 596 4.7 152 25.5 818 493 60.3
Diablo 212 69 32.5 69 100.0 69 69 100.0
Discovery Bay 3,568 295 8.3 141 47.8 532 256 48.1
E Richmond Hts 582 41 7.0 0 0.0 50 41 82.0
El Cerrito 5,484 526 9.6 89 16.9 632 441 69.8
El Sobrante 3,928 370 9.4 177 47.8 355 265 74.6
Hercules 6,295 355 5.6 89 25.1 406 144 35.5
Kensington 1,256 95 7.6 0 0.0 125 57 45.6
Knightsen 301 0 0.0 0 - 28 0 0.0
Lafayette 7,022 612 8.7 214 35.0 481 438 91.1
Martinez 8,517 1,077 12.6 500 46.4 1,259 893 70.9
Moraga 6,171 272 4.4 34 12.5 273 234 85.7
No. Richmond 1,127 0 0.0 0 - 26 0 0.0
Oakley 12,188 679 5.6 385 56.7 1,274 377 29.6
Orinda 5,396 390 7.2 22 5.6 386 283 73.3
Pacheco 974 78 8.0 78 100.0 74 60 81.1
Pinole 4,129 271 6.6 104 38.4 363 249 68.6
Pittsburg 19,426 765 3.9 543 71.0 2,281 914 40.1
Pleasant Hill 8,452 597 7.1 200 33.5 730 472 64.7
Richmond 27,990 1,311 4.7 802 61.2 2,552 987 38.7
Rodeo 1,997 145 7.3 82 56.6 250 130 52.0
San Pablo 10,177 284 2.8 211 74.3 755 190 25.2
San Ramon 26,518 1,383 5.2 290 21.0 2,010 1,221 60.7
Tara Hills 1,109 47 4.2 47 100.0 97 14 14.4
Vine Hill 764 35 4.6 20 57.1 54 35 64.8
Walnut Creek 12,263 691 5.6 148 21.4 1,341 639 47.7
Source: 2021 ACS 2017-2021 5-Year Estimates. https://data.census.gov/cedsci/
447
Contra Costa County 98 of 11 7
COMMUNITY ASSESSMENT FOR CY 202 3 -2025
About 13,770 (51.9%) of all 26,549 Contra Costa County 3 -4 year olds are enrolled in preschool, down 818
children or 5.6% since 2020. County enrollment of 3 -4 year olds (51.9%) continues to surpass the state
(45.6%). Areas within the county with the larges t declines in the enrollment of 3 -4 year olds include Concord
(down 516 or 21.0%), Richmond (down 101 or 9.3%), Brentwood (down 100 or 12.6%) and Oakley (down 97
or 20.5%). In contrast, Antioch (up 137 or 14.9%), Martinez (up 87 or 10.8%), Discovery Bay (u p 80 or 45.5%),
Moraga (up 77 or 49.0%) and Pinole (up 57 or 29.7%) saw notable increases. Areas with the lowest
proportion of 3 -4 year olds in school include Antioch (38.3%), Bay Point (24.9%), Hercules (35.5%), Oakley
(29.6%), Pittsburg (40.1%), Richmond (38.7%) and San Pablo (25.2%).
Of all Contra Costa County residents 3 years and older in school (296,384 ) in 2021, 5.8% attend nursery or
preschool compared to 5.4% statewide , but rates vary by nativity. Among all native-born residents 3 and
older in school (264,776 ), 6.3% attend preschool. Among all foreign -born, naturalized citizens in school
(11,949), 1.2 % attend preschool. Among the county’s 19,659 non-citizens in school, 2.6% attend preschool.
The county has 31,608 foreign-born residents age 3 and older enrolled in school , virtually unchanged since
2020. The h ighest numbers of enrolled foreign -born residents reside in Richmond (4,210), San Ramon
(3,487), Concord (3,450) and Antioch (3,068 ), but notable shifts since 2020 occur in Concord (d own 11.8%
or 460), Hercules (down 13.2% or 84), San Pablo (up 14.5% or 228) and Danville (up 12.1% or 72). Of enrolled
foreign -born residents in school, 19,659 are non-citizens, down a slight 1.0% or 205. T he highest numbers
of enrolled non -citizens reside in Richmond (3,123), Concord (2,511) and San Ramon (2,118).
Table 86 – School Enrollment by Nativity and Census Place, 2021
Area Pop. 3 and over in school
% Nursery/ preschool
Native Foreign born Foreign born; Naturalized Foreign born; Non-citizen
3 and over in school
% in Nursery/ preschool
3 and over in school
% in Nursery/ preschool
3 and over in school
% in Nursery/ preschool
3 and over in school
% in Nursery/ preschool
California 10,300,687 5.4 9,285,862 5.8 1,014,825 1.6 386,890 0.7 627,935 2.1
Countywide 296,384 5.8 264,776 6.3 31,608 2.1 11,949 1.2 19,659 2.6
Antioch 29,995 4.0 26,927 4.2 3,068 2.9 1,276 4.9 1,792 1.5
Bay Point 7,235 3.2 6,453 3.5 782 0.0 170 0.0 612 0.0
Brentwood 19,290 6.0 18,333 6.3 957 0.0 433 0.0 524 0.0
Concord 28,099 8.4 24,649 8.8 3,450 4.9 939 0.0 2,511 6.8
Danville 12,558 4.7 11,889 5.0 669 0.0 220 0.0 449 0.0
El Cerrito 5,484 9.6 4,193 11.8 1,291 2.3 454 0.0 837 3.6
Hercules 6,295 5.6 5,745 6.2 550 0.0 437 0.0 113 0.0
Pittsburg 19,426 3.9 16,859 4.4 2,567 0.6 1,192 0.0 1,375 1.1
Richmond 27,990 4.7 23,780 5.4 4,210 0.6 1,087 0.0 3,123 0.8
San Pablo 10,177 2.8 8,376 3.1 1,801 1.2 735 0.0 1,066 2.1
San Ramon 26,518 5.2 23,031 5.6 3,487 2.8 1,369 0.0 2,118 4.7
Walnut Creek 12,263 5.6 10,787 5.9 1,476 3.9 353 0.0 1,123 5.2
Source: 2020 ACS 2017-2021 5-Year Estimates. https://data.census.gov/cedsci/
About 35.9% of all California residents age 3 and over who live below the FPL attend school in 20 21,
compared to 32.0% (28,805 ) in the county, down 4.0% in the state and 0.9% or 248 enrollees in the county .
Communities with the largest declines in the number of residents below FPL who attend school include
Discovery Bay (down 244 or 55.1%), Rodeo (down 222 or 32.5%) and Pittsburg (down 161 or 7.1%). Areas
with the largest increases since 2020 include Richmond (up 459 or 10.3%), San Ramon (up 185 29.6%),
Concord (up 176 or 5.7%), El Sobrante (up 134 or 33.6%) and Brentwood (up 99 or 7.3%).
An estimated 1,474 Contra Costa residents below the FPL attend nursery or preschool in 20 21, which is a
5.6% decrease of 88 enrollees since 20 20, compared to a 12.5% decline in the state . The highest preschool
enrollment numbers among residents below the FPL occur in Concord (353), Richmond (264), Antioch (136),
Pittsburg (127), Oakley (109) and San Pablo (105). Areas that saw the largest declines in the number of
448
Contra Costa County 99 of 11 7
COMMUNITY ASSESSMENT FOR CY 202 3 -2025
preschool attendees below the FPL include Richmond (down 52), Antioch (down 48) and Walnut Creek
(down 43 ). Another 8,620 residents below the FPL attend college, down 4.5% in the county since 2020
compared to a 5.4% drop statewide . Richmond (1,184), Concord (1,092) and Antioch (1,042) have the
highest number of residents below the FPL enrolled in college.
Table 87 – School Enrollment of Residents Below FPL by Census Place, 2021
Area Total Age 3 & over Age 3 & Over < FPL
Income < FPL
Enrolled In nursery/ preschool In kindergarten In Grade 1-12 In college
California 37,376,239 4,526,824 1,624,880 69,680 81,804 973,462 499,934
Contra Costa 1,115,147 89,958 28,805 1,474 1,842 16,869 8,620
Alamo 13,657 487 118 12 0 2 104
Antioch 110,340 13,847 4,839 136 250 3,411 1,042
Bay Point 23,943 3,063 1,251 52 25 809 365
Bethel Island 2,119 377 117 0 0 75 42
Blackhawk 10,516 540 72 0 0 22 50
Brentwood 62,151 4,071 1,447 21 342 870 214
Byron 1,993 340 146 18 23 86 19
Clayton 10,884 134 16 0 0 8 8
Concord 119,346 10,656 3,261 353 175 1,641 1,092
Contra Costa Ctr 6,520 425 63 0 5 0 58
Crockett 3,329 285 107 0 0 48 59
Danville 42,753 2,083 524 0 0 407 117
Discovery Bay 15,186 1,102 199 16 18 126 39
E Richmond Hts 3,225 192 12 0 0 12 0
El Cerrito 24,948 1,722 601 9 5 114 473
El Sobrante 14,968 1,448 533 0 0 298 235
Hercules 25,373 1,426 186 0 0 108 78
Kensington 5,161 180 26 0 0 8 18
Knightsen 1,291 74 14 0 0 14 0
Lafayette 24,771 1,114 451 0 25 125 301
Martinez 35,327 2,208 514 18 6 162 328
Moraga 14,532 724 355 0 0 135 220
No. Richmond 3,755 377 153 0 15 126 12
Oakley 40,822 2,705 1,011 109 76 617 209
Orinda 18,977 401 52 0 0 36 16
Pacheco 5,007 322 61 34 0 11 16
Pinole 18,317 979 193 0 10 63 120
Pittsburg 72,033 7,222 2,094 127 206 1,262 499
Pleasant Hill 33,150 2,323 918 33 19 444 422
Richmond 110,343 14,401 4,902 264 364 3,090 1,184
Rodeo 9,126 1,183 462 59 26 347 30
San Pablo 30,518 3,698 1,244 105 84 835 220
San Ramon 83,138 3,385 810 52 42 463 253
Tara Hills 4,814 328 103 0 17 60 26
Vine Hill 3,101 201 45 0 0 0 45
Walnut Creek 67,051 3,572 1,163 44 109 502 508
Source: 2021 ACS 2017-2021 5-Year Estimates. https://data.census.gov/cedsci/
About 30.4% of California residents age 3 and over and 27.2% (80,548) of Contra Costa residents 3 and over
attend undergraduate or graduate college or professional school in 20 21, largely unchanged in the county
since 2020 . The proportion of residents age 3 and over in college exceeds the county average (27.2%) by far
in Bayview (60.2%), Contra Costa Centre (59.7%), Moraga (48.3%), Bethel Island (41.4%), El Cerrito (38.0%)
and Pleasant Hill (36.0%). Countywide, 22.6% (67,122 ) attend undergraduate college (down 1,227 or 1.8%
since 2020) and 4.5% (13,426 ) attend graduate or professional school (up 1,281 or 10.5% since 2020). Of
Contra Costa’s 80,548 residents in college, 36,963 (45.9%) are male and 43,585 (54.1%) are female, with
college enrollment among females down 210 (0.5%).
449
Contra Costa County 100 of 11 7
COMMUNITY ASSESSMENT FOR CY 202 3 -2025
Table 88 – College Enrollment by Census Place, 2021
Area
Pop. 3 &
over in
school
In College,
undergrad
% In
College,
undergrad
In
Graduate,
prof. schl
% In
Graduate,
prof. schl
Total in
college or
grad school
% in
college or
grad school
Males in
college or
grad school
Females in
college or
grad school
California 10,300,687 2,575,545 25.0 554,045 5.4 3,129,590 30.4 1,428,286 1,701,304
Contra Costa Cty 296,384 67,122 22.6 13,426 4.5 80,548 27.2 36,963 43,585
Alamo 3,380 479 14.2 145 4.3 624 18.5 244 380
Antioch 29,995 7,276 24.3 811 2.7 8,087 27.0 3,652 4,435
Bay Point 7,235 2,036 28.1 130 1.8 2,166 29.9 1,029 1,137
Bayview 891 484 54.3 52 5.8 536 60.2 364 172
Bethel Island 611 253 41.4 0 0.0 253 41.4 189 64
Blackhawk 2,511 558 22.2 64 2.5 622 24.8 311 311
Brentwood 19,290 3,595 18.6 319 1.7 3,914 20.3 2,315 1,599
Byron 717 167 23.3 37 5.2 204 28.5 27 177
Clayton 3,327 834 25.1 174 5.2 1,008 30.3 455 553
Clyde 75 26 34.7 0 0.0 26 34.7 13 13
Concord 28,099 6,326 22.5 1,393 5.0 7,719 27.5 3,392 4,327
Contra Costa Ctr 978 380 38.9 204 20.9 584 59.7 260 324
Crockett 688 174 25.3 60 8.7 234 34.0 78 156
Danville 12,558 2,281 18.2 455 3.6 2,736 21.8 1,349 1,387
Diablo 212 0 0.0 5 2.4 5 2.4 0 5
Discovery Bay 3,568 628 17.6 239 6.7 867 24.3 340 527
E Richmond Hts 582 120 20.6 38 6.5 158 27.1 65 93
El Cerrito 5,484 1,555 28.4 527 9.6 2,082 38.0 1,065 1,017
El Sobrante 3,928 1,031 26.2 182 4.6 1,213 30.9 457 756
Hercules 6,295 1,569 24.9 400 6.4 1,969 31.3 884 1,085
Kensington 1,256 136 10.8 88 7.0 224 17.8 74 150
Knightsen 301 84 27.9 0 0.0 84 27.9 72 12
Lafayette 7,022 820 11.7 325 4.6 1,145 16.3 460 685
Martinez 8,517 1,922 22.6 578 6.8 2,500 29.4 1,264 1,236
Moraga 6,171 2,729 44.2 251 4.1 2,980 48.3 1,177 1,803
North Richmond 1,127 238 21.1 0 0.0 238 21.1 99 139
Oakley 12,188 2,727 22.4 200 1.6 2,927 24.0 957 1,970
Orinda 5,396 684 12.7 201 3.7 885 16.4 384 501
Pacheco 974 200 20.5 37 3.8 237 24.3 77 160
Pinole 4,129 1,217 29.5 212 5.1 1,429 34.6 689 740
Pittsburg 19,426 5,220 26.9 812 4.2 6,032 31.1 2,932 3,100
Pleasant Hill 8,452 2,355 27.9 687 8.1 3,042 36.0 1,646 1,396
Richmond 27,990 7,290 26.0 1,459 5.2 8,749 31.3 3,544 5,205
Rodeo 1,997 321 16.1 48 2.4 369 18.5 95 274
San Pablo 10,177 2,567 25.2 265 2.6 2,832 27.8 1,042 1,790
San Ramon 26,518 4,516 17.0 1,223 4.6 5,739 21.6 3,269 2,470
Tara Hills 1,109 248 22.4 57 5.1 305 27.5 158 147
Vine Hill 764 214 28.0 37 4.8 251 32.9 125 126
Walnut Creek 12,263 2,526 20.6 1,075 8.8 3,601 29.4 1,662 1,939
Source: 2021 ACS 2017-2021 5-Year Estimates. https://data.census.gov/cedsci/
The educational attainment of Contra Costa residents age 25 and over has generally improved since 2005,
with 89.7% of residents attain ing at least a high school diploma or GED in 2021, slightly down from 89.9%
in 2020. The county rate (89.7%) continues to exceed the statewide rate of 84.2%. The percentage of county
residents who have at least a bachelor’s degree (44.1%) also continues to increase and to surpass the state’s
rate (35.3%). Countywide, 10.8% (41,867) of males age 25 and over have less than a hi gh school diploma,
up 3.8% or 1,528 males since 20 20. An estimated 9.8% (40,697) of females have less than a high school
diploma, up 2.0% or 779 females since 20 20. Notably, the percentage of males who have achieved a
bachelor’s degree or higher rose a considerable 2.7% or 4,389 to 169,153 (43.5%). The percentage of
females who have achieved a bachelor’s degree or higher also rose a significant 3.4% or 6,028 to 185,50 8
(44.6%) since 2020.
450
Contra Costa County 101 of 11 7
COMMUNITY ASSESSMENT FOR CY 202 3 -2025
Table 89 – Educational Attainment by Sex and Census Place, 2021
Area
Male Female
25 and
over
< HS
Diploma
HS grad /
GED
< 4 yrs
college
BA or
more
25 and
over
Less than
Diploma
HS grad /
GED
< 4 yrs
college
BA or
more
California 13,229,666 2,137,364 2,825,211 3,670,091 4,597,000 13,567,404 2,098,671 2,651,943 3,962,352 4,854,438
% 16.1 21.4 27.8 34.7 % 15.4 19.5 29.2 35.8
Contra
Costa Cnty 389,061 41,867 73,679 104,362 169,153 415,959 40,697 66,954 122,800 185,508
% 10.8 18.9 26.8 43.5 % 9.8 16.1 29.6 44.6
Alamo 5,063 30 291 590 4,152 5,037 72 272 1,163 3,530
% 0.6 5.7 11.6 82.0 % 1.5 5.4 23.1 70.1
Antioch 37,008 5,478 11,281 12,763 7,486 39,442 4,914 9,672 15,241 9,615
% 14.8 30.5 34.5 20.2 % 12.5 24.5 38.6 24.4
Bay Point 7,962 2,282 2,987 1,853 840 7,482 2,249 1,961 1,822 1,450
% 28.7 37.5 23.3 10.6 % 30.0 26.2 24.4 19.4
Bayview 1,042 124 431 307 180 886 128 366 213 179
% 11.9 41.4 29.5 17.3 % 14.5 41.3 24.1 20.2
Bethel
Island 782 177 294 225 86 751 83 171 292 205
% 22.6 37.6 28.7 11.0 % 11.0 22.8 38.9 27.3
Blackhawk 3,933 22 278 615 3,018 4,121 68 519 850 2,684
% 0.6 7.1 15.7 76.7 % 1.6 12.6 20.6 65.1
Brentwood 19,139 1,535 3,546 7,198 6,860 22,087 1,480 4,028 7,975 8,604
% 8.0 18.5 37.6 35.8 % 6.7 18.2 36.1 39.0
Byron 547 106 193 170 78 634 47 93 361 133
% 19.4 35.3 31.1 14.3 % 7.4 14.7 57.0 21.0
Clayton 3,526 10 432 1,020 2,064 3,847 76 411 1,162 2,198
% 0.3 12.3 28.9 58.5 % 2.0 10.7 30.2 57.1
Clyde 211 0 51 105 55 291 15 43 123 110
% 0.0 24.2 49.8 26.1 % 5.2 14.8 42.3 37.8
Concord 43,829 5,227 9,680 13,653 15,269 46,073 4,845 8,063 15,403 17,762
% 11.9 22.1 31.2 34.8 % 10.5 17.5 33.4 38.6
Contra
Costa Ctr 2,997 14 195 339 2,449 2,450 32 225 458 1,735
% 0.5 6.5 11.3 81.7 % 1.3 9.2 18.7 70.8
Crockett 1,224 92 183 490 459 1,434 24 232 528 650
% 7.5 15.0 40.1 37.5 % 1.7 16.2 36.8 45.3
Danville 14,466 177 1,278 2,267 10,744 15,609 222 1,125 3,835 10,427
% 1.3 8.8 15.7 74.3 % 1.4 7.2 24.5 66.8
Diablo 239 0 0 24 215 243 0 23 73 147
% 0.0 0.0 10.0 90.0 % 0.0 9.5 30.1 60.5
Discovery
Bay 5,376 320 1,148 2,188 1,720 5,582 253 1,191 2,330 1,808
% 6.0 21.4 40.7 32.0 % 4.5 21.3 41.7 32.4
E Richmond
Heights 1,293 61 171 327 734 1,425 94 113 459 759
% 4.7 13.2 25.3 56.8 % 6.6 7.9 32.2 53.3
El Cerrito 9,324 560 1,078 1,591 6,095 10,553 527 1,127 1,995 6,904
% 6.0 11.6 17.0 65.4 % 5.0 10.7 18.9 65.4
El Sobrante 5,591 653 1,340 1,929 1,669 5,764 564 904 1,885 2,411
% 11.7 24.0 34.5 29.9 % 9.8 15.7 32.7 41.8
Hercules 8,928 694 1,371 3,021 3,842 10,071 697 1,619 3,036 4,719
% 7.8 15.4 33.9 43.0 % 6.9 16.1 30.2 46.9
Kensington 1,865 28 53 204 1,580 1,990 15 49 229 1,697
% 1.5 2.8 11.0 84.7 % 0.8 2.5 11.5 85.3
Knightsen 532 108 186 204 34 428 73 146 184 25
% 20.3 35.0 38.4 6.4 % 17.1 34.1 43.0 5.8
Lafayette 9,328 108 493 1,850 6,877 8,480 178 340 1,632 6,330
% 1.1 5.3 19.8 73.7 % 2.1 4.0 19.3 74.6
Martinez 12,814 425 2,249 4,180 5,960 14,162 608 2,235 5,150 6,169
% 3.3 17.6 32.6 46.5 % 4.2 15.8 36.3 43.6
Moraga 4,966 32 171 659 4,104 5,410 49 403 1,053 3,905
% 0.7 3.4 13.3 82.6 % 0.9 7.4 19.4 72.2
North
Richmond 1,095 532 326 131 106 1,297 509 262 405 121
% 48.6 29.8 11.9 9.7 % 39.3 20.2 31.2 9.3
451
Contra Costa County 102 of 11 7
COMMUNITY ASSESSMENT FOR CY 202 3 -2025
Area
Male Female
25 and
over
< HS
Diploma
HS grad /
GED
< 4 yrs
college
BA or
more
25 and
over
Less than
Diploma
HS grad /
GED
< 4 yrs
college
BA or
more
Oakley 13,545 2,002 4,392 4,621 2,530 13,498 1,107 3,301 5,712 3,378
% 14.8 32.4 34.1 18.7 % 8.2 24.5 42.3 25.0
Orinda 6,947 74 74 653 6,146 6,800 89 196 700 5,815
% 1.1 1.1 9.4 88.5 % 1.4 2.9 10.3 85.5
Pacheco 1,703 441 360 501 401 2,080 161 549 837 533
% 25.9 21.1 29.4 23.5 % 7.7 26.4 40.2 25.6
Pinole 6,818 677 1,263 2,941 1,937 7,895 942 1,282 2,471 3,200
% 10.0 18.5 43.2 28.4 % 11.9 16.2 31.3 40.5
Pittsburg 24,792 5,193 7,032 7,900 4,667 25,807 5,270 6,229 8,337 5,971
% 21.0 28.4 31.9 18.8 % 20.5 24.1 32.3 23.1
Pleasant Hill 11,867 478 1,451 3,151 6,787 13,148 535 1,376 4,034 7,203
% 4.1 12.2 26.6 57.2 % 4.1 10.5 30.6 54.8
Port Costa 172 24 31 117 0 75 0 15 21 39
% 14.0 18.0 68.0 0.0 % 0.0 20.0 28.0 52.0
Richmond 38,211 8,450 9,204 9,603 10,954 41,456 8,011 7,242 11,687 14,516
% 22.1 24.1 25.1 28.7 % 19.3 17.5 28.2 35.0
Rodeo 3,023 510 714 1,078 721 3,548 470 879 1,312 887
% 16.8 23.6 35.7 23.9 % 13.2 24.8 37.0 25.0
San Pablo 9,675 2,894 2,862 2,646 1,273 10,243 2,600 2,775 3,105 1,763
% 29.9 29.6 27.4 13.2 % 25.4 27.1 30.3 17.2
San Ramon 27,203 727 1,735 4,483 20,258 28,998 1,216 2,725 5,820 19,237
% 2.7 6.4 16.5 74.5 % 4.2 9.4 20.0 66.3
Tara Hills 1,762 219 469 634 440 1,774 151 454 583 586
% 12.4 26.6 35.9 25.0 % 8.5 25.6 32.8 33.0
Vine Hill 1,083 52 339 364 328 1,150 166 207 349 428
% 4.8 31.3 33.6 30.3 % 14.4 18.0 30.3 37.2
Walnut
Creek 25,468 569 1,992 4,398 18,509 29,561 837 2,375 6,360 19,989
% 2.3 7.8 17.3 72.7 % 2.9 8.0 21.6 67.6
Source: 2021 ACS 2017-2021 5-Year Estimates. https://data.census.gov/cedsci/
Figure 21 – Percentage of Residents with No High School Diploma by Sex, 2021
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
40.0%
45.0%
50.0%ClydeClaytonContra Costa CtreAlamoBlackhawkMoragaOrindaLafayetteDanvilleKensingtonWalnut CreekSan RamonMartinezPleasant HillE Richmond HtsVine HillDiscovery BayEl CerritoCrockettHerculesBrentwoodPinoleContra CostaEl SobranteConcordBayviewTara HillsPort CostaAntiochOakleyCaliforniaRodeoByronKnightsenPittsburgRichmondBethel Isl.PachecoBay PointSan PabloNo RichmondMALES FEMALES
452
Contra Costa County 103 of 11 7
COMMUNITY ASSESSMENT FOR CY 202 3 -2025
Transitional Kindergarten
The most recent transitional kindergarten (TK) enrollment data availa ble from the CDE for the 2021-22
school year indicates that TK cumulative enrollment in Contra Costa County schools fell 268 students or
10.4% to 2,300 . California as a whole also saw a 1-year enrollment decline of 11.6%. The districts of Antioch
Unified (down 68), West Contra Costa Unified (down 61), San Ramon Valley Unified (down 30) and Pittsburg
Unified (down 29) saw the largest decreases in TK enrollment . Of all TK enrollees in the county, 536 (23.3%)
are English Learners (EL) and 860 (37.4%) are Socioeconomically Disadvantaged (S ED), and both figures fell
slightly since 2019-20.
Since 201 9-20, the number of EL participants fell 13.0% or 80 students countywide, compared to a 10.9%
drop in the state. The number of S ED participants also fell a notable 10.9% or 105 students countywide,
while the state saw a 12.1% drop. West Contra Costa Unified (down 21 students), Pittsburg Unified (down
20) and Antioch Unified (down 12 ) experienced the largest 1-year declines in EL enrollment . The districts of
Antioch Unified (down 40 ), West Contra Costa Unified (down 39) and Pittsburg Unified (down 16 ) saw the
largest declines in SED enrollment. Districts in Contra Costa County with the highest TK pa rticipation in
2021-22 include the same 5 districts as in prior year s, led by San Ramon Valley Unified (472) and followed
by Mt. Diablo Unified (442), West Contra Costa Unified (418), Antioch Unified (206) and Brentwood Union
Elementary (199).
Table 90 – Contra Costa Transitional Kindergarten Enrollment by District, 2021–22
Area TK Participation (Cumulative) EL % EL SED % SED
California 89,169 26,190 29.4 53,486 60.0
Contra Costa County 2,300 536 23.3 860 37.4
Antioch Unified 206 40 19.4 139 67.5
Brentwood Union Elementary 199 25 12.6 53 26.6
Byron Union Elementary 44 2 4.5 10 22.7
Contra Costa Off of Educ 15 5 33.3 7 46.7
John Swett Unified 18 6 33.3 13 72.2
Knightsen Elementary 8 0 0.0 3 37.5
Lafayette Elementary 43 2 4.7 2 4.7
Martinez Unified 60 4 6.7 15 25.0
Moraga Elementary 34 1 2.9 0 0.0
Mt. Diablo Unified 442 128 29.0 166 37.6
Oakley Union Elementary 97 18 18.6 33 34.0
Orinda Union Elementary 49 2 4.1 2 4.1
Pittsburg Unified 127 44 34.6 95 74.8
San Ramon Valley Unified 472 60 12.7 32 6.8
Walnut Creek Elementary 83 19 22.9 12 14.5
West Contra Costa Unified 418 183 43.8 286 68.4
Source: California Department of Education (CDE), Data & Statistics; http://www.cde.ca.gov/
Table 91 – Contra Costa Transitional Kindergarten Enrollment by School , 2021–22
School Name TK Participation
(Cumulative) EL Students SED Students
Almond Grove Elementary 25 4 4
Aspire Richmond Technology Academy 22 12 13
Ayers Elementary 16 2 7
Bayview Elementary 18 9 12
Bel Air Elementary 20 9 14
Bella Vista Elementary 27 3 5
Bollinger Canyon Elementary 7 2 1
453
Contra Costa County 104 of 11 7
COMMUNITY ASSESSMENT FOR CY 202 3 -2025
School Name TK Participation
(Cumulative) EL Students SED Students
Brentwood Elementary 23 2 8
Buena Vista Elementary 14 6 3
Burton Valley Elementary 19 1 0
Caliber: Beta Academy 15 5 7
Cambridge Elementary 11 8 8
Camino Pablo Elementary 34 1 0
Carmen Dragon Elementary 26 2 12
Cesar E. Chavez Elementary 24 17 19
Collins Elementary 1 1 1
Coronado Elementary 24 16 22
Country Club Elementary 26 5 6
Coyote Creek Elementary 16 3 0
Creekside Elementary 31 3 3
Del Rey Elementary 17 1 0
Delta View Elementary 19 6 13
Diablo Vista Elementary 31 2 19
Dover Elementary 11 9 10
El Monte Elementary 19 7 8
Ellerhorst Elementary 3 1 0
Fair Oaks Elementary 19 9 10
Fairmont Elementary 23 7 10
Foothill Elementary 11 3 7
Ford Elementary 20 8 19
Garin Elementary 24 1 8
Gehringer Elementary 23 3 9
Glorietta Elementary 14 0 0
Golden View Elementary 30 2 2
Grant Elementary 20 14 17
Green Valley Elementary 22 4 0
Greenbrook Elementary 34 6 2
Gregory Gardens Elementary 8 2 3
Harding Elementary 24 4 8
Heights Elementary 21 7 16
Hidden Hills Elementary 25 6 3
Hidden Valley Elementary 30 7 12
Highland Elementary 2 2 2
Highlands Elementary 14 7 10
Holbrook Language Academy 15 3 7
Horizons School: Independent Study 12 2 5
John Baldwin Elementary 19 1 2
John Muir Elementary 25 2 9
John Swett Elementary 24 1 3
Kimball Elementary 33 8 29
Lafayette Elementary 24 1 2
Lake Elementary 25 10 22
Las Juntas Elementary 10 1 3
Live Oak Elementary 15 0 2
Loma Vista Elementary 24 2 4
Los Medanos Elementary 20 3 16
Lupine Hills Elementary 20 2 10
Marina Vista Elementary 15 5 9
Marsh Creek Elementary 23 7 5
Marsh Elementary 28 9 24
Mary Casey Black Elementary 24 4 8
MDUSD Preschools 21 0 4
Meadow Homes Elementary 24 20 20
Michelle Obama Elementary 18 8 14
Montair Elementary 24 0 0
454
Contra Costa County 105 of 11 7
COMMUNITY ASSESSMENT FOR CY 202 3 -2025
School Name TK Participation
(Cumulative) EL Students SED Students
Montevideo Elementary 27 8 2
Mountain View Elementary 1 1 0
Mt. Diablo Elementary 24 3 4
Muir (John) Elementary 24 6 13
Murwood Elementary 21 4 4
Neil A. Armstrong Elementary 25 4 0
Nystrom Elementary 16 10 14
Oakley Elementary 25 8 11
Old River Elementary 8 0 3
Olinda Elementary 22 5 8
Parkmead Elementary 24 4 0
Parkside Elementary 21 9 19
Peres Elementary 20 11 17
Pioneer Elementary 26 3 6
Pleasant Hill Elementary 24 5 6
Quail Run Elementary 28 6 2
R. Paul Krey Elementary 27 5 10
Rancho Romero Elementary 23 2 1
Richmond Charter Elem-Benito Juarez 14 5 12
Richmond College Preparatory 24 15 18
Riverside Elementary 3 0 2
Rocketship Delta Prep 24 7 12
Rocketship Futuro Academy 26 15 17
Rodeo Hills Elementary 16 6 11
Ron Nunn Elementary 27 1 5
Shannon Elementary 28 8 13
Sheldon Elementary 22 3 12
Shore Acres Elementary 12 6 7
Silverwood Elementary 22 4 3
Sleepy Hollow Elementary 18 1 2
Stege Elementary 6 3 5
Stoneman Elementary 11 2 6
Strandwood Elementary 12 2 3
Summer Lake Elementary 24 3 9
Sun Terrace Elementary 23 7 13
Sutter Elementary 34 4 23
Sycamore Valley Elementary 25 1 0
Tara Hills Elementary 1 0 1
Thomas Gaines Virtual Academy 12 2 12
Timber Point Elementary 25 2 5
Twin Creeks Elementary 29 4 0
Valhalla Elementary 16 3 3
Valle Verde Elementary 28 5 3
Valley View Elementary 4 2 3
Venture (Alternative) 16 2 1
Vista Grande Elementary 21 0 0
Vista Oaks Charter 19 0 5
Voices College-Bound Lang Acad at W CCC 10 5 6
Walnut Acres Elementary 26 2 1
Walnut Heights Elementary 24 5 5
Walt Disney Elementary 19 1 1
Westwood Elementary 1 1 1
Willow Cove Elementary 15 8 13
Willow High 3 0 3
Woodside Elementary 15 2 3
Wren Avenue Elementary 1 0 1
Ygnacio Valley Elementary 7 0 3
Source: California Department of Education (CDE), Data & Statistics; http://www.cde.ca.gov/
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Special Education
According to the latest California Department of Education data available, special education enrollment in
2018-19 (21,922 students of all ages ) in Contra Costa County rose 2.8% or 600 students since 2017-18. The
number of students receiving special education in the county represented 12.3% of total enrollment in
2018-19. Since 2011, special education enrollment in Contra Costa County increased by 4,645 students or
26.9%.
Table 92 – Public School Special Education Enrollment in Contra Costa, 2011 -2019
2011 2013 2015 2017 2018 2019
Number of Students 17,277 17,498 20,043 20,880 21,322 21,922
Percent of Enrollment 10.3 10.2 11.5 11.8 12.0 12.3
Source: California Department of Education (CDE), Data & Statistics; http://www.cde.ca.gov/
Among special education students of all ages, the most common disability type countywide was learning
disability, which impact ed a minimum of 8,829 students in 2018 -19. The second most common condition
was speech or language impairment, which impact ed a minimum of 4,684 students. Autism was the third
most common condition impacting a minimum of 3,167 students. All three conditions appear ed to have
increased since 2017 -18, noting that CDE public data release rules prohibit the calculation of exact totals.
Table 93 – Special Education Enrollment by Disability Type – All Ages, 2011-2019
Disability 2011 2013 2015 2017 2018 2019
Autism 1,358 1,625 2,214 2,601 2,859 3,167 Deaf 126 106 116 19 20 20 Deaf-Blindness -- -- -- 5 5 6 Emotional Disturbance 879 850 759 669 688 657 Hard of Hearing 220 239 325 288 274 261 Intellectual Disability 977 967 1,025 960 966 906 Learning Disability 7,841 8,120 8,387 8,728 8,750 8,829 Multiple Disability 85 99 130 34 48 70 Orthopedic Impairment 377 345 392 335 292 257 Other Health Impairment 1,002 1,258 1,693 2,108 2,393 2,620 Speech or Language Impairment 4,235 3,722 4,799 4,693 4,600 4,684 Traumatic Brain Injury 34 31 39 10 11 11 Visual Impairment 138 129 146 76 31 40 Total 17,272 17,491 20,025 20,880 21,322 21,922 Source: California Department of Education (CDE), Data & Statistics; http://www.cde.ca.gov/
In the 2018-19 school year, a minimum of 2,511 children age 0-5 have a disability requiring special education
in the county, up about 8.8% or 204 students from 2,307 in 2017-18. The distribution of students by
disability type remains similar to prior years, with the largest majority o f 0-5 year olds diagnosed with
speech or language impairment s (1,548) or autism (702 ), but the proportion of 0-5 year olds with autism
continues to climb. Note that exact year-to-year changes may not be calculated due to CDE public data
release rules.
Mt. Diablo Unified has a total of 4,233 special education students of all ages in 2018 -19, followed by West
Contra Costa Unified (4,167) and San Ramon Valley Unified (3,062). Districts with the highest proportion of
special education students include John Swett Unified (15.8%), Oakley Union Elementary (15.4%),
Brentwood Union Elementary (14.9%) and Knightsen Elementary (14.9%).
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Table 94 – Special Education Enrollment by Age and Disability, 2018-19
Age 0 1 2 3 4 5 Minimum
Intellectual Disability 0 0 0 1 13 19 33
Hard of Hearing 1 14 28 1 13 17 74
Deaf 1 1 1 1 1 1 6
Speech/Language Impairment 0 12 75 371 550 540 1,548
Visual Impairment 0 0 0 1 1 1 3
Emotional Disturbance 0 0 0 1 1 1 3
Orthopedic Impairment 0 1 1 1 1 1 5
Other Health Impairment 1 1 1 30 39 44 116
Specific Learning Disability 0 0 0 0 1 1 2
Deaf- Blindness 0 0 0 0 0 1 1
Multiple Disability 1 0 0 1 15 1 18
Autism 0 0 1 199 258 244 702
Traumatic Brain Injury 0 0 0 0 0 0 0
Total 4 29 107 607 893 871 2,511
Source: California Department of Education (CDE), Data & Statistics; http://www.cde.ca.gov/. Note that CDE’s confidentiality policy prohibits
reporting when counts drop below 11 students; therefore, all estimates of 1 reported here represent minimum counts only.
Table 95 – Special Education Enrollment by District, 2018-19
Area Number of Students Percent of Enrollment
Antioch Unified 2,484 14.5
Brentwood Union Elementary 1,366 14.9
Byron Union Elementary 214 9.4
John Swett Unified 227 15.8
Knightsen Elementary 94 14.9
Lafayette Elementary 399 11.2
Martinez Unified 580 13.9
Moraga Elementary 247 13.3
Mt. Diablo Unified 4,233 13.6
Oakley Union Elementary 809 15.4
Orinda Union Elementary 235 9.2
Pittsburg Unified 1,273 11.2
San Ramon Valley Unified 3,062 9.5
Walnut Creek Elementary 418 11.8
West Contra Costa Unified 4,167 13.1
Source: California Department of Education (CDE), Data & Statistics; http://www.cde.ca.gov/
The American Community Survey also provides an estimate of the number of children diagnosed with a
major disability. In 2021, about 3.5% of children age 0 -17 in California have a major disability, compared to
3.8% (10,068 ) in Contra Costa County. This represents a 2.9% increase in the state and a 2.7% (up 269)
increase in the county since 20 20. Richmond (down 149 ), Brentwood (down 131), Pinole (down 75) and El
Sobrante (down 55) saw the largest estimate declines in 0-17 year olds with a major disability. In contrast,
Antioch (up 192 ), Pittsburg (up 82), Oakley (up 63) and Blackhawk (up 62) saw the largest increases. The
county has 991 children age 0 -17 with a hearing difficulty and 1,691 with a vision difficulty.
In California, 0.7% of all 0 -4 year olds have a major disability, compared to 0.5% (3 26) in Contra Costa
County. This represents a 7.4% drop in the state, compared to a 4.8% increase in the county since 20 20.
Countywide, an estimated 183 0-4 year olds have a hearing difficulty, with the majority in Concord (64) and
Tara Hills (30). An estimated 197 0-4 year olds have a vision difficulty in 202 1, with the majority in San Pablo
(47), Antioch (44) and San Ramon (34).
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Table 96 – Children with Major Disabilities by Disability Type, 2021
Area
Population < 18 Population < 5
Total With disability
% with disability Hearing difficulty Vision difficulty Total With disability % with disability Hearing difficulty Vision difficulty
California 8,979,207 315,849 3.5 46,616 60,507 2,349,988 15,665 0.7 11,675 8,636
Contra Costa Cty 263,178 10,068 3.8 991 1,691 64,333 326 0.5 183 197
Alamo 2,810 44 1.6 0 0 224 0 0.0 0 0
Antioch 27,521 1,780 6.5 26 349 6,498 58 0.9 14 44
Bay Point 6,439 457 7.1 30 10 1,616 0 0.0 0 0
Bayview 400 0 0.0 0 0 81 0 0.0 0 0
Bethel Island 358 0 0.0 0 0 0 0 -- 0 0
Blackhawk 2,091 82 3.9 38 0 467 0 0.0 0 0
Brentwood 16,836 819 4.9 9 291 2,347 0 0.0 0 0
Byron 449 0 0.0 0 0 74 0 0.0 0 0
Clayton 2,699 20 0.7 1 6 425 0 0.0 0 0
Clyde 75 0 0.0 0 0 56 0 0.0 0 0
Concord 27,182 1,421 5.2 121 46 9,070 64 0.7 64 0
Contra Costa Ctr 617 26 4.2 0 0 279 0 0.0 0 0
Crockett 547 32 5.9 0 0 106 0 0.0 0 0
Danville 10,439 300 2.9 102 0 1,599 18 1.1 18 0
Diablo 207 0 0.0 0 0 69 0 0.0 0 0
Discovery Bay 3,599 89 2.5 0 10 1,026 0 0.0 0 0
E Richmond Hts 546 53 9.7 0 47 175 0 0.0 0 0
El Cerrito 4,489 89 2.0 42 39 1,490 0 0.0 0 0
El Sobrante 3,132 133 4.2 21 30 813 0 0.0 0 0
Hercules 5,069 119 2.3 0 23 1,015 0 0.0 0 0
Kensington 1,251 0 0.0 0 0 252 0 0.0 0 0
Knightsen 273 0 0.0 0 0 47 0 0.0 0 0
Lafayette 6,299 139 2.2 6 0 1,037 0 0.0 0 0
Martinez 7,559 327 4.3 0 20 2,663 0 0.0 0 0
Moraga 3,569 64 1.8 0 0 662 0 0.0 0 0
No. Richmond 1,144 18 1.6 5 0 199 0 0.0 0 0
Oakley 11,978 534 4.5 62 3 3,290 0 0.0 0 0
Orinda 4,849 185 3.8 7 21 856 0 0.0 0 0
Pacheco 868 0 0.0 0 0 196 0 0.0 0 0
Pinole 3,381 139 4.1 63 8 974 0 0.0 0 0
Pittsburg 17,147 618 3.6 79 91 5,203 0 0.0 0 0
Pleasant Hill 6,914 166 2.4 11 106 1,953 19 1.0 11 19
Richmond 25,022 616 2.5 133 77 6,866 23 0.3 0 23
Rodeo 2,187 156 7.1 21 0 699 0 0.0 0 0
San Pablo 8,718 397 4.6 0 306 1,721 47 2.7 0 47
San Ramon 23,956 650 2.7 114 113 4,417 44 1.0 23 34
Tara Hills 1,191 80 6.7 65 30 363 30 8.3 30 30
Vine Hill 904 31 3.4 0 0 335 0 0.0 0 0
Walnut Creek 11,201 240 2.1 23 55 3,338 23 0.7 23 0
Source: 202 ACS 2017-2021 5-Year Estimates. https://data.census.gov/cedsci/
Academic Performance
Academic achievement scores are now reported on one of three qualitative performance levels: Level 1
(shows an understanding of core concepts ), Level 2 (shows a foundational understanding of core concepts)
and Level 3 (shows a limited understanding of core concepts).
Across all grade levels in Contra Costa County in 2021-22, 51.2% of students meet or exceed the English
Language Arts (ELA) standard, including 27.0% of students who meet and another 24.2% who exceed the
standard . Although these percentages are down slightly from the prior year, countywide results continue
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to compare favorably to the state in which 47.1 % of students meet or exceed the ELA standard, including
26.6% who meet the ELA standard and 20.5% who exceed the standard . Statewide results are also down
slightly since 2020 -21.
Across all grade levels in 2021 -22, 39.1% of Contra Costa County students meet or exceed the Mathematics
standard, including 18.5% who meet and another 20.6% who exceed the standard. These scores are down
3.1 percentage points from the prior year. Countywi de, results continue to compare favorably to the state
in which 33.4% of students meet or exceed the Mathematics standard, including 17.3% who meet the Math
standard and 16.1% who exceed the standard.
Figure 22 – Student Academic Performance, 2021 – 2022
English Learners
Although t he proportion of students in Contra Costa County who are English Learner (EL) has been lower
than that of the state , this difference has generally narrow ed over the past 15 years. In 2023, the percentage
of EL students in California schools is 19.0%, up 1.3 percentage points from 17.7% in 2021, while 16.4% of
students in Contra Costa County are ELs, also up 1.3 percentage points from 15.1% in 2021. Contra Costa
County schools currently have 27,724 (16.4%) EL students.
Table 97 – Students Who Are English Learners in Contra Costa, 2007 – 2023
2006-07 2010-11 2014-15 2018-19 2020-21 2022-23
Number of EL Students 27,156 29,149 30,947 28,982 26,056 27,724
Percent of All Students 16.3 17.3 17.7 16.3 15.1 16.4
Source: California Department of Education (CDE), Data & Statistics; http://www.cde.ca.gov/
The number of EL students in Contra Costa County varies considerably by school district with the majority
by far in West Contra Costa Unified (9,394), Mt. Diablo Unified (6,472 ), Antioch Unified (3,045) and Pittsburg
Unified (2,827). Districts that saw notable increases in EL students since the prior report include Mt. Diablo
Unified (up 1,009 or 18.5%), West Contra Costa Unified (up 471 or 5.3%), Antioch Unified (up 136 or 4.7%),
Liberty Union High (up 115 or 23.8%) and Brentwood Elementary (up 101 or 12.8%). In contrast, San Ramon
Valley Unified saw a notable 126 o r 9.1% decrease in EL students.
0.0
5.0
10.0
15.0
20.0
25.0
30.0
CA Meet CCC Meet CA Exceed CCC Exceed
2021 ELA 2022 ELA 2021 MATH 2022 MATH
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Table 98 – English Language Learners by District, 2022-23
District Number of Students Percent of All CCC EL Students
Acalanes Union High 121 0.4
Antioch Unified 3045 11.0
Brentwood Union Elementary 891 3.2
Byron Union Elementary 111 0.4
Contra Costa County Office of Education 970 3.5
John Swett Unified 251 0.9
Knightsen Elementary 79 0.3
Lafayette Elementary 107 0.4
Liberty Union High 599 2.2
Martinez Unified 310 1.1
Moraga Elementary 54 0.2
Mt. Diablo Unified 6472 23.3
Oakley Union Elementary 647 2.3
Orinda Union Elementary 46 0.2
Pittsburg Unified 2827 10.2
San Ramon Valley Unified 1253 4.5
SBE - John Henry High 106 0.4
Walnut Creek Elementary 441 1.6
West Contra Costa Unified 9394 33.9
Source: California Department of Education (CDE), Data & Statistics; http://www.cde.ca.gov/
The ACS also provides estimates of children in linguistically isolated households. A linguistically isolated
household is one in which no household member older than 13 a) speaks English only, or b) speaks a
language other than English and speaks English "very well." Since 2020, the number of California children
age 5-17 in linguistically isolated households fell another 27,265 or 5.0%, while the number in Contra Costa
fell 256 or 2.0% to 12,288 . The largest declines in the county occurred in Antioch (down 229 or 14.1%),
Concord (down 190 or 8.1%), Oakley (down 156 or 48.0%) and San Pablo (down 223 or 18.9%). In contrast
to these declines, several areas saw notable 1 -year increases in the number of children in limited -English
households including Brentwood (up 320 or 159.2%), El Sobrante (up 111 or 48.9%) and Pittsburg (up 105
or 15.7 %). In 2021 , the largest populations of children age 5 -17 in limited -English households occur in
Concord (2,162), Richmond (2,059), Antioch (1,391) and Pittsburg (1,106).
Current estimates indicate 66.3% (8,151) of Contra Costa County children in limited -English households
speak Spanish, down a nother 9.9% or 892 children since 2020, compared to a 6.9% decline in the state as a
whole. The communities of Antioch (down 241 or 17.2%), Concord (down 195 or 12.2%) and San Pablo
(down 223 or 23.5%) saw the largest 1 -year declines of children in limited -English households who speak
Spanish. In contrast, t he number of Contra Costa County children who speak Asian or Pacific Islander
languages in 2021 rose a significant 26.5% or 442 children to 2,112 , with notable increases in Brentwood
(up 129), San Ramon (up 84) and Walnut Creek (up 63).
Table 99 – Language of Children Age 5-17 in Limited-English Households, 2021
Area Total Age
5-17 in LEHs
Age 5-17, Speak
only English
Age 5-17, Speak
Spanish
Age 5-17, Speak
other Indo-Euro
languages
Age 5-17, Speak
Asian & Pac. Island
languages
Age 5-17,
Speak other
languages
California 512,989 40,688 352,363 26,457 82,331 11,150
% 7.9 68.7 5.2 16.0 2.2
Contra Costa
County
12,288 841 8,151 991 2,112 193
% 6.8 66.3 8.1 17.2 1.6
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Area Total Age
5-17 in LEHs
Age 5-17, Speak
only English
Age 5-17, Speak
Spanish
Age 5-17, Speak
other Indo-Euro
languages
Age 5-17, Speak
Asian & Pac. Island
languages
Age 5-17,
Speak other
languages
Alamo 12 0 0 0 12 0
% 0.0 0.0 0.0 100.0 0.0
Antioch 1,391 62 1,157 43 129 0
% 4.5 83.2 3.1 9.3 0.0
Bay Point 975 30 914 0 31 0
% 3.1 93.7 0.0 3.2 0.0
Bethel Island 75 0 75 0 0 0
% 0.0 100.0 0.0 0.0 0.0
Blackhawk 24 0 0 24 0 0
% 0.0 0.0 100.0 0.0 0.0
Brentwood 521 92 300 0 129 0
% 17.7 57.6 0.0 24.8 0.0
Clayton 30 0 0 30 0 0
% 0.0 0.0 100.0 0.0 0.0
Concord 2,162 18 1,403 332 282 127
% 0.8 64.9 15.4 13.0 5.9
Contra Costa
Centre
23 0 0 0 23 0
% 0.0 0.0 0.0 100.0 0.0
Danville 90 10 0 16 64 0
% 11.1 0.0 17.8 71.1 0.0
E Richmond
Heights
28 0 0 0 28 0
% 0.0 0.0 0.0 100.0 0.0
El Cerrito 153 8 100 31 14 0
% 5.2 65.4 20.3 9.2 0.0
El Sobrante 338 32 214 34 58 0
% 9.5 63.3 10.1 17.2 0.0
Hercules 88 88 0 0 0 0
% 100.0 0.0 0.0 0.0 0.0
Lafayette 33 0 0 0 33 0
% 0.0 0.0 0.0 100.0 0.0
Martinez 55 40 0 0 15 0
% 72.7 0.0 0.0 27.3 0.0
Moraga 118 14 0 17 87 0
% 11.9 0.0 14.4 73.7 0.0
North
Richmond
324 0 324 0 0 0
% 0.0 100.0 0.0 0.0 0.0
Oakley 169 42 104 0 23 0
% 24.9 61.5 0.0 13.6 0.0
Pinole 119 0 30 0 89 0
% 0.0 25.2 0.0 74.8 0.0
Pittsburg 1,106 126 925 19 36 0
% 11.4 83.6 1.7 3.3 0.0
Pleasant Hill 119 0 0 0 119 0
% 0.0 0.0 0.0 100.0 0.0
Richmond 2,059 29 1,699 146 179 6
% 1.4 82.5 7.1 8.7 0.3
San Pablo 960 41 725 148 15 31
% 4.3 75.5 15.4 1.6 3.2
San Ramon 772 127 10 8 598 29
% 16.5 1.3 1.0 77.5 3.8
Tara Hills 60 0 0 60 0 0
% 0.0 0.0 100.0 0.0 0.0
Walnut
Creek
310 63 16 83 148 0
% 20.3 5.2 26.8 47.7 0.0
Source: 2021 ACS 2017-2021 5-Year Estimates. https://data.census.gov/cedsci/. Excludes areas with no 5-17 year olds in limited English households.
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Chronic Absenteeism
Chronic absenteeism is defined as absent from school at least 10% of the instructional days a student was
enrolled to attend a school . The chronic absenteeism rate is calculated by dividing the number of students
absent at least 10% of instructional days by the school’s enrollment. In 2021-22, Contra Costa County school
districts have a chronic absenteeism rate of 26.7%, compared to 30.8% in California overall. Although the
county rate continues to compare favorably to the state rate, critically , chronic absenteeism has increased
a considerable 15.5 percentage points in the county and 16.5 points in the state overall since 2020.
The highest chronic absenteeism rates occur in the districts of Contra Costa County Office of Education
(54.7%), Pittsburg Unified (40.9%), Antioch Unified (40.3%), West Contra Costa Unified (39.5%), John Swett
Unified (35.6%) and Oakley Union Elementary (35.5%). Rates in all districts except Moraga Elementary have
increased over 2019 -20. Nearly two-thirds (59.1%) of all chronically absent students attend Antioch Unified
(6,456), Mt. Diablo Unified (8,123 ) and West Contra Costa Unified (10,820) in the 2021-22 school year.
Table 100 –Chronic Absenteeism Rates in Contra Costa County, 2012 – 2022
2011-12 2013-14 2015-16 2018-19* 2019-20 2021-22
Number of Students 66,184 69,975 71,180 19,462 19,602 43,000
Percentage of Students 37.6 38.9 38.9 12.1 11.2 26.7
Source: http://www.cde.ca.gov/ds/sd/cb/. * Prior to 2018-19, rates reported are truancy rates.
Table 101 – Truancy and Chronic Absenteeism Rates by District, 2013 – 2022
District 2012-13 2014-15 2018-19* 2019-20 2021-22
Acalanes Union High 22.0 43.4 8.8 6.5 13.5
Antioch Unified 33.7 42.3 20.7 23.0 40.3
Brentwood Union Elementary 17.8 20.1 -- 5.0 25.7
Byron Union Elementary 25.0 21.3 10.0 9.6 28.2
Canyon Elementary 0.0 0.0 1.4 1.4 8.2
Contra Costa Office Of Ed 19.4 19.0 29.4 13.0 54.7
John Swett Unified 21.3 49.3 19.0 13.4 35.6
Knightsen Elementary 14.4 9.9 4.9 5.0 19.1
Lafayette Elementary 16.3 7.6 3.8 1.9 5.4
Liberty Union High 34.5 39.3 15.9 11.4 28.9
Martinez Unified 28.9 44.9 9.9 6.6 22.0
Moraga Elementary 1.3 15.7 2.2 2.4 1.9
Mt. Diablo Unified 21.3 36.6 12.5 10.8 27.4
Oakley Union Elementary 32.5 39.1 10.1 10.9 35.5
Orinda Union Elementary 0.4 0.3 3.1 1.6 4.0
Pittsburg Unified 45.0 35.0 14.9 14.7 40.9
San Ramon Valley Unified 16.4 28.0 5.0 2.7 10.7
Walnut Creek Elementary 18.4 17.6 4.2 4.1 11.4
West Contra Costa Unified 59.2 60.4 17.3 18.9 39.5
Contra Costa County 30.4 37.8 12.1 6.5 26.7
California 29.3 31.4 12.0 23.0 30.8
Source: http://www.cde.ca.gov/ds/sd/sd/filestd.asp. *As of 2018-19, CDE rates reported are chronic absenteeism.
Graduation and Dropout Rates
In 2021 -22, the overall graduation rate (cohort, 4 -year adjusted) in Contra Costa County high schools is
90.9%, up another 1.4 percentage point s from 89.5% in 2020 -21. This countywide rate continues to compare
favorably to the statewide rate (90.4%) although the statewide rate improved a notable 2.7 points since
2020-21. Graduation rates are considerably higher than average (90.9%) in Acalanes Union High (97.5%),
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Liberty Union High (93.9%), Martinez Unified (95.0%) and San Ramon Valley Unified (97.7%). In one year,
graduation rates improved markedly in Contra Costa County Office of Education (up 7.9 percentage points),
Martinez Unified (up 5.0 points) and Mt. Diablo Unified (up 4.0 points), while rates fell somewhat in
Acalanes Union High (down 0.2 points), Antioch Unified (down 2.0 points) and John Swett Unified (down
0.6 percentage points).
Table 102 – Graduation Rates by District, 2021-22
Name Cohort Students
Regular Diploma Graduates
Cohort Graduation Rate (%)
Grads Meeting UC/CSU Reqs Grads Earning Seal of Biliteracy
Grads Earning Golden State Seal Merit Diploma
Acalanes Union High 1,418 1,383 97.5 1,038 442 897
Antioch Unified 1,270 1,062 83.6 264 57 144
Contra Costa Off. of Ed. 59 24 40.7 0 0 0
John Swett Unified 106 91 85.8 44 0 0
Liberty Union High 2,123 1,993 93.9 1,081 344 623
Martinez Unified 359 341 95.0 159 14 98
Mt. Diablo Unified 2,082 1,838 88.3 786 118 212
Pittsburg Unified 995 879 88.3 283 196 125
San Ramon Valley Unified 2,747 2,684 97.7 1,903 699 1,470
West Contra Costa Unified 2,075 1,734 83.6 849 346 472
Contra Costa County 13,234 12,029 90.9 6,407 2,216 4,041
Statewide Total 427,386 386,167 90.4 197,517 47,379 116,459
Source: https://dq.cde.ca.gov/dataquest/dataquest.asp
Although changes in the methodology used by CDE to calculate dropout rates make comparisons prior to
2017-18 difficult, 4-year adjusted rates in the 2021-22 school year suggest dropout rates have increased
considerably since the spread of COVID-19 forced schools to shift suddenly to distance learning . The overall
countywide rate (5.3%) in 2021-22 remains slightly better than the statewide rate (5.6%). However, d ropout
rates exceed the countywide average (5.3%) by far in Antioch Unified (11.0%), Contra Costa County Office
of Education (16.9%), John Swett Unified (13.2%) and W est Contra Costa Unified (9.2%).
Table 103 – Dropout Rates by District, 2021-22
District Name 4 Year Dropout Rate
Acalanes Union High 0.8
Antioch Unified 11.0
Contra Costa County Office of Education 16.9
John Swett Unified 13.2
Liberty Union High 3.3
Martinez Unified 1.1
Mt. Diablo Unified 8.3
Pittsburg Unified 7.7
San Ramon Valley Unified 0.7
West Contra Costa Unified 9.2
County Totals: 5.3
State Totals: 5.6
Source: https://dq.cde.ca.gov/dataquest
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Head Start
HEAD START / EARLY HEAD START DEMOGRAPHICS
In the 202 2-23 school year, the county’s Early Head Start program served a cumulative total of 550 enrollees
including the children of 39 pregnant women, which is a 23.7% decrease from 721 in the prior year. The
Head Start program served 892 children, including new, continuing and turnover participants, which is an
8.1% decrease from 971 in 202 1-22. Among Early Head Start participants, 46.5% (256) served are less than
1, including at least 39 unborn infants. Another 24.0% (132) of Early Head Start enrollees are 2 year olds.
Among Head Start participants in 202 2-23, 7.5% (67) of children are 5 years of age or older, 46.6% (416) are
4 years of age, and 37.4% (334) of enrollees are 3 years of age.
Table 104 – Early Head Start and Head Start Enrollees by Age, 2022–23
Early Head Start Head Start
Number Percent Number Percent
Pregnant women 39 7.1 0 0.0
Under 1 year 217 39.5 0 0.0
1 year old 153 27.8 0 0.0
2 years old 132 24.0 75 8.4
3 years old 9 1.6 334 37.4
4 years old 0 0.0 416 46.6
5 years and older 0 0.0 67 7.5
Total Enrollment 550 100.0 892 100.0
Source: Contra Costa County Head Start Program Information Reports, 2022-23. Actual cumulative enrollment includes turnover.
HEAD START / EARLY HEAD START RACE AND ETHNICITY
In 2022-23, 74.9% (387) of Early Head Start and 66.4% (593) of Head Start enrollees are Latino , and Spanish
is the primary language of 52.4% (271 ) of Early Head Start and 43.3% (387) of Head Start enrollees. White
children make up 74.1% (383) of Early Head Start and 65.7% (587) of Head Start enrollment. African
American enrollees make up 18.4% (95) of all Early Head Start and 21.1% (188) of all Head Start participants.
Only 1.2% (6 ) of Early Head Start and 4.5% (40) of Head Start enrollees are Asian.
Table 105 – Head Start Enrollees by Race and Ethnicity, 2022-23
2021 Early Head Start Head Start
Number Percent Number Percent
Latino/Hispanic 387 74.9 593 66.4
Non-Latino/Hispanic 130 25.1 300 33.6
Total Identified Enrollees 517 100.0 893 100.0
African American 95 18.4 188 21.1
Caucasian / White 383 74.1 587 65.7
Multi-racial 29 5.6 69 7.7
Asian 6 1.2 40 4.5
Pacific Islander/ Native Hawaiian 2 0.4 3 0.3
American Indian / Alaska Native 1 0.2 3 0.3
Other / Unspecified 1 0.2 3 0.3
Total Identified Enrollees 517 100.0 893 100.0
Source: Contra Costa County Head Start Program Information Reports, 2022-23. Actual cumulative enrollment includes turnover.
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COMMUNITY ASSESSMENT FOR CY 202 3 -2025
FAMILY CHARACTERISTICS OF ENROLLED CHILDREN
In the 20 22-23 school year, single-parent families represent 70.5% (351) of 498 families with children in
Early Head Start, which is a 24.0% drop of 111 single-parent families as compared to 2021-22 enrollment.
Single-parent families rep resent 77.5% (654) of 844 families with children enrolled in Head Start , which is a
5.4% drop of 37 single-parent families as compared to 2021-22.
Table 106 – Enrolled Families by Family Type, 2010 – 2023
2009-10 Early Head Start Head Start
Number Percent Number Percent
Two-parent families 119 24.2 738 36.4
Single-parent families 373 75.8 1,291 63.6
Total Families 492 100.0 2,029 100.0
2022-23 Early Head Start Head Start
Number Percent Number Percent
Two-parent families 147 29.5 190 22.5
Single-parent families 351 70.5 654 77.5
Total Families 498 100.0 844 100.0
Source: Contra Costa County Head Start Program Information Reports, 2009-10 & 2022-23
HEAD START / EARLY HEAD START ENROLLMENT ELIGIBILITY TYPES
Children enrolled in both Early Head Start (72.7%) and Head Start (49.7%) are most commonly eligible for
services based on income . Enrollment based on receipt of public assistance represents 8.0% (42) of children
in Early Head Start and 12.9% (115 ) of children in Head Start. Over-income enrollment accounts for 9.9%
(52) of Early Head Start enrollees and 16.4% (146) of Head Start enrollees .
Eligibility based on foster care status accounts for 0.8% (4) of Early Head Start children and 1.2% (11) of
Head Start children . The number and proportion of children who are homeless is 10 (1.9%) in Early Head
Start and 43 (4.8%) in Head Start . Since 2021, the proportion of Early Head Start children who are eligible
based on income has increased 5.6 percentage points, while those who are enrolled over income decreased
8.8 points. Head Start enrollment proportions are generally unchanged since 20 21.
Table 107 – Head Start Enrollment by Eligibility Type, 2022–23
Early Head Start Head Start
Count Percent Count Percent
Income Eligible 380 72.7 443 49.7
Public Assistance 42 8.0 115 12.9
Foster Child 4 0.8 11 1.2
Homeless 10 1.9 43 4.8
Over Income 35 6.7 134 15.0
Total with Eligibility Status 52 9.9 146 16.4
Source: Contra Costa County Head Start Program Information Reports, 2022-23
FAMILY SERVICES AND REFERRALS RECEIVED
During the 20 22-23 program year, a total of 189 Early Head Start families received family services or service
referrals, down a significant 142 families or 42.9% from 331 in the prior year. Services accessed most by
Early Head Start families include involvement in the child’s screening and assessment results and progress
(138 received) and education on preventive medical and oral health (90 received). Among Head Start
families, 552 received family services or referrals , up a significant 93 families or 20.3 % from 459 in the prior
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COMMUNITY ASSESSMENT FOR CY 202 3 -2025
year. Services accessed most by Head Start families include involvement in the child’s screening and
assessment results and progress (494 received), education on preventive medical and oral health (418) and
emergency or crisis intervention for families in immediate need of food, clothing, or shelter (110).
Table 108 – Family Services Received, 2022-23
Type of Service Early Head Start Head Start
Emergency/crisis intervention (immediate need for food, clothing, shelter) 31 110
Housing assistance such as subsidies, utilities, repairs, etc. 22 82
Asset building services (financial educ., opening accounts, debt counseling) 4 17
Mental health services 2 10
Substance abuse prevention / treatment 1 0
English as a Second Language (ESL) training 5 19
Assistance enrolling in education or job training program 12 19
Research-based parenting curriculum 35 59
Involvement in discussing child’s screening and assessment results/progress 138 494
Supporting transitions between programs 9 17
Education on preventive medical and oral health 90 418
Education on health and developmental consequences of tobacco product use 11 32
Education on nutrition 3 10
Education on postpartum care (e.g. breastfeeding support) 24 0
Education on relationship/marriage 3 5
Assistance to families of incarcerated individuals 0 1
Unduplicated number of families served or referred 189 552
Source: Contra Costa County Head Start Program Information Reports, 2022-23
ESTIMATES OF HEAD START INCOME-ELIGIBLE CHILDREN
The number of Contra Costa County children age 0 -2 and 3-5 who may be income -eligible to receive Early
Head Start or Head Start services may be estimated from 20 21 American Community Survey 5 -Year
e stimates of the population of children age 0-2 and 3-5 (Table 7), the number of 0-5 year olds at each
income-to-poverty ratio level by area (Table s 32, 33 and 34), and the number of women living below the
federal poverty level with births in the past year (Table 35). In the table below, the population of 0 -2 and
3-5 year olds has been multiplied by the percentage of all 0 -5 year olds who live below 100% of FPL. The
population of 0-2 and 3-5 year olds has also been multiplied by the estimated percentage of all 0-5 year
olds living at 100% to 130% of FPL, assuming the number of children from 125% to 149% of FPL is equally
distributed . The number of women below FPL with births in the past year has been used as a proxy to
estimate the number of potential income -eligible pregnant women.
Totaling all estimates by age group yields an approximate 8,316 0 -2 year olds, including 2,510 pregnant
women may be income eligible for Early Head Start, which is a 6.2% increase of 488 0 -2 year olds since
2020. The estimated number of pregnant women below the FPL is also up a considerable 18.7% or 396
women since 2020. Another 6,272 3 -5 year olds may be eligible for Head Start based on income alone, which
is also up 1.7% or 104 from 6,168 3 -5 year olds in 2020.
The largest increases in income -eligible Early Head Start children and mothers occur in Antioch (up 59),
Brentwood (up 52), Concord (up 178), Pinole (up 58), Pittsburg (up 93) and Richmond (up 356). In contrast,
Discovery Bay (down 52), Rodeo (down 81) and San Pablo (down 37) saw relatively large declines in income -
eligible Early Head Start children and mothers. The largest 1 -year increases in income -eligible Head Start
children occur in Antioch (up 41), Brentwood (up 48), Concord (up 59), Oakley (up 39) an d Pinole (up 46).
In contrast, Discovery Bay (down 34), Richmond (down 47), San Pablo (down 50) and Vine Hill (down 25)
saw notable declines in income -eligible Head Start children.
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COMMUNITY ASSESSMENT FOR CY 202 3 -2025
Table 109 – Estimates of Income Eligible Children by Age and Poverty Level , 2023
Area
Population % Age 0-5 < FPL
Estimate < FPL % Age 0-5 100-130% of FPL
Estimate at 100-130% FPL Women w/ births < FPL
Total eligible
0-2 3-5 0-2 3-5 0-2 3-5 0-2 3-5
A B C D E F G H I D + G + I E + H (A x C) (B x C) (A x F) (B x F)
Countywide 37,778 40,808 11.7 4420 4775 3.7 1,386 1,498 2,510 8,316 6,272
Alamo 118 266 3.1 4 8 0.0 0 0 0 4 8
Antioch 3,738 4,196 22.2 830 932 7.6 283 317 318 1,431 1,249
Bay Point 954 850 13.0 124 111 12.1 116 103 56 296 214
Bayview 24 57 0.0 0 0 64.2 15 37 0 15 37
Blackhawk 283 195 25.9 73 51 0.0 0 0 150 223 51
Brentwood 1,324 2,287 7.0 93 160 2.2 29 50 76 198 211
Byron 40 62 40.2 16 25 0.0 0 0 0 16 25
Concord 5,717 5,086 12.6 720 641 3.4 194 172 395 1,309 813
Cont. Costa Ctr 223 88 1.6 4 1 19.3 43 17 6 53 18
Discovery Bay 494 671 2.3 11 15 0.0 0 0 10 21 15
E Richmond Hts 125 67 3.4 4 2 0.0 0 0 0 4 2
El Cerrito 853 907 3.5 30 32 5.5 47 50 0 77 81
El Sobrante 458 620 5.4 25 33 1.3 6 8 33 64 42
Hercules 609 816 0.0 0 0 2.8 17 22 21 38 22
Lafayette 556 840 3.2 18 27 0.3 2 3 0 20 30
Martinez 1,404 1,673 1.6 22 27 0.0 0 0 0 22 27
Moraga 389 499 0.0 0 0 0.9 3 4 0 3 4
No. Richmond 173 116 16.3 28 19 0.0 0 0 26 54 19
Oakley 2,016 1,916 9.5 192 182 1.8 37 35 70 299 217
Pacheco 122 121 14.0 17 17 1.9 2 2 0 19 19
Pinole 611 475 2.2 13 10 9.0 55 43 0 69 53
Pittsburg 2,922 2,780 14.7 430 409 5.6 162 154 311 903 563
Pleasant Hill 1,223 1,126 7.3 89 82 1.0 13 12 91 193 94
Richmond 4,314 3,940 25.3 1091 997 7.0 302 276 667 2,061 1,273
Rodeo 449 319 30.5 137 97 2.7 12 9 0 149 106
San Pablo 966 1,151 21.8 211 251 7.8 76 90 214 500 341
San Ramon 2,407 3,194 6.4 154 204 0.1 3 4 37 194 208
Tara Hills 266 216 3.5 9 8 5.8 15 13 0 25 20
Vine Hill 281 85 12.6 35 11 0.0 0 0 0 35 11
Walnut Creek 1,997 1,965 9.7 194 191 0.2 3 3 29 226 194
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2022 Carryover Budget Narrative – Early Head Start Program
REQUEST FOR CARRYOVER OF 2022 UNOBLIGATED FUNDS
EARLY HEAD START PROGRAM - GRANT NO. 09CH010862-4
Community Services Bureau (CSB) is submitting this request for use of existing federal
funding from Administration for Children and Families (ACF), Office of Head Start in the amount
of $1,279,169 from the 2022 Early Head Start (EHS) unobligated funds. CSB is requesting use of
the unobligated funds to support program needs for supplies and software, support start-up of new
partnerships, fund wellness initiatives, and engage in multi-pronged strategies to recruit and retain
staff and increase child enrollment. These planned uses of unobligated funds are necessary to meet
program requirements, to ensure successful implementation of the EHS Program and to comply with
federal rating requirements. The table below identifies the intended uses of these unobligated EHS
funds.
DESCRIPTION AMOUNT
a. PERSONNEL $ 970,620
b. FRINGE BENEFITS $ -0-
c. TRAVEL $ -0-
d. EQUIPMENT $ -0-
e. SUPPLIES $ 92,500
f. CONTRACTUAL $ 61,750
g. CONSTRUCTION $ -0-
h. OTHER $ 154,299
j. INDIRECT COSTS $ -0-
I. TOTAL CARRYOVER BUDGET $ 1,279,169
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2022 Carryover Budget Narrative – Early Head Start Program
(6a) PERSONNEL $ 970,620
Staff Stipends $970,620
CSB intends to allocate funds to provide financial incentives to recruit and retain CSB’s Early
Head Start workforce as encouraged by ACF-IM-HS-22-04, Competitive Bonuses for the Head Start
Workforce. CSB proposes existing Early Head Start child development staff will receive retention
stipends, one for their work this fall and a second for their work in Spring 2024. Due to the high vacancy
rate of teaching staff positions, and its direct impact on classroom operation and enrollment, staff newly
hired into teaching staff positions with CSB would receive a one-time bonus. Early Head Start carryover
funding in the amount of $970,620 is allocated towards stipends to help stabilize and support staffing
for Head Start centers.
(6b) FRINGE BENEFITS $ -0-
(6c) TRAVEL $ -0-
(6d) EQUIPMENT $ -0-
(6e) SUPPLIES $ 92,500
2. Child and Family Supplies $92,500
Classroom Dividers $12,000
Classroom dividers and small furniture will be purchased to divide a classroom into two classes to
maximize use of space and meet group size limits for Early Head Start.
Classroom Supplies $7,000
CSB is launching a Climate Change Initiative within its centers, aimed at reducing waste
and responding to the impacts of climate change. Classrooms will receive recycling cans, Recycling
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2022 Carryover Budget Narrative – Early Head Start Program
binds for all classrooms, additional shade structures, marketing tools to raise awareness, climate-
related items, or activities.
Computers and Software $73,500
This will also fund software upgrades for Visio and Microsoft, and replacement of computer
supplies such as aging desktops, laptops, and electronic accessories.
(6f) CONTRACTUAL $ 61,750
OneSolution Technology $60,000
This contract increase will fund custom database enhancement to support program needs
including improvements for collecting and reporting of Child Outcomes and Family Outcomes data.
The EHS home-visiting program is transitioning to CLOUDS and funds will allow for necessary
software enhancements to support record-keeping needs. Enhancements will align with ACF-IM-
HS-22-02, Documenting Services to Enrolled Pregnant Women.
Contra Costa College Start-Up $1,750
CSB is entering a new partnership with Contra Costa College for the provision of Early
Head Start services. Start-up funds will provide the new Early Head Start classroom staff with
materials and training to ensure curriculum fidelity and alignment with the HS Early Learning
Outcomes Framework.
(6g) CONSTRUCTION $ -0-
(6h) OTHER $154,299
Policy Council Meetings $5,950
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2022 Carryover Budget Narrative – Early Head Start Program
With the conclusion of the COVID-19 public health emergency, the Policy Council had
returned to in-person meetings as required by the Brown Act. These funds will support meeting
needs including provision of dinner for elected parents and community representatives.
Wellness Initiative $76,475
Integral to a system of continuous improvement and a culture of safety is the engagement and
wellness of staff and partners. CSB’s wellness team, SIA, will engage in an all-day planning retreat
to strategize implementation of staff wellness activities.
This budget item is supported by the provision of Uniform Guidance 45 Part § 75.437 Employee
health and welfare costs, which states that “Costs incurred in accordance with the non-Federal
entity's documented policies for the improvement of working conditions, employer-employee
relations, employee health, and employee performance are allowable.”
Training and Staff Development $71,874
This will fund trainings and conferences for Head Start staff across all content areas in
support of their professional development goals and ensure an up-to-date understanding of
regulations. CSB staff will attend the following: Fall Leadership Institute, Positive Solutions for
Challenging Behaviors, Early Childhood Mental Health Conference, Making Parenting a Pleasure,
Head Start California Health Institute and Annual Conference, Family Engagement and Cultural
Effectiveness Conference, Parent and Family Engagement Conference, Early Childhood STEM
Institute, National Head Start Conference, National CACFP Conference, Head Start California
Managers and Directors Institute, and First 1,000 Days Conference.
FEDERAL 2022 EARLY HEAD START CARRYOVER REQUEST $1,279,169
NON FEDERAL MATCH $319,792
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2022 Carryover Budget Narrative – Head Start Program
REQUEST FOR CARRYOVER OF 2022 UNOBLIGATED FUNDS
HEAD START PROGRAM - GRANT NO. 09CH010862-4
Community Services Bureau (CSB) is submitting this request for use of existing federal
funding from Administration for Children and Families (ACF), Office of Head Start in the amount
of $2,320,693 from the 2022 Head Start (HS) unobligated funds. CSB is requesting use of the
unobligated funds to support program needs for supplies and software, support start-up of new
partnerships, fund wellness initiatives, and engage in multi-pronged strategies to recruit and retain
staff and increase child enrollment. These planned uses of unobligated funds are necessary to meet
program requirements, to ensure successful and effective implementation of the HS Program, and to
comply with federal requirements. The table below identifies the intended uses of these unobligated
HS funds.
DESCRIPTION AMOUNT
a. PERSONNEL $ 1,802,580
b. FRINGE BENEFITS $ -0-
c. TRAVEL $ -0-
d. EQUIPMENT $ -0-
e. SUPPLIES $ 149,500
f. CONTRACTUAL $ 133,690
g. CONSTRUCTION $ -0-
h. OTHER $ 234,923
j. INDIRECT COSTS $ -0-
I. TOTAL CARRYOVER BUDGET $ 2,320,693
(6a) PERSONNEL $ 1,802,580
Staff Stipends $1,802,580
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2022 Carryover Budget Narrative – Head Start Program
CSB intends to allocate funds to provide financial incentives to recruit and retain CSB’s Head
Start workforce as encouraged by ACF-IM-HS-22-04, Competitive Bonuses for the Head Start
Workforce. CSB proposes existing Head Start child development staff will receive retention stipends,
one for their work this fall and a second for their work in Spring 2024. Due to the high vacancy rate of
teaching staff positions, and its direct impact on classroom operation and enrollment, staff newly hired
into teaching staff positions with CSB would receive a one-time bonus. Head Start carryover funding
in the amount of $1,802,580 is allocated towards stipends to help stabilize and support staffing for Head
Start centers.
(6b) FRINGE BENEFITS $ -0-
(6c) TRAVEL $ -0-
(6d) EQUIPMENT $ -0-
(6e) SUPPLIES $ 149,500
2. Child and Family Supplies $149,500
Classroom Supplies $13,000
CSB is launching a Climate Change Initiative within its centers, aimed at reducing waste
and responding to the impacts of climate change. Classrooms will receive recycling cans, Recycling
binds for all classrooms, additional shade structures, marketing tools to raise awareness, climate-
related items, or activities.
Computers and Software $136,500
This will fund software upgrades for Visio and Microsoft, and replacement of computer
supplies such as aging desktops, laptops, and electronic accessories.
(6f) CONTRACTUAL $ 133,690
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2022 Carryover Budget Narrative – Head Start Program
OneSolution Technology $130,440
This contract increase will fund custom database enhancement to support program needs
including improvements for collecting and reporting of Child Outcomes and Family Outcomes
data.
Contra Costa College Start-Up $3,250
CSB is entering a new partnership with Contra Costa College for the provision of Head Start
services. Start-up funds will provide the new Head Start classroom staff with materials and
training to ensure curriculum fidelity and alignment with the HS Early Learning Outcomes
Framework.
(6g) CONSTRUCTION $ -0-
(6h) OTHER $234,923
Policy Council Meetings $11,050
With the conclusion of the COVID-19 public health emergency, the Policy Council has
returned to in-person meetings as required by the Brown Act. These funds will support meeting
needs including provision of dinner for elected parents and community representatives.
Wellness Initiative $142,025
Integral to a system of continuous improvement and a culture of safety is the engagement and
wellness of staff and partners. CSB’s wellness team, SIA, will engage in an all-day planning retreat
and further develop staff wellness activities.
This budget item is supported by the provision of Uniform Guidance 45 Part § 75.437 Employee
health and welfare costs, which states that “Costs incurred in accordance with the non-Federal
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2022 Carryover Budget Narrative – Head Start Program
entity's documented policies for the improvement of working conditions, employer-employee
relations, employee health, and employee performance are allowable.”
Training and Staff Development $81,848
This will fund training and conferences for Head Start staff across all content areas in
support of their professional development goals and ensure an up-to-date understanding of
regulations. CSB staff will attend the following: Fall Leadership Institute, Positive Solutions for
Challenging Behaviors, Early Childhood Mental Health Conference, Making Parenting a Pleasure,
Head Start California Health Institute and Annual Conference, Family Engagement and Cultural
Effectiveness Conference, Parent and Family Engagement Conference, Early Childhood STEM
Institute, National Head Start Conference, National CACFP Conference, Head Start California
Managers and Directors Institute, and First 1,000 Days Conference.
FEDERAL 2022 HEAD START CARRYOVER REQUEST $2,320,693
NON FEDERAL MATCH $580,173
475
Contra Costa County
EHSD - Community Services Bureau
HEAD START PROGRAM
2022 CARRYOVER BUDGET
HS EHS TOTAL
Object Class Categories PA 22 PA 20 Budget
a. PERSONNEL (Object Class 6a)
Hiring and Retention Bonus 1,802,580 970,620 2,773,200
PERSONNEL (Object Class 6a)1,802,580 970,620 2,773,200
c. TRAVEL (Object Class 6c)
1. Staff Out-of-Town Travel
TOTAL TRAVEL (6c)- - -
d. EQUIPMENT (Object Class 6d)
TOTAL EQUIPMENT (6d)- - -
e. SUPPLIES (Object Class 6e)
1. Office Supplies
2. Child and Family Services Supplies
Classroom Supplies to support Climate Change Initiative 13,000 7,000 20,000
Dividers and furniture to divide toddler classroom 12,000 12,000 Computer Supplies, Software Upgrades, Computer Replacements 136,500 73,500 210,000
TOTAL SUPPLIES (6e)149,500 92,500 242,000
f. CONTRACTUAL (Object Class 6f)
CLOUDS App software Customization 130,440 60,000 190,440
New contractor start-up (CC College)3,250 1,750 5,000
TOTAL CONTRACTUAL (6f)133,690 61,750 195,440
g. CONSTRUCTION (Object Class 6g)-
TOTAL CONSTRUCTION (6g)- - -
h. OTHER (Object Class 6h)-
Policy Council Meetings - (including food/venue)11,050 5,950 17,000
Wellness Initiatives (incl.food/venue)142,025 76,475 218,500 (T/TA includes Mandatory trainings, Conferences and Trainings by Content areas,
including membership fees, registration fees, mileage, food and venue costs) 81,848 71,874 153,722
09CH010862 Year 4 Carryover 1
476
Contra Costa County
EHSD - Community Services Bureau
TOTAL OTHER (6h)234,923 154,299 389,222
i. TOTAL DIRECT CHARGES (Sum of Line 6a-6h)2,320,693 1,279,169 3,599,862
j. INDIRECT COSTS (19.2% of Salaries only)-
k. TOTAL FEDERAL (ALL BUDGET CATEGORIES)2,320,693 1,279,169 3,599,862
Non-Federal share 580,173 319,792 899,966
Total Federal and Non-Federal Budget 2,900,866 1,598,961 4,499,828
09CH010862 Year 4 Carryover 2
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Contra Costa County Employment and Human Services Department
Community Services Bureau
Extension Application Narrative – 09CH010862
1
TABLE OF CONTENTS
Section I Page 2
Sub-Section A Page 2
Section II Page 14
HS Budget Narrative Page 14
EHS Budget Narrative Page 29
Appendices
CSB Program Goals and Objectives Page 1
HS School Readiness Goals Updates Page 6
EHS School Readiness Goals Updates Page 14
Community Assessment Update Page 26
Locally Designed Options Page 32
Center and Slot Allocation Page 34
Underenrollment Action Plan Page 37
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Extension Application Narrative – 09CH010862
2
SECTION I. PROGRAM DESIGN AND APPROACH TO SERVICE DELIVERY
With this application, Contra Costa County Employment and Human Services Department
Community Services Bureau (CSB) is requesting to extend Head Start and Early Head Start grant
number 09CH010862 by six months, for the period of January 1, 2024 through June 30, 2024, to
sustain program operations through the 2023-2024 program year. This is an extension grant
application and therefore, as agreed upon by the Region IX Office, this includes only updates to
goals and changes within service delivery as captured within Sub-Sections A and B. All services
were thoroughly discussed in the Year 1 grant.
SUB-SECTION A: GOALS
1. Program Goals, Objectives, and Expected Outcomes:
The Contra Costa County Employment and Human Services Community Services Bureau
(CSB) continues to re-evaluate the program objectives with the governing body, policy council,
parents and staff based on the community assessment reports and other data used for continuous
improvements. The 2023 Program Goals and Objectives, and identified expected outcomes, have
been uploaded in the Head Start Enterprise System (HSES). Goals will be extended for the six
months to align with the project period as we continue to make progress towards outcome
achievement.
2. Progress/Challenges with Objectives and Outcomes:
Updates for each objective, established to track progress towards goals are detailed in the on
pages 1-5 of the appendices.
3. School Readiness Goals:
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Contra Costa County Employment and Human Services Department
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Extension Application Narrative – 09CH010862
3
In the fall of each program year, CSB analyzes data from the first child level assessment
implemented using the Desired Results Developmental Profile (DRDP) assessment tool, which
directly align with the Head Start Early Learning Outcomes Framework (HSELOF). Please see the
final 2022-2023 School Readiness Goals report on pages 6-24 of the appendices.
4. Changes to Program Goals:
Revised program goals and objectives were developed for 2023 to ensure a refined focus
on current priorities and to remain responsive to shifts in community needs. The Contra Costa
County Board of Supervisors revised and approved goals as included in the year 5 continuation
grant approval. There are no changes to program goals for this extended six-month period.
Sub-Section B: Service Delivery
1. Service and Recruitment Area:
The service and recruitment area remain unchanged.
2. Needs of Children and Families:
CSB conducted the Community Assessment in May 2023 to identify the needs of children and
families in Contra Costa County and ensure alignment with service delivery. The county’s
population has grown since 2020 by 1% with birth rates up by 7% overall. The county has a
population comprised of 50.0% White residents, 26.2% Hispanic/Latino residents, 17.8% Asian
residents, 10.7% multi-racial residents, and 8.6% Black or African American residents. Another
11.7% identify as some other race and/or ethnicity. Eleven percent of married women and 32% of
unmarried women with births lived below FPL in 2021. Contra Costa County is home to an
estimated 8,316 children ages 0-2 and 6,272 children 3-5 years old who are eligible for Head Start.
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Extension Application Narrative – 09CH010862
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The County’s unemployment rate is 3.9%, lower than the state at 4.3%. Eight percent of
residents are living below the Federal Poverty level, a 2% increase from 2020. CalWORKs cases
rose 6%, with 11,013 involving children. Cash public assistance cases are up 19%. Families
continue to struggle with affordable housing as only 11% of county homes are affordable to
median-income earners, down 9% since 2022. Median monthly rents rose 6% since 2021, with
51% of renter occupied units being unaffordable. Homelessness rose 4% in 2023 and 1,889
students are homeless.
Health indicators revealed five percent (54,756) of Contra Costa County residents are
uninsured, and 7,978 are uninsured children. Although Medi-Cal only coverage rose 3% overall,
the rate is much higher at 27% among 0 to 18-year-olds in the county. Non-citizen residents are
five-times more likely than native-born residents to be uninsured. Only 30% of low-income
children ages 0-5 had a dental visit in 2022. Infant mortality rose slightly to 3.6 per 1,000 in 2022.
Asthma remains a leading chronic condition among children in the county with 11% of children
ages 1-17 have asthma and are at risk due to poor air quality.
The county’s educational profile identified about 52% (13,770) of the county’s 3 to 4-year-
olds attend school, down 6% since 2020. TK enrollment also fell in 2020, down 10% in the County
and 12% statewide. Chronic absenteeism rose 27% in 2022. Countywide, 11% of males and 10%
of females have less than a high school diploma, an increase of 4% for males and 2% for females.
The Executive Summary of the Community Assessment is found on pages 26-31 of the appendices.
3. Chosen Program Options(s) and Funded Enrollment Slots:
Community Services Bureau continues to operate center-based, home-based, and locally
designed options to meet the diverse needs of families within Contra Costa County. As awarded
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within the Year 5 Continuation Grant, funded enrollment increased to 623 in July 2023 to convert
two Head Start classroom to Early Head Start classrooms, effectively increasing availability of
toddler services to meet community needs in East County. Funded enrollment will remain at 623
Early Head Start slots and 1149 Head Start slots, for a total of 1772.
With the extension, CSB’s Head Start program services will continue to be delivered through
directly operated, delegate, and partnership operations, and 70.3% (1246) of these slots are layered
with State funding to sustain full-day services. This includes 64% of Early Head Start and 74% of
Head Start funded enrollment. CSB maintains several locally designed options (LDO) as
previously approved which are identified on pages 32-33 of the appendices.
4. Centers and Facilities:
As a result of the partnership changes as included in the 2022 continuation grant application,
the slots previously allocated to the Martinez ECC, CocoKids and the remaining slots from the
County’s Contra Costa College Center were published as community funding opportunities
through the County’s Request for Interest (RFI) process. The RFI was published on the department
website and in local area papers and widely circulated within the early care and education
community, local education agencies, and other community partners. We received one response,
from Contra Costa College in San Pablo, to serve Head Start and Early Head Start children for the
2023-2024 program year. A new partnership with the College will bring Head Start services back
into to community of San Pablo, as previously operated by the County. According to the
community assessment, San Pablo was among the cities that have seen the largest increase in
children ages 0-4 years old and is home to one of the county’s largest populations of 0 to 5-year-
olds below the FPL. San Pablo notably exceeds county averages in proportion of children in
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families headed by single females and percentage of residents who are non-citizens. As part of the
community college district, this partnership also supports low-income families throughout west
county who are in pursuit of educational goals by providing accessible, affordable, high-quality
early education and childcare on campus.
Additionally, CSB’s partnership with KinderCare in the eastern portion of the County is
expanding this program year. Head Start and Early Head Start services will be available to eligible
children at a third KinderCare location, Lone Tree, in Antioch. Expansion of services is supported
by the Community Assessment data. Since 2020, poverty rates among unmarried women with
births rose most significantly in Antioch (up 7.2 points to 28.3%) as did the number of households
with SNAP (up 455 or 10.1%). Antioch also remains one of the county’s cities with much higher-
than-average rates of children in public assistance households at 32.3%.
A detailed list of slot allocation by center is included on pages 34-36 of the appendices.
5. Eligibility, Recruitment, Selection, Enrollment, and Attendance:
For the 2023-2024 program year the CSB Selection Criteria has been updated to more closely
align with those of our State funding partners, California Department of Education and
California Department of Social Services, prompted by legislative changes driven by state-wide
family needs. The Selection Criteria now includes increased prioritization for children with
disabilities as well as continued priority for children in foster care and experiencing
homelessness for both the HS and EHS programs.
CSB is currently involved in the Full Enrollment Initiative (FEI) and working closely with
the Region and T/TA to carryout a working underenrollment plan. The working action plan can
be found on pages 37-46 of the appendices. As submitted in the action plan on May 12, 2023,
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data analysis concluded that there are three overarching contributing factors impacting
enrollment: workforce, community partnerships, and non-implemented EHS expansion.
Bureau management and the personnel unit are working closely together to reduce teaching
staff vacancies. Teaching staff shortages has impacted enrollment of approximately 25% of
funded enrollment (slots). The plan includes bi-weekly meetings with personnel leads, working
towards the establishment of retention and hiring stipends, and to revitalize our initiatives to
grow the ECE workforce through recruitment of new participants in the ECE work study
program and encourage existing staff to achieve higher level classifications.
The second factor contributing to underenrollment is related to expanding our community
partnerships. A change in partnerships had resulted in un-allocation of 6.6% of funded slots.
Therefore, efforts are underway to expand current partnerships and seeking to establish new
partnerships that best meet community needs throughout the County. Progress has been made in
this area with the increase in partnership with KinderCare and development of a new contractual
relationship with Contra Costa College. Under this umbrella, CSB is working in partnership
entities within the community to expand recruitment of eligible children and families, with a
focus on special populations. Leveraging the benefits of being seated within the County, CSB is
building upon its relationships with other bureaus within EHSD such as Workforce Development
for staff recruitment and Workforce Services to recruit CalFresh recipients. Additionally, CSB
has initiated an advertising campaign on the TriCounty bus lines to recruit both children and
teachers.
The third contributing factor addressed in the underenrollment plan is non-implemented
expansion of EHS Slots. The 2023 continuation grant approved a slot conversion effectively
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increasing Early Head Start slots as of July 2023 to convert two classrooms from preschool to
toddler, at Los Nogales and Lavonia Allen. CSB is in the process of implementing minor
renovations in order to ensure the physical spaces are age-appropriate and continues teacher
recruitment efforts in order to onboard qualified infant/toddler teachers.
6. Education and Child Development:
The Community Services Bureau (CSB) implements The Creative Curriculum for Infants,
Toddlers and Two’s for Early Head Start children, The Creative Curriculum for Preschool for
Head Start children. These researched-based curricula provide children with developmentally
appropriate programs that support active and engaged learning and promote progress in all
developmental areas. CSB provides regular professional development and ongoing technical
assistance to implement these curricula and one aspect is annual in-service education trainings to
strengthen teacher’s understanding and facilitation of The Creative Curriculum components such
as the Mighty Minutes, Intentional Teaching Cards, Teaching Guides, and specific family
engagement practices for each developmental domain.
CSB also implements the Second Step Early Learning curriculum in center-based preschool
classrooms. Second Step is a carefully designed program to help preschool teachers guide
children to learn, practice and apply skills for self-regulation and social emotional competence.
Teaching staff also implement The California Teaching Pyramid Framework to promote social-
emotional competence in young children. Infant and toddler teaching staff continue implement
best practices of the Program for Infant and Toddler Care.
The domains of the Head Start Early Learning Outcomes Framework align with the Desired
Results Developmental Profile 2015 (DRDP15) assessment domains and the developmental
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domains of the three Creative Curricula. Education managers analyze the results of aggregated
DRDP15 data, in addition to analyzing previous years’ data, and develop program-wide school
readiness goals each year. Program year 2022-2023 data resulted in a focus on specific measures
found within these domains: Approaches to Learning, Social and Emotional, Language and
Literacy, Cognition, and Physical Development and Health Development. To achieve the
program school readiness goals, classrooms received materials to support these areas of
development. In addition, strategies to support health and safety, such as Zoning for active
supervision, use of white boards for headcount, and the creation of child safety officers were
implemented into all classrooms. Family engagement is another important aspect to create a
home-school connection and materials and resources were provided to support the program goals
of safety and nutrition in the home setting. This included family input into the lesson plan and
health and safety as an ongoing agenda item during parent meetings.
Curriculum fidelity monitoring takes place on multiple levels to support the
implementation of the Creative Curriculum. The CSB monitoring team uses the Creative
Curriculum Fidelity Tool to monitor classrooms annually. Center supervisors, teachers, and
education managers analyze the completed fidelity tool and develop action plans to support
teaching staff on an individual or classroom team basis.
Coaching is another crucial component for school readiness. CSB utilizes consultants
(trained in Practice Based Coaching and Teaching Pyramid) to provide classroom team coaching,
as well as intensive coaching for individual teaching staff identified as needing targeted support
to increase skills in order to effectively support classroom operations.
7. Health:
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The following provides updated regarding implementation of health services:
• Community mobile dental vans were suspended due to COVID and State diesel emission
regulations. Local clinics previously stationed their vans at community locations to
increase accessibility to oral health services. Contra Costa County Oral Health
Collaborative recently announced they anticipate the return of new dental vans in
September 2023, CSB is working to schedule visit to our sites.
• CSB’s Health Manager continues to collaborate with the Contra Costa Oral Health Care
Coordination Workgroup and the Contra Costa Early Oral Health Prevention and
Treatment Workgroup in an effort to support the oral health needs of our community.
• The Give Kid’s A Smile Day (GKASD) event on Friday February 3, 2023 served 187
children at nine host sites throughout the county. Through this collaboration with the
American Dental Association, Contra Costa Dental Society and Diablo Valley College
School of Dentistry, seven dentists, one dental hygienist professor, 18 dental hygienist
students and 34 CSB staff volunteered their time to provide free oral health exams,
fluoride applications and oral health education.
• As a strategy to support healthy practices at home, families received monthly oral health
and nutrition information to support children’s health. At of the start of the 2022-2023
program year, CSB has safely returned to sensory screenings, heights and weights and
brushing teeth at our centers with new safety guidance. For example, tooth brushing
times are staggered throughout the day by caregiver group with classroom teaching teams
determining the best times to brush according to their individual daily schedule.
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• Health and Safety Code section 1597.16 requires cold-water outlets used for drinking or
cooking at that all licensed Child Care Centers constructed before January 1, 2010 be
tested for lead between January 1, 2020, and January 1, 2023. All Directly Operated,
Partner and Delegate sites have been tested and any findings of lead levels over 5.5 have
been addressed, with all work to replace or remove (cap) faucets completed. Testing
results are valid for 5 years.
• The Health Manager continues to provide staff and families with resources for
vaccinations, testing and current updates related to COVID-19. Per CSB’s Covid
Mitigation Plan, the Health Manager monitors the CDC’s COVID-19 levels by county
webpage weekly. COVID Test kits, and children/adult disposable masks are still
available to children, families, and staff upon request.
• In partnership with Cal State East Bay, CSB welcomes back a cohort of nursing students
who provide lessons to the children to support their awareness of staying healthy and safe
at school and home. Families also receive a letter from the nursing students which
elaborates what was taught and ideas to continue the learning at home.
• In collaboration with Contra Costa Health Services, the Health Managers engages in the
Community Wellness & Prevention Program (CWPP) to bring education to children,
families, and staff. Workshops and webinars topics include physical activity sessions,
eating healthy on a budget, my plate, re-think your drink, outdoor learning environments.
Supplies are allocated in support of health education. Centers are receiving gardening
supplies to enhance their garden projects. Supplies are also provided for children to take
home to encourage family engagement.
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8. Family and Community Engagement:
CSB believes that strong parent engagement is the cornerstone of children's success in their
early years. Staff are energized to continue providing Make Parenting a Pleasure and Fathering-
in-15TM parenting curriculums. Along with building strong family partnerships, CSBConnect, a
web-based platform, continues providing access to receive various rich and valuable community
resources through Friday Flyers and the quarterly Family Newsletter. We plan to add Policy
Council (PC) calendar invites, and PC Meetings and Agendas in upcoming year.
As a result of the Family Engagement Focus Group, CSB is introducing new initiatives
within the Head Start Framework that aim to enhance parent involvement and create a thriving
learning environment for our children. Parents will have access to family development
opportunities offered via a hybrid model, with virtual meetings covering topics parents requested
during their enrollment meeting and in-person meetings providing opportunities to share hands-on
activities among staff, parents, and children. To further encourage family engagement, CSB is
inviting parents to participate in site-based quarterly Family Wellness events. These events follow
a health and wellness fair format, including educational presentations and opportunities to receive
community resources. Each event’s theme is based on the annual parent survey results. This year's
topics are Family/Child Health and Wellness, Pedestrian Safety, Oral Health, Transition to
Kindergarten, Building Child/Family Resiliency, and Summer Safety.
9. Services for Children with Disabilities:
CSB continues to collaborate with the local Regional Center, The Regional Center of the
East Bay, with a referral system to increase enrollment of Early Head Start children and ensure
effective communication. CSB currently has a Memorandum of Understanding in place with the
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Regional Center Management team. Monthly participation in the Contra Costa County
Developmental Disability Council and Contra Costa Interagency Care Collaboration has continued
to strengthen our collaboration with organizations that serve children with disabilities and their
families. Continued collaboration with school districts has given us the opportunity to expand our
full inclusion programs and create collaboration for referrals and assessments of the children
enrolled in Head Start that are identified as needing added support. In addition, CSB currently has
a Memorandum of understanding with all Contra Costa County SELPAs.
During the 2022-2023 program year, CSB served a combined 13.8% of children with
disabilities. By contrast, in the 2021-2022 program year, CSB served 12.8% of children with
disabilities. As CSB works towards full enrollment and welcoming new children into our
classrooms, CSB anticipates more opportunities to serve children with identified disabilities.
10. Transitions:
There are no changes to CSB’s approach to transitions. Children and family support remain
in place through the use of toddler transition plans.
11. Services to Enrolled Pregnant Women:
There have been no changes to services to enrollment pregnant women. Through CSB’s
partnership with Aspiranet and Crossroads High School, a strong emphasis continues to be placed
on health and family wellbeing.
12. Transportation:
There are no changes for transportation.
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SECTION II. BUDGET JUSTIFICATION NARRATIVE
1. HEAD START BUDGET NARRATIVE
Contra Costa County Community Services Bureau (CSB) is requesting six months extension of
the 2023 Head Start (HS) budget in the amount of $8,654,616 to close out the final year operation
of its 5-year Continuation Grant Budget. This budget supports all direct costs of $8,135,049 and
indirect cost of $519,567, computed at 19.2% of salaries. Budgeted expenses reflect the cost of
direct salaries for teaching staff, personnel and fringe benefits, supplies, and childcare partners,
training, and other costs such as building occupancy costs, utilities, and other operating expenses
necessary to operate the HS Program, as well as all required comprehensive services to eligible
preschool children and families. The budget also provides for its partnership with its sole Delegate
Agency, YMCA of the East Bay. All budgeted amounts for the extension period are computed for
six months only, or half year of the annual budget.
(6a) Personnel $3,222,186
Provision for unfilled positions ($516,108)
Net Personnel $2,706,078
Personnel cost is computed based on the six months budgeted salaries of staff and projected cost
of vacant positions of staff working 40 hours per week for 52 weeks for full-time staff, and varying
number of weeks for part-time staff. Total budgeted salaries are derived from the County’s Budget
Formulation Management System and allocated based on the number of hours worked in the HS
program. The percentage of HS salaries varies from 40% to 100% as indicated in the attached
detail of Personnel budget. Personnel cost of $2,618,669 is net of 36 projected vacant positions
out of which 25% will remain vacant during the six months extension period.
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1. Program Managers and Child Sites-Supervisors $958,149
All Program Managers or Comprehensive Services staff will devote 65% of their time to the HS
Program with total salaries at $749,156. This consists of thirteen (13) Comprehensive Services
Managers (CSM) with combined salaries at $378,413, and sixteen (16) Comprehensive Services
Assistant Managers (CSAM) with combined salaries at $370,743. CSMs and CSAMs manage a
program of comprehensive services that includes the delivery of health, mental health, disabilities,
nutrition, education, parent involvement, or social services to federal program eligible families and
their children 3–5 years of age in childcare programs, and low-income residents in the HS Program.
Also included are fifteen (15) Site Supervisors with combined salaries at $208,993 who will devote
40% of their time to the HS Program. They provide the day-to-day administration of general
childcare, infant/toddler care and/or pre-school services, and performs other related work as required.
2. Teachers $925,540
The teaching staff under this classification will devote 40% - 100% of their time under the HS
Program. This consists of twenty (20) Master Teachers’ with combined salaries at $239,625 who
will devote 40% of their time to the HS program, and eleven (11) Teachers with combined salaries
at $287,925 and nineteen (19) Associate Teachers with combined salaries is at $397,990. Teachers
and Associate Teachers’ classification devote 100% of their time to the HS program. Other
teaching staff salaries in collaboration with the State are charged to the State and allocated to the
HS Program under “Other - Comprehensive Services with State Child Development Program”.
Teachers Assistant Trainee (TATs) helping out in the HS classrooms are charged to Other
Personnel - Temporary Salaries.
3. Home Educators - (none) $-0-
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4. Disabilities Services Personnel - (none) $-0-
All Mental Health services are subcontracted out through Contra Costa County Behavioral
Health Services with Early Childhood Mental Health Program.
5. Nutrition Services Personnel $104,320
Nutrition Services Personnel will charge their salaries at 40% to the HS program. This includes
two (2) Child Nutrition Cook with combined salaries at $20,883, four (4) Child Nutrition Food
Services Transporter with combined salaries at $36,346, three (3) Child Nutrition Assistants with
combined salaries at $29,809 and one (1) Child Nutrition Food Operation Supervisor with salaries
at $17,282. Also included under the Child Nutrition Program is the Nutritionist who is a
Comprehensive Services Manager, budgeted under the Program Managers. The Nutritionist must
possess and maintain throughout the duration of employment current registration as a Dietitian
issued by the Commission on Dietetic Registration/Academy of Nutrition and Dietetics. Her
responsibility includes overseeing and addressing nutritional issues such as abnormal weight
and/or hemoglobin and food allergies, reviews menus to ensure compliance with certain USDA
and Child and Adult Care Food Program (CACFP) guidelines, modifies meals for children with
special dietary needs, and conducts CACFP facility reviews.
6. Head Start Director $30,895
The HS Director of Community Services Bureau (CSB) will allocate approximately 40% of his
time with salaries at $30,895, based on the Director’s time spent on overall leadership guidance
and activities (e.g. HS conferences/trainings, Policy Council activities) directly related to the HS
program. The Director’s total salary of $154,476 for FY2023-24 will not exceed the 2023
Executive Level II threshold of $212,100 per year.
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7. Managers $167,556
Included in this budget is the HS Deputy Director who will devote 40% of time to the HS program
with salaries of $32,991, as well as two (2) Division Managers with combined salaries at $52,700
who will devote 40% of their time to the HS Program. One (1) Division Manager is responsible
for the overall operations of the grantee’s Children and Family Services which includes planning
and implementing quality programs. The other Division Manager is responsible for the overall
administrative and analysis systems, grant planning and implementation, CalWORKS Stage 2 and
California Alternative Payment Programs, Community Action, Low Income Home Energy
Assistance Program, Department of Education Weatherization, Community Partnerships, and
search of new projects/programs for the bureau. Also included are four (4) Assistant Directors with
combined salaries at $81,865 who will allocate approximately 40% of their time to the HS Program
The Assistant Director position has primary responsibility in the following areas: (1) the Finance
Committee, compliance/licensing, nutrition, purchasing and contracts; (2) the Communications
Committee, HS Family Child Care Providers, Facilities and Quality Initiative, (3) the HS Policy
Council, Recruitment and Enrollment, Grants/Funding, and Comprehensive Services, including
Disabilities and Mental Health, (4) Staff and Training Committees, Personnel, Partnerships,
Home-based, and Training, and (5) Program Monitoring.
8. Clerical Personnel $601,821
Included in this category are Clerical staff who will devote 40% of their time to the HS Program.
This consists of twenty six (26) Senior Clerks with combined salaries at $334,215, seventeen (17)
Intermediate Clerks with combined salaries at $184,628, one (1) Secretary Advanced Level with
salaries at $14,003, one (1) Account Clerk-Advanced level with salaries at $11,519, three (3)
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Clerks Experienced Level with combined salaries at $30,426, one (1) Clerk-Specialist level with
salaries at $14,345 and one 91) Clerk-Senior level with salaries at $12,675.
9. Fiscal Personnel $89,170
The Fiscal Officer will allocate 40% of his time to the HS Program with salaries at $24,515. One
(1) Accountant III will devote 65% of her time with salaries at $32,550, one (1) Accountant II will
devote 40% of his time with salaries at $16,577 and one (1) Accounting Technician will allocate
approximately 40% of his time with salaries at $15,528 to the HS Program. Other fiscal staff that
supports the HS Program is one (1) Account Clerk-Advanced Level which is included in the
Clerical Personnel category and one (1) County temporary staff included in the Temporary staff
category.
10. Other Administrative Personnel $257,326
The positions included in this section are staff that devote approximately 40% of their time to the
HS Program. This consists of seven (7) Administrative Services Assistant IIIs with combined
salaries at $147,789, and two (2) Administrative Assistant Services II with combined salaries at
$37,548. The role of the ASA series are program administrators responsible for administrative
support activities in the HS Program. Also included in this category is one (1) Sr. Business Systems
Analyst with salaries at $28,190, one (1) Business Systems Analyst with salaries at $23,320, and
two (2) Community Services Building Services Worker with combined salaries at $20,479.
Percentages are based on estimate of time spent with activities that can be directly related to the
HS Program.
11. Other Personnel - Temporary Salaries $87,409
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The teaching staff in this category are substitutes who will devote 10% of their time to the HS
Program at 20 hours per week for twenty six (26) weeks. Included are fifteen (15) Associate
Substitute Teachers at $20.20 per hour and thirty seven (37) Teachers Assistant in Training at
$20.18 per hour. Other temporary staff who works part time is one (1) Student Intern Level II at
$19.78 per hour who will devote 10% of time and one (1) Policy Council Translator at $28.45 per
hour who will devote 65% of time to assist with translation of Policy Council materials into
Spanish for parents with limited English literacy skills. This also includes two (2) Account Clerk-
Advanced Level who will devote 10% of time at $29.10 per hour and one (1) Clerk Experienced
level at $23.86 per hour who will spend 10% of full time to the HS Program. These positions are
considered County temporary positions (non-permanent), therefore, their fringe benefits are
calculated at 12.85 %.
(6b) Fringe Benefits $1,748,392
The County has a defined benefit retirement plan which provides a fixed, pre-established benefit
for employees at retirement. The amount of the benefit is calculated by factors such as salary and
a member’s retirement service credit. Defined benefit pensions are based on a formula set by law,
in this case the County Employees Retirement Law of 1937 (CERL or 1937 Act), and the California
Public Employees’ Pension Reform Act of 2013 (PEPRA). PEPRA became effective on January 1,
2013. This law made substantial changes in public employee benefits, both for new and for existing
retirement system members. These changes include new benefit tiers for members entering public
retirement systems on or after January 1, 2013. Employer contribution rates and every other aspect
of the administration of retirement benefits are determined by CCCERA, the board of retirement,
and the actuaries that provide services to the board of retirement. The County’s other fringes
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include health, dental and life insurance, State Unemployment Insurance (SUI), Workers
Compensation and Deferred Compensation, etc.
Regular Personnel Fringe Benefit $1,737,165
Percentage of fringe benefits based on the County Budget is as follows:
Fringe Benefits % Regular HS Staff
Social Security (FICA), State 11.28% $295,466
Disability, Unemployment(FUTA) 0.16% 4,114
Stat and Workers Comp 1.40% 36,792
Health/Dental/Life Insurance 26.37% 690,587
Retirement 25.50% 667,837
Other (Supplemental) 1.62% 42,369
Total Fringe Benefits 64.38% $1,737,165
County temporary positions (non-permanent) $11,227
Fringe Benefits % Temporary Staff
Social Security (FICA), State 11.28% $9,862
Disability, Unemployment(FUTA) 0.16% 137
Stat and Workers Comp 1.40% 1,228
Total Fringe Benefits 12.63% $11,227
(6c) Travel $5,000
This estimate is for airline expenses included the Training and Technical Assistance (T/TA)
Budget.
(6d) Equipment $-0-
(6e) Supplies $72,000
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Included are office supplies, children and family services supplies, transition supplies for children
transitioning to kindergarten, computer supplies to support the HS classroom/site
workstations/computers, health/safety, mental health/disabilities and household supplies. The
budget also includes allowable employee health and welfare cost for the improvement of working
conditions, employer-employee relations, employee health, and employee welfare. CSB has a
Wellness Program for the well-being of its staff, as well as a Peer Recognition Program. Small
purchases like pedometers for its “I Walk Challenge” and mugs for its Peer recognition program
are budgeted under this category. This budget item is supported under the provision of Uniform
Guidance 45 Part § 75.437 Employee health and welfare costs, which states that “Costs incurred
in accordance with the non-Federal entity’s documented policies for the improvement of working
conditions, employer-employee relations, employee health, and employee performance are
allowable.”
(6f) Contractual $2,295,894
Includes expenses incurred in outsourcing services such as hiring temporary administrative
support, contract with LVN Health Consultant, as well as costs for various childcare partners/sub-
contractors and YMCA Delegate Agency for the implementation of the HS Program.
1. Administrative Services $33,300
This represents costs associated with acquiring temporary administrative support from outside for-
profit agencies required throughout the year to support the HS program needs.
2. Health / Disabilities Services $25,400
A specialized Health Consultant will work with child health and safety, infectious disease
prevention and control, disease intervention and management, and tuberculosis testing for parents
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and staff. The health consultant’s contract is $78,050 with hourly rate at $50.00 for 1,561 hours.
HS Program’s share is estimated at 65% for six-months.
3. Food Services $-0-
4. Training and Technical Assistance $125,000
The provision of T/TA under the HS budget is for One Solution Technology contract charges for
the CLOUD System. Total contract for 2024 is $500,000, 25% of which is charged to the HS
budget for six-months.
5. Delegate Agency Costs – YMCA (PA 22) $1,278,782
YMCA of the East Bay is the sole delegate agency of Contra Costa County which provides services
to 228 children and their families in the cities of Pittsburg and Antioch, as well as portions of the
adjacent town of Bay Point. Training budget of $4,000 is also included under the T/TA budget.
6. Other Contracts $833,411
CSB has contracted with various child care providers so that HS children will receive enhanced
services at various contractors’ centers to bring them up to HS Performance Standards adding
family services and children/family outcome measures through the HS comprehensive services
provided to children under the California State Preschool Program (CSPP). Below are 321 slots
partnered out to HS childcare partners/sub-recipients with details of their contract component.
(6g) Construction $ - 0 -
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(6h) Other $1,226,013
1. Building Occupancy Costs $200,000
Site rents are related to HS share of rent costs at the Grantee’s Childcare Sites, partially determined
by Contra Costa County’s Public Works Department.
2. Utilities and Telephone $100,000
Projected costs are related to HS’s share of utility and phone costs with the HS Program, based on
the available HS slots at the sites.
3. Building & Child Liability Insurance $1,200
Building insurance & child liability insurance is determined by the County’s Risk Management
Department.
4. Building Maintenance/Repair & Other Occupancy $70,000
Buildings are properly maintained and/or repaired to ensure the health and safety of HS children
and costs are partially determined by the County’s Public Works Department.
5. Local Travel $12,000
This is to reimburse HS staff for mileage incurred during work related travel, estimated at 18,000
miles in 2023 at 65.5 cents per mile.
6. Nutrition Services $207,500
Child Nutrition costs to cover children’s meals within the HS Program.
USDA and CACFP reimbursements ($20,000)
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The Child and Adult Care Food Program (CACFP) is a federal program that provides
reimbursements for nutritious meals and snacks to eligible children and adults who are enrolled
for care at participating childcare centers, day care homes, and adult day care centers.
7. Parent Services $2,500
These are costs associated with Policy Council parents activities at sites, PC/BOS luncheon and
appreciation meetings including venue and food costs ($1,500), as well as child care and mileage
reimbursement ($1,000). This was presented and approved by the Policy Council Parent Services
Committee.
8. Accounting and Legal Services $40,500
This covers HS’s share of audit, legal and accounting ($5,500) and data processing costs ($35,000)
to run the HS Program.
9. Publications/Advertising/Printing $3,500
This covers outreach printing costs ($1,000) as well as job announcements, newspaper/website
ads, digital marketing for teaching staff (2,500) to recruit new staff for the HS Program.
10. Training and Staff Development $ -0-
No additional training and staff development is allocated outside of the $86,673 designated T/TA
Budget.
11. Other $608,813
Site Security Guards ($7,500): These are HS’s share of security guard services at sites that are
considered at risk and to ensure safety of our children and staff, including the increased need of
security at Brookside .
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Dental/Medical Services ($500): These are HS’s share of dental and medical costs when no other
source of funding is available to our HS children.
Vehicle Operating/Maintenance and Repair ($44,693): These are HS’s estimated cost associated
with CSB’s county vehicles, as determined by the County’s Public Works Department. Equipment
Maintenance, Repair & Rental ($14,500): These are HS’s share of classroom equipment
maintenance and repair costs to make sure that equipment is properly maintained and/or repaired,
as determined by the County’s Public Works Department.
DHHS-211 Database ($7,500): This is the HS Program’s share of costs related to the 211 database
project which houses resources and referral information for hundreds of agencies and programs
specializing in health services, mental health, child care and transportation needs.
Other Operating Expenses ($80,400): These are other allocated costs such as county
administration, Human Resources services, processing of payroll, contracts, purchasing and other
County functions.
Comprehensive Services with State Child Development Program: $453,720
CSB implemented a layer 2 funding model that provides a unique opportunity to leverage and
maximize resources utilizing Child Development funds. This budget line item funds estimated
costs in a classroom with this collaboration model in which enrolled children that are served may
include an enhanced curriculum, classroom supplies, materials, minor equipment, training and
education for teachers, enhanced pay for teachers who meet HS education requirements, increased
staffing to meet HS required staff-child ratio and group size requirements, and minor facility
renovations or equipment needed to meet HS Performance Standards. These enhancements are
paid by HS that directly benefit HS children, but are also expected to benefit other children sharing
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a classroom or service environment with enrolled children. This budget represents the total
estimated cost of enhanced services for the HS share in this collaborative program.
COMPREHENSIVE SERVICES WITH STATE OF CALIFORNIA
Head Start Program % Year 2024 six-months Budget
Salaries 46% 208,712
Employee Benefits 32% 145,190
Supplies 4% 18,149
Other Services 18% 81,669
Total - 5011 100% 453,720
(6i) Total Direct Charges (Summary of lines (6a) – (6h) $8,048,376
(6j) Indirect Costs $ 519,567
Indirect Cost rate is calculated at 19.2% of direct salaries and wages.
(6k) TOTAL FEDERAL BUDGET (PA 22) $8,567,943
TRAINING AND TECHNICAL ASSISTANCE BUDGET (T/TA - PA 20) $86,673
Training costs are budgeted for Mandatory Trainings, Conferences and Training by Content Area.
The number of staff attending the training is budgeted as much as practicable. However, if the
specific training may not materialize due to any unforeseen events, CSB has the flexibility to
substitute the training/conference to similar or comparative training that is HS program-related in
content and purpose. Budgeted training expenses include registration fees, air travel for out-of-
state conferences, hotel costs, meal allowances, mileage, shuttle expenses, toll fees, training
materials and other miscellaneous expenses related to staff development including food and venue.
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(6c) Travel $5,000
Total budget for airfare travel for out-of-state training is estimated at $5,000and is included in the
T/TA budget of the HS Program. The cost projections for travel meet the training needs of HS
staff and parents. These needs will be met by various out-of-town and out-of-State workshops and
conferences to include, but not limited to the WIPFLI National Training Conference, National
Head Start Association Annual and Parent Conference, California Head Start Association Annual
and Parent Conference, Fatherhood Conference, and various Professional Leadership training for
parents and staff. CSB travel costs has taken into account that the travel associated with trainings
will normalize in the budget year.
(6f) Contractual $64,700
4. Training and Technical Assistance $60,700
T/TA includes the HS program’s share in various training providers, coaches and consultants for
Leadership Training/Seminars/Workshops ($29,000), Demographic/Data Research ($9,000),
Practice-based Coaching ($9,200), Family Development Credentials ($9,200) and Consultants for
Reflective Practice ($4,000).
5. Delegate Agency T/TA $4,000
T/TA is budgeted in the amount of $4,000 for this six-month period to the Delegate Agency.
(6h) Other $16,973
7. Parent Services $6,000
These costs include parent conference registration fees and training (including food and venue
costs), Policy Council orientation and parent trainings, materials and translation costs (including
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food and venue costs), and Policy Council meetings (including food and venue costs). These were
presented and approved by the Policy Council.
10. Training or Staff Development $10,973
Training costs are budgeted for mandatory trainings, conferences and training by content area.
The T/TA budget addresses the following training topics on Mental Health, Disabilities, Health
and Safety; Education, Curriculum and Home Based for Partners; Parent, Family and Community
Engagement; Nutrition and Food Services; Program Regulations and Federal, State and Local
Initiatives; Management Systems; Information technology and Business Systems; Continuing
Education Program and Staff Development; and Mandatory trainings. The training needs of HS
staff and parents will be met by workshops, conferences and various professional leadership
trainings. Details of these training categories are included in the schedule of the T/TA budget.
(6k) TOTAL T and T/A BUDGET (PA 20) $86,673
(6k) TOTAL FEDERAL BUDGET (PA 22 and PA 20) $8,654,616
TOTAL NON-FEDERAL BUDGET $2,163,029
For the six-months extension period in 2024, Non-federal share or in-kind consist of:
State Preschool Programs $1,674,958
This amount is determined by CSB’s contract with California Department of Education Preschool
Program, for the collaboration portion with the State’s Child Development Program. The State
portion of the CSPP contract is $11,118,905.
Other – Volunteers (5,000 hours x $33.60) $168,000
This is primarily coming from volunteer services recruited from volunteer hour match through
parents and from other members in the community, valued at $33.60 per hour, derived at by using
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the average rate per hour of an Associate Teacher at $20.20 with fringe benefits and additional
paid time off fringe of $13.40 Total volunteer hours for half- year 2024 is estimated at 5,000
hours, with parents volunteering one hour per day assisting at our thirteen (13) child care centers
for 6 months at 20 days based on the State’s Days of Operation. If these hours are not met due to
lack of parent and community volunteers, in-kind can be generated from the balance of the State
contract.
YMCA of the East Bay Delegate Agency (included in YMCA budget) $320,696
Delegate Agency is required to generate in-kind.
TOTAL FEDERAL AND NON-FEDERAL BUDGET $10,818,270
2. EARLY HEAD START BUDGET NARRATIVE
Contra Costa County Community Services Bureau (CSB) is requesting six months extension of
the 2023 Early Head Start (EHS) budget in the amount of $6,176,340 to close out the final year
operation of its 5-year Continuation Grant Budget. This budget supports all direct costs of
$5,842,604 and indirect cost of $333,736, computed at 19.2% of salaries. Budgeted expenses
reflect the cost of direct salaries for Infant/Toddler teaching staff, personnel and fringe benefits,
supplies, and childcare partners, training, and other costs such as building occupancy costs,
utilities, and other operating expenses necessary to operate the EHS Program, as well as all
required comprehensive services to eligible infant/toddler children and families. All budgeted
amounts for the extension period are computed for six months only, or half year of the annual
budget.
(6a) Personnel $1,738,208
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Personnel cost is computed based on the six months budgeted salaries of staff and projected cost
of vacant positions of staff working 40 hours per week for 52 weeks for full-time staff, and varying
number of weeks for part-time staff. Total budgeted salaries are derived from the County’s Budget
Formulation Management System and allocated based on the number of hours worked in the EHS
program. The percentage of EHS salaries varies from 22% to 100% as indicated in the attached
detail of Personnel budget.
1. Program Managers and Child Sites-Supervisors $518,339
All Program Managers or Comprehensive Services staff will devote 35% of their time to the EHS
Program with total salaries at $403,392. This consists of thirteen (13) Comprehensive Services
Managers (CSM) with combined salaries at $203,761, and sixteen (16) Comprehensive Services
Assistant Managers (CSAM) with combined salaries at $199,631. CSMs and CSAMs manage a
program of comprehensive services that includes the delivery of health, mental health, disabilities,
nutrition, education, parent involvement, or social services to federal program eligible families and
their children 0–3 years of age in childcare programs, and low-income residents in the EHS Program.
Also included are fifteen (15) Site Supervisors with combined salaries at $114,946 who will devote
40% of their time to the EHS Program. They provide the day-to-day administration of general
childcare, infant/toddler care and/or pre-school services, and performs other related work as required.
2. Teachers $292,874
The teaching staff under this classification will devote 22% - 100% of their time under the EHS
Program. This consists of twenty (20) Master Teachers’ with combined salaries at $131,794 who
will devote 22% of their time to the EHS program, and eleven (6) Infant/Toddler Teachers and
Associate Teachers with combined salaries is at $161,080. Infant/Toddler Teachers and Associate
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Teachers’ classification devote 100% of their time to the EHS program. Other teaching staff
salaries in collaboration with the State are charged to the State and allocated to the EHS Program
under “Other - Comprehensive Services with State Child Development Program”. Teachers
Assistant Trainee (TATs) helping out in the HS classrooms are charged to Other Personnel -
Temporary Salaries.
3. Home Educators - (none) $-0-
4. Disabilities Services Personnel - (none) $-0-
All Mental Health services are subcontracted out through Contra Costa County Behavioral
Health Services with Early Childhood Mental Health Program.
5. Nutrition Services Personnel $57,376
Nutrition Services Personnel will charge their salaries at 22% to the EHS program. This includes
two (2) Child Nutrition Cook with combined salaries at $11,486, four (4) Child Nutrition Food
Services Transporter with combined salaries at $19,990, three (3) Child Nutrition Assistants with
combined salaries at $16,395 and one (1) Child Nutrition Food Operation Supervisor with salaries
at $9,505. Also included under the Child Nutrition Program is the Nutritionist who is a
Comprehensive Services Manager, budgeted under the Program Managers. The Nutritionist must
possess and maintain throughout the duration of employment current registration as a Dietitian
issued by the Commission on Dietetic Registration/Academy of Nutrition and Dietetics. Her
responsibility includes overseeing and addressing nutritional issues such as abnormal weight
and/or hemoglobin and food allergies, reviews menus to ensure compliance with certain USDA
and Child and Adult Care Food Program (CACFP) guidelines, modifies meals for children with
special dietary needs, and conducts CACFP facility reviews.
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6. Head Start Director $16,992
The HS Director of Community Services Bureau (CSB) will allocate approximately 22% of his
time with salaries at $16,992, based on the Director’s time spent on overall leadership guidance
and activities (e.g. HS conferences/trainings, Policy Council activities) directly related to the EHS
program. The Director’s total salary of $154,476 for FY2023-24 will not exceed the 2023
Executive Level II threshold of $212,100 per year.
7. Managers $92,156
Included in this budget is the HS Deputy Director who will devote 22% of time to the EHS program
with salaries of $18,145, as well as two (2) Division Managers with combined salaries at $28,985
who will devote 22% of their time to the EHS Program. One (1) Division Manager is responsible
for the overall operations of the grantee’s Children and Family Services which includes planning
and implementing quality programs. The other Division Manager is responsible for the overall
administrative and analysis systems, grant planning and implementation, CalWORKS Stage 2 and
California Alternative Payment Programs, Community Action, Low Income Home Energy
Assistance Program, Department of Education Weatherization, Community Partnerships, and
search of new projects/programs for the bureau. Also included are four (4) Assistant Directors with
combined salaries at $45,026 who will allocate approximately 22% of their time to the EHS
Program The Assistant Director position has primary responsibility in the following areas: (1) the
Finance Committee, compliance/licensing, nutrition, purchasing and contracts; (2) the
Communications Committee, EHS Family Child Care Providers, Facilities and Quality Initiative,
(3) the HS Policy Council, Recruitment and Enrollment, Grants/Funding, and Comprehensive
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Services, including Disabilities and Mental Health, (4) Staff and Training Committees, Personnel,
Partnerships, Home-based, and Training, and (5) Program Monitoring.
8. Clerical Personnel $331,002
Included in this category are Clerical staff who will devote 22% of their time to the EHS Program.
This consists of twenty six (26) Senior Clerks with combined salaries at $183,819, seventeen (17)
Intermediate Clerks with combined salaries at $101,545, one (1) Secretary Advanced Level with
salaries at $7,702, one (1) Account Clerk-Advanced level with salaries at $6,341, three (3) Clerks
Experienced Level with combined salaries at $16,734, one (1) Clerk-Specialist level with salaries
at $7,890 and one (1) Clerk-Senior level with salaries at $6,971.
9. Fiscal Personnel $48,667
The Fiscal Officer will allocate 22% of his time to the EHS Program with salaries at $13,483. One
(1) Accountant III will devote 35% of her time with salaries at $17,527, one (1) Accountant II will
devote 22% of his time with salaries at $9,117 and one (1) Accounting Technician will allocate
approximately 22% of his time with salaries at $8,540 to the EHS Program. Other fiscal staff that
supports the EHS Program is one (1) Account Clerk-Advanced Level which is included in the
Clerical Personnel category and one (1) County temporary staff included in the Temporary staff
category.
10. Other Administrative Personnel $141,528
The positions included in this section are staff that devote approximately 22% of their time to the
EHS Program. This consists of seven (7) Administrative Services Assistant IIIs with combined
salaries at $81,284, and two (2) Administrative Assistant Services II with combined salaries at
$20,651. The role of the ASA series are program administrators responsible for administrative
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support activities in the EHS Program. Also included in this category is one (1) Sr. Business
Systems Analyst with salaries at $15,504, one (1) Business Systems Analyst with salaries at
$12,826, and two (2) Community Services Building Services Worker with combined salaries at
$11,263. Percentages are based on estimate of time spent with activities that can be directly
related to the EHS Program.
11. Other Personnel - Temporary Salaries $239,274
The teaching staff in this category are substitutes who will devote 40% of their time to the EHS
Program at 20 hours per week for twenty six (26) weeks. Included are fifteen (15) Associate
Substitute Teachers at $20.20 per hour and thirty seven (37) Teachers Assistant in Training at
$20.18 per hour. Other temporary staff who works part time is one (1) Student Intern Level II at
$19.78 per hour who will devote 10% of time and one (1) Policy Council Translator at $28.45 per
hour who will devote 35% of time to assist with translation of Policy Council materials into
Spanish for parents with limited English literacy skills. This also includes two (2) Account Clerk-
Advanced Level who will devote 10% of time at $29.10 per hour and one (1) Clerk Experienced
level at $23.86 per hour who will spend 35% of full time to the EHS Program. These positions
are considered County temporary positions (non-permanent), therefore, their fringe benefits are
calculated at 12.85 %.
(6b) Fringe Benefits $1,025,094
The County has a defined benefit retirement plan which provides a fixed, pre-established benefit
for employees at retirement. The amount of the benefit is calculated by factors such as salary and
a member’s retirement service credit. Defined benefit pensions are based on a formula set by law,
in this case the County Employees Retirement Law of 1937 (CERL or 1937 Act), and the California
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Public Employees’ Pension Reform Act of 2013 (PEPRA). PEPRA became effective on January 1,
2013. This law made substantial changes in public employee benefits, both for new and for existing
retirement system members. These changes include new benefit tiers for members entering public
retirement systems on or after January 1, 2013. Employer contribution rates and every other aspect
of the administration of retirement benefits are determined by CCCERA, the board of retirement,
and the actuaries that provide services to the board of retirement. The County’s other fringes
include health, dental and life insurance, State Unemployment Insurance (SUI), Workers
Compensation and Deferred Compensation, etc.
Regular Personnel Fringe Benefit $994,359
Percentage of fringe benefits based on the County Budget is as follows:
Fringe Benefits % Regular HS Staff
Social Security (FICA), State 11.28% $169,126
Disability, Unemployment(FUTA) 0.16% 2,355
Stat and Workers Comp 1.40% 21,060
Health/Dental/Life Insurance 26.37% 395,294
Retirement 25.50% 382,272
Other (Supplemental) 1.62% 24,252
Total Fringe Benefits 64.38% $994,359
County temporary positions (non-permanent) $30,735
Fringe Benefits % Temporary Staff
Social Security (FICA), State 11.28% $26,997
Disability, Unemployment(FUTA) 0.16% 376
Stat and Workers Comp 1.40% 3,362
Total Fringe Benefits 12.63% $30,735
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(6c) Travel $-0-
This estimate is for airline expenses included the Training and Technical Assistance (T/TA)
Budget.
(6d) Equipment $50,000
This includes the acquisition of Audiometers and visual acuity equipment for testing of children’s
vision in compliance with Heads Start Performance Standard requirements.
(6e) Supplies $177,000
Included are office supplies, children and family services supplies, transition supplies for children
transitioning to kindergarten, computer supplies to support the EHS classroom/site
workstations/computers, health/safety, mental health/disabilities and household supplies. The
budget also includes allowable employee health and welfare cost for the improvement of working
conditions, employer-employee relations, employee health, and employee welfare. CSB has a
Wellness Program for the well-being of its staff, as well as a Peer Recognition Program. Small
purchases like pedometers for its “I Walk Challenge” and mugs for its Peer recognition program
are budgeted under this category. This budget item is supported under the provision of Uniform
Guidance 45 Part § 75.437 Employee health and welfare costs, which states that “Costs incurred
in accordance with the non-Federal entity's documented policies for the improvement of working
conditions, employer-employee relations, employee health, and employee performance are
allowable.”
(6f) Contractual $1,818,871
Includes expenses incurred in outsourcing services such as hiring temporary administrative
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support, contract with LVN Health Consultant, as well as costs for various childcare partners/sub-
contractors for the implementation of the EHS Program.
1. Administrative Services $20,000
This represents costs associated with acquiring temporary administrative support from outside for-
profit agencies required throughout the year to support the HS program needs.
2. Health / Disabilities Services $13,700
A specialized Health Consultant will work with child health and safety, infectious disease
prevention and control, disease intervention and management, and tuberculosis testing for parents
and staff. The health consultant’s contract is $78,050 with hourly rate at $50.00 for 1,561 hours.
EHS Program’s share is estimated at 35% for six-months.
3. Food Services $-0-
4. Training and Technical Assistance $125,000
The provision of T/TA under the EHS budget is for One Solution Technology contract charges for
the CLOUD System. Total contract for 2024 is $500,000, 25% of which is charged to the EHS
budget for six-months.
5. Delegate Agency Costs – YMCA (PA 22) $-0-
YMCA of the East Bay is the sole delegate agency of Contra Costa County which provides services
to 228 children and their families in the City of Pittsburg, as well as portions of the adjacent town
of Bay Point. The Delegate Agency’s budget is under the Head Start Program.
6. Other Contracts $1,660,171
CSB has contracted with various child care providers so that EHS children will receive enhanced
services at various contractors’ centers to bring them up to EHS Performance Standards adding
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family services and children/family outcome measures through the EHS comprehensive services
provided to children under the California child development program of the Department of Social
Services. Below are 321 slots partnered out to HS childcare partners/sub-recipients with details of
their contract component.
(6g) Construction $ - 0 -
(6h) Other $923,829
1. Building Occupancy Costs $30,000
Site rents are related to EHS share of rent costs at the Grantee’s Childcare Sites, partially
determined by Contra Costa County’s Public Works Department.
2. Utilities and Telephone $12,000
Projected costs are related to EHS’s share of utility and phone costs with the HS Program, based
on the available EHS slots at the sites.
3. Building & Child Liability Insurance $-0-
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Building insurance & child liability insurance is determined by the County’s Risk Management
Department.
4. Building Maintenance/Repair & Other Occupancy $25,000
This ensures buildings are properly maintained and/or repaired to ensure the health and safety of
EHS children and costs are partially determined by the County’s Public Works Department.
5. Local Travel $6,000
This is to reimburse EHS staff for mileage incurred during work related travel, estimated at 9,200
miles in 2023 at 65.5 cents per mile.
6. Nutrition Services $5,000
Child Nutrition costs to cover children’s meals within the EHS Program that are not reimbursable
through CACFP.
7. Parent Services $3,000
These are costs associated with Policy Council parents activities at sites, PC/BOS luncheon and
appreciation meetings including venue and food costs ($2,000), as well as child care and mileage
reimbursement ($1,000). This was presented and approved by the Policy Council Parent Services
Committee.
8. Accounting and Legal Services $9,000
This covers EHS’s share of audit, legal and accounting ($2,000) and data processing costs ($7,000)
to run the EHS Program.
9. Publications/Advertising/Printing $3,000
This covers outreach printing costs ($1,000) as well as job announcements, newspaper/website
ads, digital marketing for teaching staff (2,000) to recruit new staff for the HS Program.
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10. Training and Staff Development $ -0-
No additional training and staff development outside of the $109,602 in designated T/TA is
budgeted here.
11. Other $830,829
Site Security Guards ($2,000): These are EHS’s share of security guard services at sites that are
considered at risk and to ensure safety of our children and staff, including the increased need of
security at Brookside .
Dental/Medical Services ($500): These are EHS’s share of dental and medical costs when no other
source of funding is available to our EHS children.
Vehicle Operating/Maintenance and Repair ($5,000): These are EHS’s estimated cost associated
with CSB’s county vehicles, as determined by the County’s Public Works Department. Equipment
Maintenance, Repair & Rental ($6,500): These are EHS’s share of classroom equipment
maintenance and repair costs to make sure that equipment is properly maintained and/or repaired,
as determined by the County’s Public Works Department.
DHHS-211 Database ($2,000): This is the EHS Program’s share of costs related to the 211
database project which houses resources and referral information for hundreds of agencies and
programs specializing in health services, mental health, child care and transportation needs.
Other Operating Expenses ($21,000): These are other allocated costs such as county
administration, Human Resources services, processing of payroll, contracts, purchasing and other
County functions that are charged to the EHS Program.
Comprehensive Services with State Child Development Program: $793,829
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CSB implemented a layer 2 funding model that provides a unique opportunity to leverage and
maximize resources utilizing Child Development funds. This budget line item funds estimated
costs in a classroom with this collaboration model in which enrolled children that are served may
include an enhanced curriculum, classroom supplies, materials, minor equipment, training and
education for teachers, enhanced pay for teachers who meet EHS education requirements,
increased staffing to meet EHS required staff-child ratio and group size requirements, and minor
facility renovations or equipment needed to meet HS Performance Standards. These enhancements
are paid by EHS that directly benefit EHS children, but are also expected to benefit other children
sharing a classroom or service environment with enrolled children. This budget represents the
total estimated cost of enhanced services for the EHS share in this collaborative program.
COMPREHENSIVE SERVICES WITH STATE OF CALIFORNIA
Early Head Start Program % Year 2024 six-months Budget
Salaries 46% 365,162
Employee Benefits 32% 254,025
Supplies 4% 31,753
Other Services 18% 142,889
Total - 5011 100% 793,829
(6i) Total Direct Charges (Summary of lines (6a) – (6h) $5,733,002
(6j) Indirect Costs $ 333,736
Indirect Cost rate is calculated at 19.2% of direct salaries and wages.
(6k) TOTAL FEDERAL BUDGET (PA 22) $6,066,738
TRAINING AND TECHNICAL ASSISTANCE BUDGET (T/TA - PA 20) $109,602
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Training costs are budgeted for Mandatory Trainings, Conferences and Training by Content Area.
Detailed description, purpose and number of staff attending the training is budgeted as much as
practicable. However, if the specific training may not materialize due to any unforeseen events,
CSB has the flexibility to substitute the training/conference to similar or comparative training that
is EHS program-related in content and purpose. Budgeted training expenses include registration
fees, air travel for out-of-state conferences, hotel costs, meal allowances, mileage, shuttle
expenses, toll fees, training materials and other miscellaneous expenses related to staff
development including food and venue.
(6c) Travel $5,000
Total budget for airfare travel for out-of-state training is estimated at $5,000 and is included in the
T/TA budget of the EHS Program. The cost projections for travel meet the training needs of EHS
staff and parents. These needs will be met by various out-of-town and out-of-State workshops and
conferences to include, but not limited to the WIPFLI National Training Conference, National
Head Start Association Annual and Parent Conference, California Head Start Association Annual
and Parent Conference, Fatherhood Conference, and various Professional Leadership training for
parents and staff. CSB travel costs has taken into account that the travel associated with trainings
will normalize in the budget year.
(6f) Contractual $67,500
4. Training and Technical Assistance $67,500
T/TA includes the EHS program’s share in various training providers, coaches and consultants for
Leadership Training/Seminars/Workshops ($15,000), Demographic/Data Research ($12,500),
519
Contra Costa County Employment and Human Services Department
Community Services Bureau
Extension Application Narrative – 09CH010862
43
Practice-based Coaching ($10,000), Family Development Credentials ($15,000) and Consultants
for Reflective Practice ($15,000).
(6h) Other $37,102
7. Parent Services $8,000
These costs include parent conference registration fees and training (including food and venue
costs), Policy Council orientation and parent trainings, materials and translation costs (including
food and venue costs), and Policy Council meetings (including food and venue costs). These were
presented and approved by the Policy Council.
10. Training or Staff Development $29,102
Training costs are budgeted for mandatory trainings, conferences and training by content area.
The T/TA budget addresses the following training topics on Mental Health, Disabilities, Health
and Safety; Education, Curriculum and Home Based for Partners; Parent, Family and Community
Engagement; Nutrition and Food Services; Program Regulations and Federal, State and Local
Initiatives; Management Systems; Information technology and Business Systems; Continuing
Education Program and Staff Development; and Mandatory trainings. The training needs of EHS
staff and parents will be met by workshops, conferences and various professional leadership
trainings. Details of these training categories are included in the schedule of the T/TA budget.
(6k) TOTAL T and T/A BUDGET (PA 20) $109,602
(6k) TOTAL FEDERAL BUDGET (PA 22 and PA 20) $6,176,340
TOTAL NON-FEDERAL BUDGET $1,544,085
For the six-months extension period in 2024, Non-federal share or in-kind consist of:
State Preschool Programs $1,376,085
520
Contra Costa County Employment and Human Services Department
Community Services Bureau
Extension Application Narrative – 09CH010862
44
This amount is determined by CSB’s contract with California Department of Social services for
the collaboration portion with the State’s Child Development Program. The State portion of the
General Childcare and Development Program (CCTR) contract is $11,118,905.
Other – Volunteers (5,000 hours x $33.60) $168,000
This is primarily coming from volunteer services recruited from volunteer hour match through
parents and from other members in the community, valued at $33.60 per hour, derived at by using
the average rate per hour of an Associate Teacher at $20.20 with fringe benefits and additional
paid time off fringe of $13.40 Total volunteer hours for half- year 2024 is estimated at 5,000
hours, with parents volunteering one hour per day assisting at our thirteen (13) child care centers
for 6 months at 20 days based on the State’s Days of Operation. If these hours are not met due to
lack of parent and community volunteers, in-kind can be generated from the balance of the State
contract.
TOTAL FEDERAL AND NON-FEDERAL BUDGET $7,720,425
521
EHSD - COMMUNITY SERVICES BUREAU
EARLY HEAD START PROGRAM -SIX MONTHS EXTENSION
2023 BUDGET YEAR - 6 months Extension
EHS T/TA TOTAL EHS
EXPENDITURES PA 22 PA 20 Budget
a. PERSONNEL (Object Class 6a)
Permanent Staff 1,498,934 1,498,934
Temporary Staff 239,274 239,274
PERSONNEL (Object Class 6a)1,738,208 - 1,738,208
b. FRINGE BENEFITS (Object Class 6b)
Permanent Staff 994,359 994,359
Temporary Staff 30,735 30,735
FRINGE BENEFITS (Object Class 6b)1,025,094 - 1,025,094
c. TRAVEL (Object Class 6c)-
1. Staff Out-of-Town Travel - 5,000 5,000
TOTAL TRAVEL (6c)- 5,000 5,000
d. EQUIPMENT (Object Class 6d)
4. Other Equipment-Audiometers/Visual acuity euipment 50,000 50,000
TOTAL EQUIPMENT (6d)50,000 - 50,000
e. SUPPLIES (Object Class 6e)
1. Office Supplies 50,000 50,000
2. Child and Family Services Supplies 75,000 75,000
3. Food Services Supplies - -
4. Other Supplies - -
Computer Supplies, Software Upgrades, Computer Replacements 30,000 30,000
Health/Safety Supplies 5,000 5,000
Household Supplies 12,000 12,000
Employee Health and Welfare Costs 5,000 5,000
TOTAL SUPPLIES (6e)177,000 - 177,000
f. CONTRACTUAL (Object Class 6f)
1. Adm Svcs (e.g., Legal, Accounting Temp Help)20,000 20,000
2. Health/Disabilities Services - -
Health Consultant (LVN)13,700 13,700
4. Training & Technical Assistance
One Solution Technology\125,000 125,000
Leadership Trainings/Seminars/Workshop - 15,000 15,000
Demographic/DataResearch - 12,500 12,500
Practice Based Coaching/Classroom Observation - 10,000 10,000
Family Development Credential - 15,000 15,000
Refective Practice - 15,000 15,000
5. Delegate Agency Costs - -
6. Other Contracts
Aspiranet 512,110 512,110
Aspiranet HVI 115,000 115,000
Crossroads 104,356 104,356
CCCollege (New Partnership) 6,740 6,740
KinderCare 215,671 215,671
Tiny Toes 26,959 26,959
YMCA (West)217,147 217,147
YMCA (East)339,860 339,860
RFI (New Partnership)122,328 122,328
TOTAL CONTRACTUAL (6f)1,818,871 67,500 1,886,371
SIX MONTHS BUDGET EXTENSION
522
EHSD - COMMUNITY SERVICES BUREAU
EARLY HEAD START PROGRAM -SIX MONTHS EXTENSION
2023 BUDGET YEAR - 6 months Extension
EHS T/TA TOTAL EHS
SIX MONTHS BUDGET EXTENSION
h. OTHER (Object Class 6h)
1. Building occupancy Costs/Rents & Leases 30,000 30,000
2. Utilities, Telephone 12,000 12,000
4. Building Maintenance/Repair and Other Occupancy Costs 25,000 25,000
5. Local Travel 6,000 6,000
6. Nutrition Services - -
Child Nutrition Cost 5,000 5,000
7. Parent Services -
Parent Conference Registration-PA 11 - 3,000 3,000
Parent Resources (Parenting Books, Videos, etc.)-PA11 - -
PC Orientation, Trainings (including food/venue), Materials & Translation - 2,500 2,500
Policy Council Meetings - (PC, BOS luncheon including food/venue)- 2,000 2,000
Male Involvement Activities (including food)- 500 500
Parent Activities & Appreciation (including food/venue) 2,000 2,000
Child Care/Mileage Reimbursement 1,000 1,000
8. Accounting & Legal Services - -
Auditor Controllers 2,000 2,000
Data Processing 7,000 7,000
9. Publications/Advertising/Printing - -
Outreach printing 1,000 1,000
Recruitment Advertising (e.g. Newspapers, Brochures)2,000 2,000
10. Training or Staff Development - -
Staff Development or Training and Technical Assistance such as mandatory Trainings, Health
and Safety, Conferences by Content areas, including membership fees, registration fees, food and
venue etc) - 25,102 25,102
Agency Memberships (WIPFLI, Metting Fees, NHSA, NAEYC)- 4,000 4,000
11. Other - -
Site Security Guards 2,000 2,000
Dental/Medical Services 500 500
Vehicle Operating/ Maintenance and Repair 5,000 5,000
Equipment Maintenance Repair and Rental 6,500 6,500
Dept of Health and Human Services - 211 Data Base 2,000 2,000
Other Operating Expenses (CSD Admin/Facs Mgt. Allocation)21,000 21,000
Comprehensive Services with State Child Development Program 793,829 793,829
TOTAL OTHER (6h)923,829 37,102 960,931
I. TOTAL DIRECT CHARGES (Sum of Line 6a-6h)5,733,002 109,602 5,842,604
j. INDIRECT COSTS (19.2% of Salaries only)333,736 333,736
k. TOTAL FEDERAL (ALL BUDGET CATEGORIES)6,066,738 109,602 6,176,340
Non-Federal Share (In-Kind)1,516,685 27,400 1,544,085
Total Federal and Non-Federal 7,583,423 137,002 7,720,425
523
EHSD - COMMUNITY SERVICES BUREAU
HEAD START PROGRAM
2023 BUDGET YEAR - 6 MONTHS EXTENSION
HS T/TA TOTAL
Object Class Categories PA 22 PA 20 BUDGET
EXPENDITURES
Permanent (staff) 2,618,669 2,618,669
Temporary (staff) 87,409 87,409
a. PERSONNEL (Object Class 6a)2,706,078 - 2,706,078
b. FRINGE BENEFITS (Object Class 6b)1,748,392 1,748,392
TOTAL PERSONNEL (6a & 6b)4,454,470 - 4,454,470
c. TRAVEL (Object Class 6c)-
1. Staff Out-of-Town Travel 5,000 5,000
TOTAL TRAVEL (6c)- 5,000 5,000
TOTAL EQUIPMENT (6d)- - -
e. SUPPLIES (Object Class 6e)-
1. Office Supplies 35,000 35,000
2. Child and Family Services Supplies 28,000 28,000
4. Other Supplies - -
Health/Safety Supplies 2,000 2,000
Mental Health/Disabilities Supplies 1,000 1,000
Emergency Supplies 2,000 2,000
Household Supplies 1,500 1,500
Employee Health and Welfare costs 2,500 2,500
TOTAL SUPPLIES (6e)72,000 - 72,000
f. CONTRACTUAL (Object Class 6f)-
1. Adm Svcs (e.g., Legal, Accounting Temp Help)33,300 33,300
2. Health/Disabilities Services - -
Health Consultant (LVN $78,050)25,400 25,400
4. Training & Technical Assistance - -
One Solution Technology 125,000 125,000
Leadership Trainings/Seminars/Workshop 29,300 29,300
Demographic/DataResearch/DRDP analysis 9,000 9,000
Practice Based Coaching/Classroom Observation 9,200 9,200
Family Development Credential 9,200 9,200
Reflective Practice 4,000 4,000
5. Delegate Agency Costs -
YMCA Delegate Agency PA22 1,278,782 1,278,782
YMCA Delegate Agency PA20 4,000 4,000
6. Other Contracts -
CCCollege 16,066 16,066
KinderCare 49,534 49,534
Tiny Toes 46,393 46,393
YMCA of the East Bay (West)381,629 381,629
YMCA of the East Bay (East)322,713 322,713
RFI for New Partner 17,076 17,076
Child Outcome Planning and Administration (CLOUD/Nulinx)- -
TOTAL CONTRACTUAL (6f)2,295,893 64,700 2,360,593
SIX MONTHS BUDGET EXTENSION
524
EHSD - COMMUNITY SERVICES BUREAU
HEAD START PROGRAM
2023 BUDGET YEAR - 6 MONTHS EXTENSION
HS T/TA TOTAL
Object Class Categories PA 22 PA 20 BUDGET
SIX MONTHS BUDGET EXTENSION
g. CONSTRUCTION (Object Class 6g)
TOTAL CONSTRUCTION (6g)- - -
h. OTHER (Object Class 6h)-
1. Building occupancy Costs/Rents & Leases 200,000 200,000
(Rents & Leases/Other Income)-
2. Utilities, Telephone 100,000 100,000
3. Building & Child Liability Insurance 1,200 1,200
4. Building Maintenance/Repair and Other Occupancy Costs 70,000 70,000
5. Local Travel 12,000 12,000
6. Nutrition Services -
Child Nutrition Costs 207,500 207,500
(CCFP & USDA Reimbursements)(20,000) (20,000)
7. Parent Services - -
Parent Conference Registration/Trainings (including food/venue)1,000 1,000
Parent Resources (Parenting Books, Videos, etc.)500 500
PC Orientation, Trainings (including food/venue), Materials & Translation 2,500 2,500
Policy Council Meetings - (including food/venue)1,500 1,500
Male Involvement Activities 500 500
Parent Activities-Sites, PC, BOS luncheon & Appreciation (incl.food/venue)1,000 1,000
Child Care/Mileage Reimbursement 1,500 1,500
8. Accounting & Legal Services - -
Auditor Controllers 5,500 5,500
Data Processing 35,000 35,000
9. Publications/Advertising/Printing - -
Outreach - Printing 1,000 1,000
Recruitment Advertising (e.g. Websites, Digital Marketing)2,500 2,500
10. Training or Staff Development - -
Staff Development for various trainings, Health and Safety etc(including.food/venue)- 6,473 6,473
Agency Memberships (WIPFLI, Meeting Fees, NHSA, NAEYC)2,000 2,000
Family, Community and Parent Engagement (including.food/venue)- (T/TA includes Mandatory trainings, Conferences and Trainings by Content areas,
including membership fees, registration fees, mileage, food and venue costs) 2,500 2,500
11. Other - -
Site Security Guards 7,500 7,500
Dental/Medical Services 500 500
Vehicle Operating/ Maintenance and Repair 44,693 44,693
Equipment Maintenance Repair and Rental 14,500 14,500
Dept of Health and Human Services - 211 Data Base 7,500 7,500
Other Operating Expenses (CSD Admin/Facs Mgt. Allocation)80,400 80,400
Health and Safety (Program Improvement Grant/Covid)- -
Comprehensive Services with State Child Development Program 453,720 453,720
TOTAL OTHER (6h)1,226,013 16,973 1,242,986
i. TOTAL DIRECT CHARGES (Sum of Line 6a-6h)8,048,376 86,673 8,135,049
j. INDIRECT COSTS (19.2% of Salaries only)519,567 519,567
k. TOTAL FEDERAL (ALL BUDGET CATEGORIES)8,567,943 86,673 8,654,616
Non-Federal share 2,141,986 21,668 2,163,654
Total Federal and Non-Federal Budget 10,709,929 108,341 10,818,270
525
Contra Costa County
Employment and Human Services Department Program Goals and Objectives Updates
Progress Updates
Objective 1. All Head Start staff, including but not
limited to key administrative staff, site supervisors,
teaching staff, and support staff, and including both
grantee operated and delegate/partner operated sites,
will receive annual reinforcement health and safety
training and refresher trainings as needed if policy non-
compliance is identified.
Teaching staff, site staff, and management staff
received multiple trainings on safe environments and
supporting Children’s Personal Rights. Two Knowledge
Assessments were conducted: one in September 2022
and one in January 2023. As a result of Knowledge
Assessment data analysis, follow-up and a refresher
training was provided in November 2022 wherein
teaching teams and Site Supervisors met in small
groups to review the Community Care Licensing videos
on Active Supervision and Children’s Personal Rights.
Objective 2. Continue to implement and monitor the
effectiveness of the multi-layered ongoing monitoring
approach launched during the 2022 Quality
Improvement Plan (QIP) to ensure continued
compliance across all service areas.
On February 9, 2023, deficiencies in the area of
Monitoring and Implementing Quality Health Services
(1302.47(b)(5)(iii) and 1302.90(c)) were corrected. The
full implementation of the QIP was completed on July
14, 2023. CSB continues to follow it's robust, multi-
layered Ongoing Monitoring Plan. Monitoring data is
shared monthly with Policy Council and the Board of
Supervisors.
Revised Goal 1: Ensure a culture that includes
standardized practices for safe environments, safe
transitions, Children’s Personal Rights, standards of
conduct, child supervision, and classroom monitoring.
Year 5 Goals & Objectives
HS/EHS Year 5 Extension
09CH010862 1
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Contra Costa County
Employment and Human Services Department Program Goals and Objectives Updates
Objective 3. Enhance CLOUDS and other technology
systems for staff and client communication and
monitoring. This will include but not be limited to
utilizing CLOUDS to support communication between
kitchens in both grantee operated and
delegate/partner operates sites, and each child
development center, by a) documenting all child
allergies or other food restriction, and b) kitchen
posting of bi-weekly menus that are approved by each
site for each child.
Due to vacancies in the Food Operation Supervisor and
Comprehensive Services Manager- Nutrition, timelines
for this objective have been extended to 2024. The
current acting Nutritionist attended the National Child
Adult Care Food Program conference in April 2023 to
develop an understanding of current models used by
various agencies.
Revised Goal 2: Adapt to the shift in community need
for infant and toddler services and in light of the
California implementation of Transitional
Kindergarten.
Objective 1. Beginning in January, 2023, implement a
plan developed in October – December 2022 to shift
resources from Head Start to Early Head Start as
articulated in the revised slots allocation included with
this grant application.
The Year 5 Continuation grant award approved a
phases slot conversion. Phase 1 conversion became
effective January 1, 2023 and has been completed
through creation of transition rooms at YMCA's
Fairgrounds and Kid's Castle centers. Phase 2
conversion, with EHS slot increase effective July 1,
2023, is in-progress as CSB is converting a classroom at
Los Nogales and Lavonia Allen from preschool to
toddler services. Impacted staff have been notified and
provided transfer opportunities. Minor renovation
supported by previously approved carryover funding
are in-progress to make physical space appropriate for
toddlers.
HS/EHS Year 5 Extension
09CH010862 2
527
Contra Costa County
Employment and Human Services Department Program Goals and Objectives Updates
Objective 1. Conduct a class and compensation study
for early childhood educator classifications. Upon
Board of Supervisors approval and if financially
feasible, implement salary increases.
CSB has completed a survey of Head Start recipients
with service areas within the 6 CA Counties recognized
as comparable to Contra Costa County for salary
studies. Data analysis and planning is currently in-
progress, including Board engagement. As a more
immediate strategy, CSB is proposing to use 2022
carryover funding for recruitment and retention
stipends.
Objective 2. For existing staff, continue to support the
completion of the Early Childhood Education (ECE)
Work Study program and transitions to higher level
classifications.
CSB's contract with Diablo Valley College (DVC) has
been renewed to continue work study program’s
provision of core requirements for enrolled Teacher
Assistant Trainees to acquire permit and transition into
an Associate Teacher position. The DVC campus
improves accessibility of classes for those who live in
central and eastern portions of the County as the
existing partner, Contra Costa College is located in
west county.
Objective 3. Teaching staff and all program staff will
participate in hands-on training about mindfulness and
how to incorporate it in daily self-care and daily
classroom activities.
CSB held a training for teachers and site supervisors on
mindfulness practices for children and adults on May
10, 2023, facilitated by Lisa Lewis-Cogswell. This event
also included staff appreciation activities.
Revised Goal 3: Implement innovative approaches to
hiring, developing, and retaining a robust teaching,
support and management staff for grantee operated
and delegate/partner operated sites.
HS/EHS Year 5 Extension
09CH010862 3
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Contra Costa County
Employment and Human Services Department Program Goals and Objectives Updates
Objective 4. Managers and supervisors will receive the
Psychological First Aid training to enhance skills in
supporting the psychological safety of staff as part of
our trauma-responsive initiatives.
Psychological First Aid was drafted and assessed by key
focus groups, the Trauma Informed Care (TIC) Team
and Trauma Support Team (TST). Incorporation of
recommended revisions is in-progress. The finalized
PFA will become an extensive hard-copy resource for
staff, and from this, a streamlined training module is
being developed. Final training to be completed by Fall
2023 and will begin with presentations with managers
and supervisors.
New Goal 4: Continue to execute, and then monitor
the effectiveness of, the integration of administrative
functions into the Employment & Human Services
Department which was started with fiscal functions as
part of the 2022 Quality Improvement Plan.
Objective 1. Finalize the full integration of facility
management, purchasing, and information technology.
Full integration of the fiscal unit is complete.
Additional planning is in progress to fully integrate
information management.
Objective 1. Coordinate with the Workforce Services
Bureau of EHSD to share information with all relevant
CalFresh family applicants and recipients about Head
Start eligibility and enrollment opportunities including
a) during application determination, b) continuing
eligibility determination, c) semi-annual income
reporting, d) outreach events.
CSB is collaborating with Workforce Services Bureau
and in the process of putting in place a system for
referrals. In the meantime, Head Start recruitment
materials have been mailed to all families receiving
CalFresh through EHSD.
New Goal 5: Increase enrollment and attendance
levels for grantee operated and delegate/partner
operated centers as we continue to emerge from the
impacts of the pandemic.
HS/EHS Year 5 Extension
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Contra Costa County
Employment and Human Services Department Program Goals and Objectives Updates
Objective 2. Expand families partnerships to enhance
family connection to centers and thus improve
attendance by utilizing the Parent Family Community
Engagement Framework.
CSB's Family Engagement Focus Group designed a new
hybrid-model for family development opportunities in
the 2023-2024 program year. The Family Newsletter
distributed to all families in February included an
article to reinforce the importance of regular child
attendance, “Attendance Matters.”
HS/EHS Year 5 Extension
09CH010862 5
530
Goals Objective and Expected
Outcomes
Action Plan Strategies Mid-Year Update Year-End Update Continuous Improvement
Head Start Early
Learning Outcomes
Framework and DRDP
Domain: Approaches
to Learning (ATL-
REG)
School Readiness
Goal:
Engagement and
Persistence ATL 6
Children increasingly
persists in understanding
or mastering activities,
even if they are
challenging or difficult
By June 2023, 70% of
preschool children will
achieve the Building Earlier
level and above on the
DRDP measure
Engagement and
Persistence
By June 2023, 70% of pre-
kindergarten children will
achieve at the Building
Later level and above in the
DRDP measure
Engagement and
Persistence
Teaching staff will receive a school readiness
goals training with a focus on understanding
the assessment measure, the developmental
levels, implementing the Creative
Curriculum to support the measure, and other
teaching and classroom strategies to promote
each child’s development in this area.
Teaching staff will use Creative Curriculum
strategies, daily resources, and other best-
practice resources to individualize small and
large group activities to support children’s
learning of new concepts and ideas Teaching
staff will revisit program-wide expectation to
incorporate Creative Curriculum and
Teaching Pyramid strategies, including the
following statements : We are safe and
healthy; We are respectful; We are friendly
and Kind
Teaching staff will incorporate
parents/families input and feedback on
weekly lesson plans
Resources
•Intentional Teaching Cards: Jumping Beans
(LL05), Rhyming Chart (LL10), Counting &
Comparing (M02), Seek & Find (M03),
Dribbling a Ball (P18)
•Volume six: Objectives for Development &
Learning, pages 67-74
Preschool:
At mid-year, 65.7% of
preschool children not
entering kindergarten
collectively scored at the
developmental level of
Building Earlier and Above.
Based on the achievement
level at the mid-year
assessment, it was
determined to maintain the
year-end goal of preschool
children of 70% for this
measure.
Pre-Kindergarten:
At mid-year, 72.4% of
children entering
kindergarten collectively
scored at the developmental
level of Building Later and
Above.
Based on the high
achievement level at the
mid-year assessment, it was
determined to increase the
year-end goal of pre-
kindergarten children to
80% for this measure.
Preschool:
At year-end, 72.9% of all
preschool children reached
the developmental level of
Building Earlier and above
for this measure.
Children improved by
31.7% from the baseline to
year-end results. We
exceeded the expected goal
of 70% for this measure.
Pre-Kindergarten:
At year-end, 85.5% of all
pre-kindergarten children
reached the developmental
level of Building Later and
above.
Children improved by
42.9% from the baseline to
year-end results. We
exceeded the expected goal
of 80% for this measure.
CSB teaching staff will receive continual
trainings on the use of the Creative
Curriculum Alignment document and other
resources to plan and implement activities
that best supports the children’s individual
developments.
CSB teaching teams will receive annual
training on the data-driven school readiness
goals to include new materials and resources
that support teaching strategies related to
selected measures.
CSB teaching teams will receive DRDP
training with focused attention on rating
accuracy.
CSB will continue to purchase age and
developmentally appropriate materials and
books for all classrooms to enhance
children’s cognitive development.
6 531
Head Start Early
Learning Outcome and
DRDP Domain: Social
Emotional Development
(SED)
School Readiness
Goal:
Social and Emotional
Understanding SED 2
Children show
developing
understanding of
people’s behaviors,
feelings, thoughts, and
individual
characteristics
By June 2023, 70% of
preschool children will
achieve the Building Earlier
level and above on the
DRDP measure
Social and Emotional
Understanding
By June 2023, 70% of pre-
kindergarten children will
achieve at the Building
Later level and above in the
DRDP measure
Social and Emotional
Understanding
Teaching staff will receive a School
Readiness goal training that will provide
them with a greater understanding of the
measure, strategies they can use in the
classroom to promote growth, and resources
available to them
Teaching staff will continue to implement
Second Step curriculum activities and
strategies in the classroom. Second Step
introductory letter and home-link activities
will be sent home to families.
Teaching staff will use Creative Curriculum
strategies and daily resources; Teaching
Pyramid and other best-practice resources to
individualize small and large group activities
to support children’s understanding of
people’s behaviors, feelings, thoughts, and
individual characteristics.
Teaching staff will incorporate
parents/families input and feedback on
weekly lesson plans
Resources
•Intentional Teaching Cards: Character
Feelings (SE05), Talk About Feelings
(SE06), “I” Statements (SE16, Friendship &
Love Cards (SE19)
•Mighty Minutes: Come Play with Me (42),
Find the Letter Sound (57), Hello Friends
(78)
•Volume one; The Foundation, Page 147-156
•Volume six: Objectives for Development &
Learning, pages 20-21
Preschool:
At mid-year, 72.7% of
preschool children not
entering kindergarten
collectively scored at the
developmental level of
Building Earlier and Above.
Based on the high
achievement level at the
mid-year assessment, it was
determined to increase the
year-end goal of preschool
children to 75% for this
measure.
Pre-Kindergarten:
At mid-year, 75.0% of
children entering
kindergarten collectively
scored at the developmental
level of Building Later and
Above.
Based on the high
achievement level at the
mid-year assessment, it was
determined to increase the
year-end goal of pre-
kindergarten children to
80% for this measure.
Preschool:
At year-end, 79.5% of all
preschool children reached
the developmental level of
Building Earlier and above.
Children improved by 32%
from the baseline to year-
end results. We exceeded
the expected goal of 75%.
Pre-Kindergarten:
At year-end, 86.9% of all
pre-kindergarten children
reached the developmental
level of Building Later and
above.
Children improved by
41.2% from the baseline to
year-end results. We
exceeded the expected goal
of 80%.
CSB teaching staff will receive continual
trainings on the use of the Creative
Curriculum Alignment document and other
resources to plan and implement activities
that best supports the children’s individual
developments.
CSB teaching teams will receive annual
training on the data-driven school readiness
goals to include new materials and resources
that support teaching strategies related to
selected measures.
CSB teaching teams will receive DRDP
training with focused attention on rating
accuracy.
CSB will continue to purchase age and
developmentally appropriate materials and
books for all classrooms to enhance
children’s cognitive development.
7 532
Goals Objective and
Anticipated Outcomes
Action Plan Strategies Mid-Year Update Year-End Update Continuous Improvement
Head Start Early
Learning Outcomes
and DRDP domain:
Language and Literacy
Development
School Readiness
Goal:
Emergent Writing
LLD 10
Children show
increasing ability to
write using scribbles,
marks, drawings, letters,
characters, or words to
represent meaning
By June 2023, 70% of
preschool children will
achieve at the Building
Earlier and above on the
DRDP measure
Emergent Writing
By June 2023, 70% of pre-
kindergarten children will
achieve at the Building
Later level and above in the
DRDP measure
Emergent Writing
Teaching staff will receive a school readiness
goals training with a focus on understanding
the assessment measure, the developmental
levels, implementing the Creative
Curriculum to support the measure, and other
teaching and classroom strategies to promote
each child’s ability to write using scribbles,
marks, drawings, letters, characters, or words
to represent meaning
Teaching staff will use Creative Curriculum
strategies and daily resources; and other best-
practice resources to individualize small and
large group activities to support children’s
learning of new concepts and ideas.
Teaching staff will incorporate
parents/families input and feedback on
weekly lesson plans
Resources
•Intentional Teaching Cards:
Describing Art (LL32), My daily Journal (LL39),
What was for Breakfast? (LL40), daily Sign-In
(LL42)
•Volume six: Objectives for Development &
Learning, pages 111-115
Preschool:
At mid-year, 69.6% of
preschool children not
entering kindergarten
collectively scored at the
developmental level of
Building Earlier and Above.
Based on the high
achievement level at the
mid-year assessment, it was
determined to increase the
year-end goal of preschool
children to 75% for this
measure.
Pre-Kindergarten:
At mid-year, 72.1% of
children entering
kindergarten collectively
scored at the developmental
level of Building Later and
Above.
Based on the high
achievement level at the
mid-year assessment, it was
determined to increase the
year-end goal of pre-
kindergarten children to
80% for this measure.
Preschool:
At year-end, 74.9% of all
preschool children reached
the developmental level of
Building Earlier and above.
Children improved by
30.4% from the baseline to
year-end results. However,
we did not meet the
expected goal of 75%.
Pre-Kindergarten:
At year-end, 84.4% of all
pre-kindergarten children
reached the developmental
level of Building Later and
above
Children improved by
42.1% from the baseline to
year-end results. We
exceeded the expected goal
of 80%.
CSB teaching staff will receive continual
trainings on the use of the Creative
Curriculum Alignment document and other
resources to plan and implement activities
that best supports the children’s individual
developments.
CSB teaching teams will receive annual
training on the data-driven school readiness
goals to include new materials and resources
that support teaching strategies related to
selected measures.
CSB teaching teams will receive DRDP
training with focused attention on rating
accuracy.
CSB will continue to purchase age and
developmentally appropriate materials and
books for all classrooms to enhance
children’s cognitive development.
8 533
English Language
Development Goal:
Symbol, Letter, and
Print Knowledge in
English ELD 4
Children show an
increasing
understanding that print
in English carries
meaning
By June 2022, 70% of
preschool and pre-
kindergarten children who
are dual language learners
will achieve at the Building
English level or above on
the assessment measure:
Symbol, Letter an Print
Knowledge in English
Teaching staff will receive a school readiness
goals training with a focus on understanding
the measure, the developmental levels, use of
the Creative Curriculum resources to
implement best teaching and learning
practices to support children’s learning
Teaching staff will use bi-lingual books with
children who are dual language learners to
support their interest and understanding that
print in English carries meaning
Preschool:
At mid-year, 75.1% of
preschool children not
entering kindergarten
collectively scored at the
developmental level of
Building Earlier and Above.
Based on the high
achievement level at the
mid-year assessment, it was
determined to increase the
year-end goal of preschool
children to 80% for this
measure.
Pre-Kindergarten:
At mid-year, 69.1% of
children entering
kindergarten collectively
scored at the developmental
level of Building Later and
Above.
Based on the high
achievement level at the
mid-year assessment, it was
determined to increase the
year-end goal of pre-
kindergarten children to
75% for this measure.
Preschool:
At year-end, 81.6% of all
preschool children reached
the developmental level of
Building Earlier and above.
Children improved by
29.7% from the baseline to
year-end results. We
exceeded the expected goal
of 80%.
Pre-Kindergarten:
At year-end, 81.4% of all
pre-kindergarten children
reached the developmental
level of Building Later and
above.
Children improved by
34.2% from the baseline to
year-end results. We
exceeded the expected goal
of 75%.
CSB teaching staff will receive continual
trainings on the use of the Creative
Curriculum Alignment document and other
resources to plan and implement activities
that best supports the children’s individual
developments.
CSB teaching teams will receive annual
training on the data-driven school readiness
goals to include new materials and resources
that support teaching strategies related to
selected measures.
CSB teaching teams will receive DRDP
training with focused attention on rating
accuracy.
CSB will continue to purchase age and
developmentally appropriate materials and
books for all classrooms to enhance
children’s cognitive development.
CSB will survey dual language families in
regard to their needs for additional language
supports.
9 534
Goal Objectives Anticipated
Outcome
Action Plan Strategies Mid-Year Update Year-End Update Continuous Improvement
Head Start Early
Learning Outcome and
DRDP domain: Cognition
including Math and
Science (COG)
School Readiness Goal:
Patterning COG 6.
Children show an
increasing ability to
recognize, reproduce, and
create patterns of varying
complexity.
By June 2023, 70% of
preschool children will
achieve at the levels of
Building Earlier and
above in DRDP measure
Patterning
By June 2023, 70% of
pre-kindergarten
children will achieve at
the levels of Building
Later and above in the
DRDP measure
Patterning
Teaching staff will receive a school readiness
goals training with a focus on understanding
the assessment measure, the developmental
levels, implementing the Creative Curriculum
to support the measure, and other teaching and
classroom strategies to promote each child’s
development in this area.
Teaching staff will use Creative Curriculum
strategies and daily resources; and other best-
practice resources to individualize small and
large group activities to support children’s
learning of new concepts and ideas.
Teaching staff will incorporate parents/families
input and feedback on weekly lesson plans
Resources
•Intentional Teaching Cards: Patterns (M14),
Action Patterns (M35), Patterns Under Cover
(M38), Cube Trains (M40), Picture Patterns
(M45), Pots & pans Band (M80), Perler
Patterns (M85)
•Volume six: Objectives for Development &
Learning, pages 137-139
Preschool:
At mid-year, 66.2% of
preschool children not
entering kindergarten
collectively scored at the
developmental level of
Building Earlier and
Above.
Based on the high
achievement level at the
mid-year assessment, it
was determined to increase
the year-end goal of
preschool children to 75%
for this measure.
Pre-Kindergarten:
At mid-year, 70.9% of
children entering
kindergarten collectively
scored at the
developmental level of
Building Later and Above.
Based on the high
achievement level at the
mid-year assessment, it
was determined to increase
the year-end goal of pre-
Preschool:
At year-end, 75% of all
preschool children reached
the developmental level of
Building Earlier and above.
Children improved by
33.7% from the baseline to
year-end results. We met
the expected goal of 75%.
Pre-Kindergarten:
At year-end, 85.2% of all
pre-kindergarten children
reached the developmental
level of Building Later and
above.
Children improved by
42.2% from the baseline to
year-end results. We
exceeded the expected goal
of 80%.
CSB teaching staff will receive continual
trainings on the use of the Creative
Curriculum Alignment document and other
resources to plan and implement activities
that best supports the children’s individual
developments.
CSB teaching teams will receive annual
training on the data-driven school readiness
goals to include new materials and
resources that support teaching strategies
related to selected measures.
CSB teaching teams will receive DRDP
training with focused attention on rating
accuracy.
CSB will continue to purchase age and
developmentally appropriate materials and
books for all classrooms to enhance
children’s cognitive development.
10 535
kindergarten children to
80% for this measure
11 536
Head Start Early
Learning Outcomes
Framework and DRDP
Domain: Physical
Development and Health
(PH-HLTH)
School Readiness Goal:
Nutrition PD-HLTH 10
Children demonstrate
increasing knowledge about
nutrition and healthful food
choices
By June 2023, 70% of
preschool children will
achieve at the levels of
Building Earlier and
above on the DRDP
measure
Nutrition
By June 2023, 70% of
pre-kindergarten
children will achieve at
the levels of Building
Later and above on the
DRDP measure
Nutrition
Teaching staff will receive a School Readiness
goal training that will provide them with a
greater understanding of the measure, strategies
they can use in the classroom to promote
children’s knowledge about nutrition and
healthful food choices
Teaching staff will use Creative Curriculum
strategies and daily resources; and other best-
practice resources to individualize small and
large group activities to support children’s
learning of new concepts and ideas.
Teaching staff will incorporate parents/families
input and feedback on weekly lesson plans
Resources
Intentional Teaching Cards
Roll-Ups (LL37), Hummus (LL38), Vegetable Soup
(LL49), Pizza (LL51), Matzo balls (M24), Apple
Sauce (M28), Fruit Smoothie(M67)
Preschool:
At mid-year, 77.3% of
preschool children not
entering kindergarten
collectively scored at the
developmental level of
Building Earlier and
Above.
Based on the high
achievement level at the
mid-year assessment, it
was determined to increase
the year-end goal of
preschool children to 80%
for this measure.
Pre-Kindergarten:
At mid-year, 81.3% of
children entering
kindergarten collectively
scored at the
developmental level of
Building Later and Above.
Based on the high
achievement level at the
mid-year assessment, it
was determined to increase
the year-end goal of pre-
kindergarten children to
85% for this measure
Preschool:
At year-end, 85.1% of all
preschool children reached
the developmental level of
Building Earlier and above.
Children improved by
21.4% from the baseline to
year-end results. We
exceeded the expected goal
of 80%.
Pre-Kindergarten:
At year-end, 92% of all
pre-kindergarten children
reached the developmental
level of Building Later and
above.
Children improved by
30.1% from the baseline to
year-end results. We
exceeded the expected goal
of 85%.
CSB teaching staff will receive continual
trainings on the use of the Creative
Curriculum Alignment document and other
resources to plan and implement activities
that best supports the children’s individual
developments.
CSB teaching teams will receive annual
training on the data-driven school readiness
goals to include new materials and
resources that support teaching strategies
related to selected measures.
CSB teaching teams will receive DRDP
training with focused attention on rating
accuracy.
CSB will continue to purchase age and
developmentally appropriate materials and
books for all classrooms to enhance
children’s cognitive development.
12 537
Related PFCE Outcome:
Parents as Lifelong
Educators
Families will increase their
ability to support their
children’s knowledge about
nutrition and healthful food
choices
.
By June 2023, 65% of
all preschool and pre-
kindergarten families
will have an increased
comfort level in
supporting their
children’s knowledge
about nutrition and
healthful food choices
Families will complete pre and post
implementation survey to gather data on their
ability to support their children’s knowledge
about nutrition and healthful food choices
Child development literature on Nutrition
would be provided to preschool and pre-
kindergarten families
Families will receive take home activities that
promote children’s knowledge about nutrition
and healthful food choices
.
Pre-implementation
surveys were taken by
families at all centers and
results are as follows:
In response to their
comfort level in supporting
their child’s development
in feeding themselves, and
learning about nutrition
and healthy food choices,
1.24% felt uncomfortable;
7.79% felt somewhat
comfortable, 28.04 felt
comfortable and 62.93%
very comfortable
In response to how often
they will talk with their
child about feeding
themselves, nutrition and
healthy food choices at
home, .31% stated they
never; 12.89% said they
sometimes did; 22.01
stated they often and
64.47% said very often
Post-survey
implementation results
showed that after receiving
educational guidance and
take home activities, 69%
of the families felt very
comfortable, 25% felt
comfortable and 6%
somewhat comfortable in
supporting their child’s
development in feeding
themselves, and learning
about nutrition and healthy
food choices,
In addition, 90% of
families reported they often
and very often talk with
their child about feeding
themselves, nutrition and
healthy food choices at
home,
These results indicate that
the implementation of
hands-on materials and
written guidance over the
past year increased
family’s comfortability to
support their children learn
feeding themselves,
nutrition and healthy food
choices at home,
CSB recognizes parents as lifelong
educators and involving them in their
children’s learning is viable to their success
in school and complete wellbeing.
CSB will continue to send school take home
activities and educational guidance for
parents to support their children’s
development in a variety of activities.
13 538
Goal Objective and
Anticipated
Outcome & First
Assessment Result
Action Plan Strategies Mid-Year Update Year-End Update Continuous Improvement
Head Start Early
Learning Outcome and
DRDP Domain:
Approaches to Learning
(ATL)
School Readiness Goal:
ATL 5. Children will
increasingly develop
strategies for regulating
feelings and behavior,
becoming less reliant on
adult guidance over time.
By June 2023, 70%
of children birth to
35 months will
achieve at the
Exploring Earlier
level or above on the
assessment measure:
Self Control of
Feelings and
Behaviors
First assessment
results indicate that
37.2 % of infants and
toddlers achieved at
the Exploring Earlier
level or above on
this measure.
Teaching staff will receive a school readiness goals
training with a focus on understanding the
assessment measure, the developmental levels,
implementing the Creative Curriculum to support
the measure, and other teaching and classroom
strategies to promote each child’s development in
this area.
Teaching staff implement Creative Curriculum
Intentional Teaching Card (ITC) activities that
focus on this goal for example;
SE 02 Let’s try this Instead/Intentemos Esto
SE 03 Good-Byes/Despedidas
SE 05 Take Care of Baby/Cuidar al Bebé
SE08 Playful Interactions/Interacciones
SE10 Hellos and Good-Byes/Los Saludos
SE12 Playful Routines/Rutinas de Juego
SE17 Calm Down Place/Un lugar Para Tranquilizarse
SE22 Hello Activities/Actividades de Bienvenida
SE23 Encouragement/Motivación
SE24 Stop!/¡Para!
SE25 Sleep Routines/Las Rutinas del Sueño
Teaching staff will implement Teaching Pyramid
language strategies to support children in this goal.
For example; If a child is upset at the goodbye
begin by “validating” the child’s feelings, e.g., “I
can see you are upset. You weren’t ready to say
goodbye to Mommy. It looks as if made you feel
sad” and then “reassure”. “Did you hear Mommy.
Second assessment results
indicate that 51.1% of
infants and toddlers
achieved at the Exploring
Earlier level or above on
this measure.
Year-end assessment
results indicate that 55.6%
of infants and toddlers
achieved at the exploring
earlier level and above.
Even though we did not
meet the expected goal of
70%, children improved by
13.5% from the baseline to
year-end results.
CSB teaching staff will receive continual
trainings on the use of the Creative
Curriculum Alignment document and other
resources to plan and implement activities
that best supports the children’s individual
developments.
CSB teaching teams will receive annual
training on the data-driven school readiness
goals to include new materials and resources
that support teaching strategies related to
selected measures.
CSB teaching teams will receive DRDP
training with focused attention on rating
accuracy.
CSB will continue to purchase age and
developmentally appropriate materials and
books for all classrooms to enhance
children’s cognitive development.
CSB will look at separating infant and
toddler data.
14 539
She said she would be back after nap. She loves you
so much. Mommy always comes back.”
We also want to help the child to become more
aware of “what helped” to calm them down so the
teacher narrates the process, “You want me to hold
you,” the child points to family pictures. “You want
to get your family picture to hold.” The child gets
her picture and begins to settle, the teacher says,
“You asked your teacher for a hug and got your
family picture and it looks as if that is helping you
to feel better. You are calming yourself down.”
15 540
Goal Objective &
Anticipated
Outcome & First
Assessment Result
Action Plan Strategies Mid-Year Update Year-End Update Continuous Improvement
Head Start Early
Learning Outcome and
DRDP Domain: Social
Emotional Development
(SED)
School Readiness Goal:
SED 2. Children will
show a developing
understanding of
people’s behaviors,
feelings, thoughts, and
individual characteristics.
By June 2023, 70%
of children birth to
35 months will
achieve at the
Exploring Earlier
level or above on the
assessment measure:
Social and
Emotional
Understanding
First assessment
results indicate that
40.5 % of infants and
toddlers achieved at
the Exploring Earlier
level or above on
this measure.
Teaching staff will receive a school readiness goals
training with a focus on understanding the
assessment measure, the developmental levels,
implementing the Creative Curriculum to support
the measure, and other teaching and classroom
strategies to promote each child’s development in
this area.
Teaching staff will implement ITC activities that
focus on this goal including:
SE 02 Let’s try this Instead/Intentemos Esto
SE 03 Good-Byes/Despedidas
SE 05 Take Care of Baby/Cuidar al Bebé
SE08 Playful Interactions/Interacciones
SE10 Build It Up, Knock It Down/Constrúyelo y
Derríbalo
SE10 Hellos and Good-Byes/Los Saludos
SE12 Playful Routines/Rutinas de Juego
SE17 Calm Down Place/Un lugar Para Tranquilizarse
SE18 Picture Help/Ayuda Visual
SE22 Hello Activities/Actividades de Bienvenida
SE23 Encouragement/Motivación
SE24 Stop!/¡Para!
Teaching staff will implement Teaching Pyramid
language strategies to support children in this goal.
For example; When a child takes care of a toy
animal or doll, include PDA such as “You are being
so kind and taking such good care of the baby when
you cover it with the blanket.” When a child serves
Second assessment results
indicate that 53.3% of
infants and toddlers
achieved at the Exploring
Earlier level or above on
this measure.
Year-end assessment
results indicate that 59.7%
of infants and toddlers
achieved at the exploring
earlier level and above.
Even though we did not
meet the expected goal of
70%, children improved by
15.6% from the baseline to
year-end results.
CSB teaching staff will receive continual
trainings on the use of the Creative
Curriculum Alignment document and other
resources to plan and implement activities
that best supports the children’s individual
developments.
CSB teaching teams will receive annual
training on the data-driven school readiness
goals to include new materials and resources
that support teaching strategies related to
selected measures.
CSB teaching teams will receive DRDP
training with focused attention on rating
accuracy.
CSB will continue to purchase age and
developmentally appropriate materials and
books for all classrooms to enhance
children’s cognitive development.
CSB will look at separating infant and
toddler data.
16 541
another child or teacher pretend food or drink say;
“You are bringing me a cup of milk, that’s so kind
of you.”
17 542
Goal Objective &
Anticipated
Outcome & First
Assessment Result
Action Plan Strategies Mid-Year Update Year-End Update Continuous Improvement
Head Start Early
Learning Outcome and
DRDP Domain:
Language and Literacy
Development (LLD)
School Readiness Goal:
LLD 4. Child engages in
back and forth
communication that
develops into
increasingly extended
conversations.
By June 2023, 70%
of children birth to 35
months will achieve
at the Exploring Later
level or above on the
assessment measure:
Reciprocal
Communication and
Conversation
First assessment
results indicate that
54.5% of infants and
toddlers achieve at
the Exploring Earlier
level or above on this
measure.
Teaching staff will receive a school readiness
goals training with a focus on understanding the
assessment measure, the developmental levels,
implementing the Creative Curriculum to support
the measure, and other teaching and classroom
strategies to promote each child’s development
in this area.
Teaching staff will implement ITC activities that
focus on this goal including;
LL05 The “Me Book/El Libro Sobre “Mi”
LL07 Pretend Phone Calls/Llamadas Imaginaries
LL11 Let’s Talk/Hablemos
LL12 What’s in the Picture/¿Que hay in la
imagen?
LL10 Yummy Food/Alimentos Sabrosos
LL13 Lift the Flap and See Who’s
Here/Levantemos la solapa y veamos quién esta
Aquí
LL21 Will you Read To Me/¿Me lo Lees?
LL23 Bathing Babies/Dar un Bano
LL29 Describing Food/Describir la Comida
Teaching staff will implement Teaching Pyramid
strategies to support children in this area. Closely
observe the children at play and narrate what
they are doing using PDA and PDA + + to
increase the complexity of the interaction. For
example, “You are picking up the red block and
Second assessment results
indicate that 60.4% of infants
and toddlers achieved at the
Exploring Earlier level or
above on this measure.
Year-end assessment
results indicate that
64.9% of infants and
toddlers achieved at the
exploring earlier level
and above.
Even though we did not
meet the expected goal of
70%, children improved
by 14.3% from the
baseline to year-end
results.
CSB teaching staff will receive continual
trainings on the use of the Creative
Curriculum Alignment document and other
resources to plan and implement activities that
best supports the children’s individual
developments.
CSB teaching teams will receive annual
training on the data-driven school readiness
goals to include new materials and resources
that support teaching strategies related to
selected measures.
CSB teaching teams will receive DRDP
training with focused attention on rating
accuracy.
CSB will continue to purchase age and
developmentally appropriate materials and
books for all classrooms to enhance children’s
cognitive development.
CSB will look at separating infant and toddler
data.
18 543
giving it to Sonya. You are being so friendly.
Look she is smiling and you are smiling too.”
19 544
Goal Objective &
Anticipated
Outcome & First
Assessment Result
Action Plan Strategies Mid-Year Update Year-End Update Continuous Improvement
Head Start Early
Learning Outcome and
DRDP Domain:
Cognition, including
Math and Scthrough
ience (COG)
School Readiness Goal:
COG 9. Child observes,
explores, and investigates
objects (living and non-
living things) and events
in the environment and
becomes increasingly
sophisticated in pursuing
knowledge about them.
By June 2023, 70%
of children birth to 35
months will achieve
at the Exploring
Earlier level or above
on the DRDP
assessment measure:
Inquiry through
Observation and
Investigation
First assessment
results indicate that
43.5% of infants and
toddlers achieve at
the exploring earlier
level or above.
Teaching staff will receive a school readiness
goals training with a focus on understanding
the assessment measure, the developmental
levels, implementing the Creative Curriculum
to support the measure, and other strategies to
promote each child’s development in this area.
Teaching staff will implement ITC activities
that focus on this goal including;
M02 Dig It!/¡A Cavar!
M05 Sink or Float?/¿Se Hunda o Flota?
M07 Peek-a-Boo Box/¿Donde esta el Nino?
MM11 Garden Party/Fiesta en el Jardin
M12 Ramp Experiments/Experimentos con
Rampas
MM18 Rock Collection/Colleciόn de piedras
M20 Where’s the Water/¿Donde esta el Agua?
MM27 Buried Shapes/Figuras Enterradas
LL 22 Neighborhood Walk
LL32 Observing Insect Life
LL57 Waterworks
Teaching staff will implement Teaching
Pyramid strategies to support children in this
developmental area. For example, use PDAs
and PDA+ to describe children’s interactions
with the living world. E.g., The teacher says,
“You are watering the plant. You are taking
such good care of the plant.” “You are picking
up the leaves and putting them in your bucket.
Second assessment results
indicate that 47.6% of
infants and toddlers achieved
at the Exploring Earlier level
or above on this measure.
Year-end assessment results
indicate that 56.9% of
infants and toddlers achieved
at the exploring earlier level
and above.
Though we did not meet the
expected goal of 70%,
children however improved
by 13.9% from the baseline
to year-end results.
CSB teaching staff will receive continual
trainings on the use of the Creative
Curriculum Alignment document and other
resources to plan and implement activities that
best supports the children’s individual
developments.
CSB teaching teams will receive annual
training on the data-driven school readiness
goals to include new materials and resources
that support teaching strategies related to
selected measures.
CSB teaching teams will receive DRDP
training with focused attention on rating
accuracy.
CSB will continue to purchase age and
developmentally appropriate materials and
books for all classrooms to enhance children’s
cognitive development.
CSB will look at separating infant and toddler
data.
20 545
You are such a hard worker” “You are looking
very closely at the worm. You are really
investigating how it moves.”
21 546
Goal Objective &
Anticipated
Outcome & First
Assessment Result
Action Plan Strategies Mid-Year Update Year-End Update Continuous Improvement
Head Start Early
Learning Outcome and
DRDP Domain: Physical
Development and Health
(PD-HLTH)
School Readiness Goal:
PD-HLTH 7 Child
responds to feeding and
feeds self with increasing
proficiency.
By June 2023, 70%
of children birth to 35
months will achieve
at the Exploring
Earlier level or above
on the DRDP
assessment measure;
Personal Care
Routines: Feeding
First assessment
results indicate that
64.2% of infants and
toddlers achieve at
the exploring earlier
level or above.
Teaching staff will receive a school readiness
goals training with a focus on understanding
the assessment measure, the developmental
levels, implementing the Creative Curriculum
to support the measure, and other strategies to
promote each child’s development in this area.
Teaching staff will implement ITC activities
and strategies from the Creative Curriculum
Volume 2 Chapter 8 Eating and Mealtimes for
example;
LL29 Describing Food/Describir la Comida
Supporting Development and Learning during
Mealtimes (pg. 216)
Creating an Environment for Eating and
Mealtimes (pg. 217)
Caring and Teaching during Mealtimes (pgs.
218, 219, 220)
Keeping Children Safe and Healthy at
Mealtimes (pgs. 220-221)
Responding to What Children Need at
Mealtimes (pgs. 221-225)
Working in Partnership with Families (pg. 226)
Teaching staff will implement Teaching
Pyramid strategies to support children in this
developmental area. For example use PDA and
PDA +. PDA "You are holding your
spoon." "You are wrapping your fingers around
the handle and holding it tight"
Second assessment results
indicate that 65.4% of
infants and toddlers achieved
at the Exploring Earlier level
or above on this measure.
Year-end assessment results
indicate that 72% of infants
and toddlers achieved at the
exploring earlier level and
above.
Children improved by 11.6%
from the baseline to year-
end results. We exceeded the
expected goal of 70%.
CSB teaching staff will receive continual
trainings on the use of the Creative
Curriculum Alignment document and other
resources to plan and implement activities that
best supports the children’s individual
developments.
CSB teaching teams will receive annual
training on the data-driven school readiness
goals to include new materials and resources
that support teaching strategies related to
selected measures.
CSB teaching teams will receive DRDP
training with focused attention on rating
accuracy.
CSB will continue to purchase age and
developmentally appropriate materials and
books for all classrooms to enhance children’s
cognitive development.
22 547
"You are scooping the rice onto your spoon."
PDA +-"You are holding the spoon all by
yourself. You are so independent." "You
are pouring the milk into your cup. You are
being so careful."
23 548
Related Parent Family
and Community
Engagement Outcome:
Parents as Lifelong
Educators;
Families will increase
their ability to support
their child to feed self
(healthy foods) with
increasing proficiency.
By June 2023, 70%
of all infant and
toddler families will
indicate an increased
ability to support
their child to feed self
with increasing
proficiency.
In December 2022, families of infants and
toddlers will complete a pre-survey to
determine their knowledge about supporting
their child to feed self (healthy foods) with
increasing proficiency.
Families will receive the Creative Curriculum
letter “Sharing Thoughts about Eating and
Mealtimes” in English and Spanish.
Families will receive nutrition and food related
activities, information, and books, to support
their child’ ability to feed self (healthy foods)
with increasing proficiency.
In June 2023, families of infants and toddlers
will complete a post-survey to determine their
knowledge about supporting their child to feed
self (healthy foods) with increasing
proficiency.
Pre-implementation surveys
were taken by families at all
centers and results are as
follows:
In response to their comfort
level in supporting their
child’s development in
feeding themselves, and
learning about nutrition and
healthy food choices, 1.24%
felt uncomfortable; 7.79%
felt somewhat comfortable,
28.04 felt comfortable and
62.93% very comfortable
In response to how often
they will talk with their child
about feeding themselves,
nutrition and healthy food
choices at home, .31% stated
they never; 12.89% said they
sometimes did; 22.01 stated
they often and 64.47% said
very often
Post-survey implementation
results showed that after
receiving educational
guidance and take home
activities, 69% of the
families felt very
comfortable, 25% felt
comfortable and 6%
somewhat comfortable in
supporting their child’s
development in feeding
themselves, and learning
about nutrition and healthy
food choices,
In addition, 90% of families
reported they often and very
often talk with their child
about feeding themselves,
nutrition and healthy food
choices at home,
These results indicate that
the implementation of
hands-on materials and
written guidance over the
past year increased family’s
comfortability to support
their children learn feeding
themselves, nutrition, and
healthy food choices at
home.
CSB recognizes parents as lifelong educators
and involving them in their children’s
learning is viable to their success in school
and complete wellbeing.
CSB will continue to send school take home
activities and educational guidance for parents
to support their children’s development in a
variety of activities.
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2023 – 2025
COMMUNITY ASSESSMENT
EXECUTIVE SUMMARY
Contra Costa County
Employment and Human Services Department
Community Services Bureau
Revised 5/2023
Prepared by Diane Godard, Research and Evaluation Consultant
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EXECUTIVE SUMMARY
Purpose and Objectives
In 2022-23, the Community Services Bureau of Contra Costa County receives state funding to provide
educational support and development services to 1,342 families with 1,442 children eligible for the Early Head
Start and Head Start programs. CSB staff are deeply involved in community engagement activities that ensure
appropriate representation of child and family interests and provide a consistent forum for the discussion of child
and family needs. Examples of CSB’s commitment and engagement include serving on the county’s First 5
Commission, collaborating with community-based organizations on efforts such as Building Blocks for Kids, a
Harlem Children’s Zone inspired project in the Iron Triangle of Richmond, and data collection that includes the
County Office of Education, the Contra Costa Local Planning Council, and First 5 Contra Costa.
As part of its mission, the CSB conducts an annual Community Assessment to provide a current profile of
the health, economic, educational and safety status of the estimated 78,586 children age 0-5 living in Contra Costa
County. The Community Assessment is a multi-phase, ongoing process of data collection and analysis that
describes community strengths, needs and resources, and integrally involves the Head Start Policy Council, the
Contra Costa County Board of Supervisors and active parents. Staff and engaged parents use the findings to
identify emerging needs and factors that impact the well-being of Head Start eligible children and families, as well
as the community assets, opportunities and strengths available to address these needs. Findings inform
programmatic approaches, optimize and coordinate service delivery across resources, and guide the Policy
Council. The CSB also uses the Community Assessment to provide reports to the County Administrator to keep the
Board of Supervisors updated on the program’s responsiveness to the community.
Methodology
The Community Assessment process involves a highly collaborative assimilation of input from and
engagement with numerous sources, stakeholders, community members and County staff. CSB Assistant Directors
work with program managers and active parents to revise or refine the process, develop and implement surveys
to identify emerging needs and issues, and compile and maintain demographic and referral information about CSB
enrollment. The Policy Council participates in the assessment process throughout the year providing input through
regular meetings, reviewing planning data in the context of shared governance and engaging in many other
outreach and dialog opportunities. Each spring, the Policy Council receives a full presentation of the Community
Assessment and exercises its mandate to evaluate, discuss and pose questions about its findings. Then in August,
the Policy Council approves the current Community Assessment.
A wide variety of data techniques and sources are used to conduct the Community Assessment. Federal
and state agencies, such as the U.S. Census and the Departments of Finance, Education, and Employment
Development, provide reliable and regularly updated estimates of residents and conditions that may be compared
over time. Internal data sources include parent and family partnership data, parent planning sessions and self-
assessment surveys. Program Information Reports (PIR) and data compiled by program managers throughout the
year provide a profile of the demographics and needs of Head Start families and children. Local committees,
commissions and community-based entities that serve low income and at-risk children and families, such as First
5 Contra Costa, the United Way, CalWORKs, the County Health Department, Contra Costa County Local Planning
Council for Child Care, and the County Office of Education, also maintain on-the-ground utilization data.
Community Care Licensing reports provides information about the demand for and utilization of childcare, as well
as the number and location of licensed providers and childcare slots available. In collaboration with McKinney-
Vento Local Education Agency Liaisons, the assessment process also helps identify the number and location of
age-eligible children experiencing homelessness.
Through this compilation of community knowledge, the assessment process helps identify and
communicate the emerging needs and interests of community members. It helps determine the population of
eligible children and where their families live, and it describes eligible children and families by age, race and
ethnicity, primary language, income, family size, social service needs, educational attainment, employment status,
work and job training needs, health factors, nutritional needs, special educational needs, foster care status and
housing needs. The assessment process also helps program planners recognize and integrate other community
strengths and resources. The following presents findings of the 2023–2025 Community Needs Assessment.
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Population Profile
•Contra Costa County has grown 11% to 1,161,643 since 2010, compared to 6% in the state, with much faster growth
in Bayview (up 61%), Pacheco (up 39%), Contra Costa Centre (up 26%), Brentwood (up 24%), El Sobrante (up 22%)
and Oakley (up 21%). The county added 13,855 residents since 2020 (up 1%), with much higher growth in Pacheco
(up 7%), Crockett (up 6%), Pittsburg (up 6%), San Ramon (up 5%), Bethel Island (up 5%), Richmond (up 5%), Vine Hill
(up 5%) and El Sobrante (up 5%). Rodeo (down 5%), Clayton (down 4%), East Richmond Heights (down 3%), Danville
(down 3%), Martinez (down 3%) and Concord (down 3%) saw the largest declines. Since 2010, growth among Asian
(up 55,449 or 37%) and Latino (up 48,761 or 19%) residents has outpaced other groups. The county’s proportion of
Black (9%) and Asian (18%) residents remains higher than California overall, while its proportion of Latino residents
(26%) remains much lower than the state (40%). In 2021, 75% (871,672) of Contra Costa County residents are U.S.
born, 11% (123,494) are non-citizens, and 1% of non-citizens are 0-4 year olds.
•In 2021, 23% of all residents are 0-17 year olds in both the state and county. About 30% (78,586) of all 263,508
county children are under 6 and 14% (37,778) are under 3. About 64,322 of all county children are age 0-4, and
26,544 are age 3-4. Blackhawk (up 90), Discovery Bay (up 94), Oakley (up 160), Pinole (up 105), Richmond (up 669)
and San Pablo (up 125) saw the largest gains in 0-4 year olds, while Brentwood (down 345), Clayton (down 99),
Concord (down 439) and Danville (down 430) saw the largest declines.
•Since 2020, county households rose 2% or 6,807 to 405,106, while families rose 2% or 4,777 to 291,088. Families
headed by single females saw the largest gains, up 3% or 1,265 families to 49,044, followed by married-couple
families, up 1% or 3,057 to 221,647. The county (32%) continues to exceed the state (30%) in its share of families
with children. Since 2020, married couples with children rose 1% (up 817), and single-female headed families with
children rose 4% (up 955). In 2021, 53,210 children age 0-5 live in married-couple families in the county, 4,063 live
in single male-headed families, and 9,717 live in single female-headed families.
Economic Profile
•At $95,971, median income for California families rose 7% since 2020, while family income in the county ($127,279)
rose 6%. Of householders with children age 0-5, 64% in the state and 66% (50,555) in the county live in families in
which all parents work. In 2021, 86% of county workers commute, down 4% or 18,499 workers, and the average
commute time fell to 37.8 minutes. Countywide, 46% (217,277) of commuters are female.
•In 2021, 65% (605,752) of Contra Costa’s 16 and over residents participate in the civilian labor force, up 9,273 (2%)
since 2020, with notably gains in Antioch (up 3%), Pittsburg (up 5%), Richmond (up 7%) and San Ramon (up 5%).
EDD data indicates the county has 555,800 civilian workers in January 2023, up 12,800 workers or 2% since January
2022. Contra Costa has 21,800 residents unemployed in January 2023, down 1,100 or 5% from January 2022. The
unemployment rate in Contra Costa (3.9%) continues lower than the state (4.3%) with both significantly improved
since January 2022. About 62% of married and 72% of unmarried women with births work, and 70% (19,244) of
women with 0-5 year olds work in 2021, down 14,812 or 44% since 2020. About 50% (226,381) of Contra Costa
males worked full time in 2021, up 1%, compared to 35% (164,593) of females, up 2%.
•In Contra Costa, 8% (94,523) of residents live below the FPL, up 2% or 1,502. About 26,509 children live below the
FPL in 2021, up 5% or 1,222 children in poverty. About 12% (9,097) of children less than 6 live below FPL, up 9% or
742. About 6% of families and 9% of families with children live below the FPL. The number of 60-84 year olds in
poverty rose 4% to 15,217. About 8% of all county residents, 8% of native-born, 6% of naturalized citizens and 14%
of non-citizens lived below the FPL. About 33% (2,282) of married couples below FPL have children less than 5, up
30% or 531 since 2020. About 31% (566) of single male-headed families below FPL have children less than 5. About
37% (3,085) of single female-headed families below FPL have children less than 5, up 4% or 114.
•CalWORKs cases rose 6% in the county, with 5,944 cash grant cases involving 11,013 children in July 2022. In 2021,
20,056 (5%) county households rely on SSI (down 3%), 10,746 (3%) receive cash PA (up 19%), and 27,449 (7%)
receive SNAP (up 13%). About 43,947 (17%) of all county children live in PA households (up 3%), with 48% (21,276)
in married-couple families, 43% (18,874) in single female-headed families, and 8% (3,423) in single male-headed
families. About 6,396 (2%) of women age 15-50 receive PA in the county, including 969 women with births.
•In 2022, 15% of county homes are affordable to a median income household, down more than 9 points from 24%
in 2021. The 2023 median monthly rent for a 2-bedroom unit in the county rose 6% or $131 to $2,405. Monthly
owner-occupied housing costs also rose 6% to $2,396, with 80,133 (29%) units unaffordable in the county. Monthly
renter housing costs rose 7% or $133 to $2,061, with 68,092 (51%) rental units unaffordable in the county. In 2021,
9,119 people of 6,816 households, including 31% with children, accessed homeless-related services from CoC
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providers, down 7% since 2020. In 2020-21, 1,889 county students are homeless, with 38% of these attending West
Contra Costa Unified schools.
Health and Safety Profile
•In Contra Costa, 5% (54,756) of residents are uninsured, compared to 7% statewide, with county rates improved
since 2020. However, 3% (7,989) of county children are uninsured, up 6% or 445 since 2020. About 2% (1,792) of 0-
5 year olds remain uninsured in 2021. Medicaid-only coverage among county children rose 3% or 1,945 to 27%
(69,031), compared to 42% in the state. The rate of uninsured among foreign-born (9%) is about 3 times higher than
that of native-born (3%) residents. Rates of uninsured among non-citizens (16%) are 5 times higher than among
naturalized citizens (3%). Whites (97%) are much more likely than Latinos (90%) and American Indian or Native
Alaskans (88%) to have health insurance.
•About 17,468 children and 84,451 adults with asthma are at risk from poor air quality in the county in 2022, 11% of
county residents age 1-17 have ever been diagnosed with asthma, and 14.2 per 10,000 children in the county have
had an asthma-related hospitalization in 2020. Chlamydia rates fell 7% to 483.9 per 100,000 in the county, but
gonorrhea rates rose 11% to 379.4 for females and 5% to 480.1 for males. HIV/AIDS diagnoses (279.9 per 100,000
or 2,718 cases) still compare favorably to the state (411.4), but cases rose 2% since 2021. The county has 201.7
drug-induced deaths (16.6 per 100,000), up 3.2 points from 13.4 in 2021. Countywide, opioid deaths rose 27% since
2020 to 183 deaths, 498,097 opioid prescriptions were written (349.6 per 1,000), and 341 ER visits (31.2 per
100,000) involved opioid overdoses.
•In 2019, 27% of Contra Costa seventh graders, 34% of ninth graders and 39% of eleventh graders report they did
not eat breakfast on the morning surveyed. About 30% of low income 0-5 year olds in the county had a recent dental
visit in 2023, compared to 31% in the prior year and 34% in California. Infant mortality in the county rose to 3.6 per
1,000 in 2022, compared to 3.9 in the state. About 7% of county and state births are low birthweight in 2022, 90%
of pregnant women in the county receive first trimester prenatal care, but 26% of women with live births had
inadequate weight gain during pregnancy, up from 25% in the prior year. About 14% of Contra Costa women with
births experienced food insecurity during pregnancy, up from 13%.
•A total of 11,196,109 COVID cases and 101,193 deaths (1%) have been confirmed in California, with 274,856 cases
and 1,571 deaths (0.6%) in Contra Costa as of April 02, 2023. The county has administered 4,533,680 COVID tests
with a 5% positivity rate. About 84% of vaccine-eligible residents in the county have received a primary series of
vaccines, compared to 73% statewide. In 2021, 20,120 tests were administered to 5,899 homeless individuals in the
county, including 1,025 children, with 621 positive cases and 6 deaths among the homeless.
•Since 2020, arrests among California adults are down 2% for felonies and down 9% for violent offenses. Adult felony
arrests in Contra Costa rose 3% or 200 to 7,084 in 2021, with drug offenses up 31%. However, arrests for violent
offenses fell 14%, property offenses fell 8%, and sex offenses fell 10% since 2020. California’s death by homicide
rate is 5.2 per 100,000, compared to 5.9 in Contra Costa, with both rates increased. California’s firearm-related
death rate is 7.8 per 100,000 in both the state and county. In 2015, males in the county have an incarceration rate
of 328.0 per 100,000, compared to 45.0 among females. From 2010 to 2015, incarceration rates rose 16% for males
and 20% for females, yet the Contra Costa inmate population remains 86% male. In 2015, the county’s 1,198 jails
have an average daily population of 928 inmates.
•Domestic violence calls from county residents fell 13% or 419 calls to 2,771 in 2021. The county’s 2022 rate of
substantiated child abuse cases at 6% continues lower than 12% statewide, with both improved, and the county
saw a 32% reduction of 240 cases to 509. In 2022, 26% of all 9,082 child abuse allegations involve children age 0-5,
with 5% (468) infants less than 1, 8% (719) children age 1-2, and 13% (1,197) children age 3-5. The county had 385
juvenile arrests in 2021, down 25% or 129 since 2020, with 174 (45%) for felonies and 77 (20%) for violent offenses.
Profile of Children and Families
•In 2021, 14,853 women gave birth in Contra Costa, up 7% or 1,022 since 2020, for a birth rate of 54.7 per 1,000. The
teen birth rate per 1,000 is 7.6 in the county and 11.4 in the state. About 9,538 native-born women in the county
had births, up 4%, and 5,315 foreign-born women had births, up 14%. About 33% (3,182) of native-born women
with births are unmarried, compared to 18% (948) of foreign-born women with births. Countywide, 1,185 (11%)
married and 1,325 (32%) unmarried women with births live below FPL in 2021, up 277 married and 119 unmarried
women with births.
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•As of January 2023, the county has 555 children in foster care, up 3% or 14, with 223 first entries. Foster children
age 0-5 now represent 30% of all Contra Costa children in care, down from 31%. Infants less than 1 month old
comprise 18% (40) of first entries, those age 1-11 months comprise 9% (21), and 1-2 year olds comprise 11% (25).
In all, children age 0-5 represent 50% (111) of all first entries in 2022, down from 57% in 2021. Contra Costa schools
enrolled 768 foster students in 2020-21, down 11% or 95 since 2019-20.
•COVID-19 impacted the availability of childcare, with California losing 14% or 3,635 childcare homes and 33% or
4,873 centers between January 2020 and January 2021, and the industry is still recovering. In April 2023, Contra
Costa has 19,580 daycare slots and 2,182 infant slots in licensed centers, a 2% increase in daycare slots since 2022.
Contra Costa also has 409 licensed family homes that serve at least 9 children with 5,682 slots, with capacity down
1% since 2022. Licensed childcare is available to 33% of Contra Costa children age 0-12 whose parents work, and
85% seeking childcare in the county did so because parents work, up from 76% in 2019. Since 2019, full-time care
for infants costs 7% to 18% more, and full-time daycare costs 9% to 10% more.
Educational Profile
•Public school enrollment in the county (169,225) is unchanged since 2021. Martinez Unified (down 107 or 3%),
Pittsburg Unified (down 128 or 1%), San Ramon Valley Unified (down 388 or 1%) and West Contra Costa Unified
(down 399 students or 1%) saw the largest declines. The county’s student population in 2022 is 39% Latino, 27%
White, 14% Asian, 8% Black, 7% multi-racial and 4% Filipino, with declines in Black (down 4%) and White (down 7%)
students. Of residents 3 and older in school, 17,322 (6%) attend preschool, down 5% or 892, and 46% of preschoolers
attend public schools, compared to 56% statewide. About 13,770 (52%) of county 3-4 year olds attend school, down
818 or 6% since 2020. The number of all county enrollees who attend college is 80,548 in 2021, including 36,963
(46%) males and 43,585 (54%) females. Countywide, 11% (41,867) of males and 10% (40,697) of females age 25 and
over have less than a high school diploma, up 4% for males and up 2% for females since 2020. About 1,474 Contra
Costa residents below the FPL attend preschool in 2021, down 6% since 2020.
•About 58% of California students and 36% (60,513) of county students are eligible for free or reduced price meals,
with both improved since 2021. West Contra Costa Unified (down 6,378 or 31%), Pittsburg Unified (down 1,079 or
13%), Antioch Unified (down 723 or 6%), Oakley Union Elementary (down 379 or 19%) and Liberty Union High (down
200 or 10%) saw the largest declines, while Mt. Diablo Unified (up 2,016 or 17%), Martinez Unified (up 550 or 57%),
Contra Costa County Office of Education (up 162 or 6%), San Ramon Valley Unified (up 121 or 8%), and Knightsen
Elementary (up 86 students or 57%) saw the largest increases.
•In 2021, TK enrollment in the county fell 10% to 2,300, compared to a 12% decline in the state. Of all TK enrollees
in the county, 536 (23%) are English Learners (EL) and 860 (37%) are Socioeconomically Disadvantaged (SED), and
both figures fell slightly since 2019-20. In 2023, EL students of all ages in California rose to 19%, while the county
EL enrollment also rose to 16% (27,724). Since 2020, California children in linguistically isolated households fell 5%,
while the county saw a 2% drop to 12,288, with large declines in Antioch (down 229 or 14%), San Pablo (down 223
or 19%), Concord (down 190 or 8%) and Oakley (down 156 or 48%). About 66% (8,151) of Contra Costa children in
limited-English households speak Spanish, down 10% since 2020.
•In Contra Costa in 2021-22, 51% students meet or exceed the English Language Arts standard, compared to 47% in
the state, while 39% of Contra Costa students meet or exceed the Mathematics standard, compared to 33% in the
state. In 2022, the countywide chronic absenteeism rate rose to 27%, with higher rates in Contra Costa County
Office of Education (55%), Pittsburg Unified (41%), Antioch Unified (40%), West Contra Costa Unified (40%), John
Swett Unified (36%) and Oakley Union Elementary (36%). In 2022, county graduation rates rose 1.0 point to 91%.
Communities Served by Head Start
About 8,316 0-2 year olds (including 2,510 pregnant women) and 6,272 3-5 year olds in Contra Costa may be income-
eligible for Early Head Start or Head Start services in 2023-24. Income-eligible 0-2 year olds rose 6% or 488, with eligible
pregnant women up 19% or 396. Income-eligible 3-5 year olds rose 2% or 104. Income-eligible Early Head Start children and
mothers rose notably in Richmond (up 356), Concord (up 178) and Pittsburg (up 93) but fell in Rodeo (down 81), Discovery Bay
(down 52) and San Pablo (down 37). Income-eligible Head Start children rose notably in Concord (up 59), Brentwood (up 48)
and Pinole (up 46) but fell in San Pablo (down 50), Richmond (down 47) and Discovery Bay (down 34).
In 2021-22, the county’s Early Head Start program served 550 children, while Head Start served 892. About 47% (256)
of Early Head Start enrollees are less than 1, including at least 39 unborn babies. Another 24% (132) are 2 year olds. Of Head
Start enrollees, 8% (67) are 5 or older and 47% (416) are 4 year olds. Latino children make up 75% (387) of Early Head Start and
66% (593) of Head Start enrollees, and Spanish is the primary language of 52% (271) of Early Head Start and 43% (387) of Head
29 554
Start enrollees. White children make up 74% (383) of Early Head Start and 66% (587) of Head Start enrollment, African
Americans make up 18% (95) of Early Head Start and 21% (188) of Head Start enrollment, whlie 1% (6) of Early Head Start and
5% (40) of Head Start enrollees are Asian. Single-parent families represent 71% (351) of Early Head Start families and 78% (654)
of Head Start families. The majority of Early Head Start (73%) and Head Start (50%) families are eligible based on income.
The Community Assessment reports on the conditions of children and families in the zip codes and census places listed
below to assess the need for Head Start program services.
City or CDP Zip code City or CDP Zip code
Byron / Discovery Bay 94505 Knightsen 94548
Danville / Blackhawk 94506 Lafayette 94549
Alamo 94507 Martinez / Briones / Pacheco / Vine Hill 94553
Antioch 94509 Moraga 94556
Bethel Island 94511 Oakley 94561
Brentwood 94513 Orinda 94563
Byron / Discovery Bay 94514 Pinole 94564
Canyon 94516 Pittsburg / Bay Point / Port Chicago 94565
Clayton 94517 Port Costa 94569
Concord 94518 Rodeo 94572
Concord 94519 San Ramon 94582
Concord / Clyde 94520 San Ramon 94583
Concord 94521 Walnut Creek 94595
Concord / Pleasant Hill 94523 Walnut Creek / Lafayette 94596
Contra Costa Centre 94597 Walnut Creek 94597
Crockett 94525 Walnut Creek 94598
Danville 94526 Point Richmond / Richmond / No. Richmond 94801
Diablo 94528 Richmond / San Pablo / El Sobrante 94803
El Cerrito 94530 Richmond 94804
Antioch 94531 Richmond / East Richmond Heights 94805
Hercules / Rodeo 94547 Richmond / Bayview / San Pablo / Tara Hills 94806
Community Assets and Resources for Head Start Children
No single agency would be capable of eliminating the myriad causes and effects of poverty. Collaborations of
the private sector, government agencies, community-based and faith-based organizations play a crucial role as they
join forces, multiply individual efforts and leverage resources. The CSB recognizes that the Head Start, Early Head Start,
CDD and CSBG programs accessed by many residents are more effective in reducing or eliminating poverty’s impact on
children and families when they operate in unison through comprehensive partnerships with other local organizations
committed to transforming individuals, families, neighborhoods and entire communities. With this perspective, the
CSB continues its successful history of merging Head Start and Child Development programs into a unified Child Start
program which offers more families full-day, year-round services such as high-quality education; health and dental
services; job skills training support for family members in CalWORKs; and family advocacy services. In 2022-23, 189
Early Head Start and 552 Head Start families received family services or referrals. Services accessed most by Early Head
Start families include involvement in the child’s screening and assessment (138) and education on preventive medical
and oral health (90). Services accessed most by Head Start families include involvement in the child’s screening and
assessment (494), education on preventive medical and oral health (418) and emergency or crisis intervention for
families in immediate need of food, clothing, or shelter (110).
Contra Costa County sponsors its own health care system, the Contra Costa Health Services (CCHS), which
offers a wide range of health services to residents. The CCHS uses a broad provider network to support individual,
family and community health through primary, specialty, and inpatient medical care, mental health services, substance
abuse treatment, public health programs, environmental health protection, hazardous materials response and
inspection, and emergency medical services. CCHS operates the Contra Costa Health Plan (CCHP) which offers care
from 40 facilities and mobile clinics and over 5,000 primary care physicians, specialists, pharmacies, hospitals and
ancillary providers. CCHP offers Medi-Cal Managed Care coverage, serves Medicare beneficiaries, provides quality care
to county employees, businesses, individuals, and families, and implements the ACA Medi-Cal expansion to those with
incomes below 138% of the FPL. This CCHS system provides a safety net of quality health care and medical services not
otherwise available to low-income residents.
30 555
The following classrooms are included in the Program Schedule on the Head Start Enterprise System.
1.Class Size Waiver: Class size 20 in primarily 3 year-old rooms, 12 centers
Center Classroom Name(s)
Balboa Rooms 5am, 5pm
Crescent Park Room 1
George Miller Rooms 5am, 5pm
George Miller III Rooms 8am, 8pm
Marsh Creek AM and PM classes
Verde Rooms 1am, 1pm
YMCA Belshaw Rooms 1am, 1pm
YMCA East Leland Room 3
YMCA Fairgrounds Rooms C1, C2
YMCA Kids Castle Room 1
YMCA Lido Square AM and PM classes
YMCA Lone Tree Rooms 1, 2
2.Class Size Waiver: Class size 24 in primarily 4 year-old rooms, 6 centers
Center Classroom Name(s)
KinderCare Lone Tree Rooms 3, 6*
Tiny Toes Room 2
YMCA Richmond CDC Rooms 3, 4
YMCA 8th St. Rooms 2, 6
YMCA Kids Castle Rooms 2, 3
YMCA Fairgrounds Rooms B1, B2
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3.Class Size Waiver: Transition rooms to serve up to 8 Early Head Start and 8 Head Start children in a
classroom, 4 centers
Center Classroom Name(s)
YMCA Richmond CDC Room 5
YMCA 8th Street CDC Room 4
YMCA Fairgrounds Room B3
YMCA Kid’s Castle Room 4
4.Waiver to serve under 1,380 hours for Early Head Start: Crossroad High School (teen program), 28
Slots.
Center Classroom Name(s)
Crossroad High School Little Angels, Jungle, Under
the Sea
*Denotes newly added classrooms
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Head Start:
Center Operation Location 2023 Slots 2023 LDO Class- Capacity
Balboa
Directly Operated,
Special Day, Full Inclusion Richmond 116
2 Classes- 201
Bayo Vista Directly Operated Rodeo 16 N/A
CC College* Partner San Pablo 6 1 Class- 242
Crescent Park Directly Operated Richmond 20 1 Class- 201
George Miller Concord
Directly Operated, Full
Inclusion Concord 88
2 Classes- 201
George Miller III
Directly Operated, Full
Inclusion Richmond 184
2 Classes- 201
KinderCare Lone Tree* Partner Antioch 24
2 Classes- 242**
KinderCare Mahogany Partner Antioch 8
N/A
Lavonia Allen Directly Operated Bay Point 16
N/A
Los Arboles Directly Operated Oakley 16 N/A
Los Nogales Directly Operated Brentwood 16 N/A
Marsh Creek Directly Operated Brentwood 40 2 Classes- 201
Riverview Directly Operated Bay Point 32 N/A
Tiny Toes Partner Brentwood 24 1 Class- 242
Verde Directly Operated North Richmond 56
2 Classes- 201
YMCA 8th St. CDC Partner Richmond 52
2 Classes- 242
1 Class- 83
YMCA Giant Rd. CDC Partner San Pablo 16 N/A
YMCA Richmond CDC Partner Richmond 48
2 Classes- 242
1 Class- 83
YMCA Rodeo CDC Partner Rodeo 20 N/A
YMCA Belshaw Delegate, Partner Antioch 72 2 Classes- 201
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YMCA East Leland Court Partner Pittsburg 20 1 Class- 201
YMCA Fairgrounds Partner Antioch 96
2 Classes- 201
2 Classes- 242
1 Class- 83**
YMCA Lido Square Delegate Pittsburg 40 2 Classes- 201
YMCA Lone Tree Delegate Antioch 40 2 Classes- 201
YMCA Kid's Castle Delegate Pittsburg 76
1 Class- 201
2 Classes- 242
1 Class- 83**
New Partnership (TBD)* Partner TBD 7 N/A
Total:
1149
LDO Capacity:
9 Classes- 242
21 Classes- 201
4 Classes- 83
Early Head Start:
Center Operation Location 2023 Slots 2023 LDO- Capacity
Ambrose Directly Operated Bay Point 22 N/A
Aspiranet Partner County-wide 149 N/A
Balboa Directly Operated Richmond 32 N/A
Bayo Vista Directly Operated Rodeo 16 N/A
Contra Costa College* Partner San Pablo 3 N/A
Crescent Park Directly Operated Richmond 27 N/A
Crossroads Partner Concord 28 28 Slots4
George Miller Concord Directly Operated Concord 28 N/A
KinderCare East Antioch Partner Antioch 20 N/A
KinderCare Mahogany Partner Antioch 32 N/A
KinderCare Lone Tree* Partner Antioch 16 N/A
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YMCA Kid's Castle Partner Pittsburg 28 1 Class- 83**
Lavonia Allen Directly Operated Bay Point 16 N/A
Lone Tree Partner Antioch 8 N/A
Los Nogales Directly Operated Brentwood 16 N/A
Los Arboles Directly Operated Oakley 16 N/A
Tiny Toes Partner Brentwood 8 N/A
YMCA 8th St. CDC Partner Richmond 55 1 Class- 83
YMCA East Leland Court Partner Pittsburg 24 N/A
YMCA Fairgrounds Partner Antioch 29 1 Class- 83**
New Partnership (TBD)* Partner TBD 50 N/A
Total: 623 LDO Capacity:
Duration waiver- 284
3 Classes- 83
Early Head Start-Child Care Partnership:
*Denotes newly added site
** Denotes newly added classroom to LDO
As represented above, CSB has been approved for the 2019-2023 program period for the following Locally Designed Options:
1.Class size waiver: Enroll up to 20 children in Head Start classrooms primarily serving 3 year-olds
2.Class size waiver: Enroll up to 24 children in Head Start classrooms primarily serving 4 year-olds
3.Class size waiver: Transition rooms to serve up to 8 Early Head Start and 8 Head Start children in a classroom
4.Duration waiver: Serve under 1,380 hours for Early Head Start at Crossroads High School
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Underenrollment Plan Template for Head Start Recipients
(USE OF THIS TEMPLATE IS OPTIONAL)
Full Enrollment Initiative 2023
12-Month Underenrollment Plan
As with all Head Start services, data is critical for understanding needs, making decisions, evaluating
services, and planning for continuous improvement. Enrollment services should be informed by
community and program-level data and included in planning and evaluation systems. The ability to
respond to changing community, family, and child needs is a key factor in maintaining full enrollment
and should be considered as strategies to increase enrollment are identified and implemented
throughout the 12-month plan period.
This underenrollment plan and timetable for reducing or eliminating underenrollment in Head Start and
Early Head Start programs has been developed in accordance with Section 641A(H)(3)(B) of the Head
Start Act.
Plan Development and Submission
Grant recipients who receive ‘underenrollment letters’ will meet with the Regional Office within 30 days
of receiving the letter. A working plan to reduce underenrollment must be submitted to the Regional
Office within 30 days following the meeting. Please note, the Regional Office does not formally approve
plans; requiring submission of the plan facilitates collaboration and ongoing communication throughout
the 12-month period.
Please include name, position, and program of staff and leadership that participated in the
development, review, and implementation of the plan in the table below. These individuals should be
included in ongoing discussions throughout the 12-month plan period. A point-person(s) should be
identified and tasked with submitting documentation of progress on a quarterly basis (or more
frequently if appropriate).
Individual Name Position / Role Program
Sung Kim Interim Bureau Director ☒EHS ☒ HS
Amy Wells Division Manager / Center
Operations, Professional
Development
☒EHS ☒ HS
Christina Reich Division Manager /
Comprehensive Services, SIA
Team
☒EHS ☒ HS
Tracy Lewis Administrative Services
Assistant II / ERSEA
☒EHS ☒ HS
Sarah Reich Administrative Services
Assistant III / ERSEA
☒EHS ☒ HS
Deborah Drake Comprehensive Services
Manager/ Partnerships, DEI ☒EHS ☒ HS
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Julia Kittle-White Administrative Services
Assistant II/Partnerships,
Contracts, SIA Team
☒EHS ☒ HS
Monica De Vera Administrative Services
Assistant III / Professional
Development, SIA Team
☒EHS ☒ HS
Underenrollment Plan Template for Head Start Recipients
*Plan start date / 12-month period begins 10 days from the date the ‘Underenrollment Letter’ is sent to
recipients.
Underenrollment Overview
Complete the tables on the next page by identifying and describing factors contributing to
underenrollment. This ‘Underenrollment Overview’ table does not need to be updated throughout the
12-month plan period but should be used to inform strategies to increase total funded program
enrollment.
Once a factor is selected from the drop-down box, specify/explain with additional text as needed.
Factors listed in the drop-down box include:
1.Service Area: Families have relocated to other parts of service area, not enough families in
service area
2.Saturation of Service Area for Options of Care: (Proliferation of Pre-K slots)
3.Facilities
4.Language Barriers: Challenges communicating with families
5.Workforce: Shortage of qualified staff / inadequate staffing to open classrooms, challenges in
staff recruitment and retention
6.Budgeting
7.Family Need: Do the available program options meet the needs of families?
8.Community Involvement: Do program partnerships support recruitment and program services
9.Transportation: Lack of family transportation, program transportation services
10.Temporary Factors: Construction / renovations in progress
11.Non-implemented Expansion / Child Care Partnership Issues
12.Other: Please describe
EXAMPLE: Factor: Not enough children in service area
Recipient Name: Contra Costa County Community Services Bureau
Grant Number Program Plan Start Date* Plan End Date
09CH010862 ☒EHS ☒ HS 4/3/2023 4/3/2024
☐EHS ☐ HS Click or tap to enter a date. Click or tap to enter a date.
☐EHS ☐ HS Click or tap to enter a date. Click or tap to enter a date.
37 562
Service Area (Select “Service Area”)
Service Area – Not enough children in service area (Specify with additional text if needed)
Underenrollment Plan Template for Head Start Recipients
Factors Contributing to Underenrollment
•Existing HS/EHS
partners need
recruitment support
for children and
staff
•Discontinued
partnerships
resulting in
unallocation of slots
•Timeline for RFI and
contracting process
Causes / Reasons:
Effect on Underenrollment:
Community Involvement
•Partners who layer
childcare subsidy
with EHS are facing
challenges recruiting
subsidy children
•Unable to enroll
children in un-
housed HS/EHS slots
•Partner agencies are
experiencing staffing
shortages limiting
enrollment
Factor # 2
•Shortage of
interested qualified
teachers
•ECE course
accessibility
limitations
•Non-competitive
compensation for
teaching positions
•Long-time teachers
are retiring
•Stressors impacting
staff retention
Causes / Reasons:
Effect on Underenrollment:
Workforce
•Inability to enroll due
to classroom closures
•Reduced class sizes in
order to meet
required ratios and
ensure appropriate
active supervision &
safety practices
Factor # 1
•Delays in
implementing slot
conversion (HS to
EHS)
•Timeline for facility
needs: creating
toddler –
appropriate spaces
•Staffing shortage
with existing I/T
classrooms
Causes / Reasons:
Effect on Underenrollment:
Non-implemented
Expansion/Child Care
•Unable to enroll into
expanded EHS slots
until conversion of
physical space is
complete and
qualified I/T teachers
are hired
Factor # 3
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Underenrollment Plan Template for Head Start Recipients
Action Plan
The action plan tables below should be updated by program leadership on a quarterly / as needed basis
over the course of the 12-month period to document progress towards reaching full enrollment
Action # 1:
Action Issue(s) Addressed Responsible
Individual
Resources
Needed*
Expected Date
of Completion
Regular
communication
with EHSD
Personnel Unit
Workforce: Staff
recruitment
Sung Kim,
Amy Wells
EHSD Personnel
Unit,
County HR
4/3/2024
Status
In Progress
*Resources needed can include additional T/TA, etc.
Briefly describe objectives, implementation, oversight strategies, and/or related logistics
to completing action.
CSB will meet bi-weekly with EHSD’s Personnel unit to ensure teaching staff positions are
prioritized for hire.
•Strategize ways to expedite the hiring process for essential positions.
•By June 2023, convene a teacher hiring workgroup to guide collaborative efforts with
CSB and Personnel.
Action # 2:
Action Issue(s) Addressed Responsible
Individual
Resources
Needed*
Completion
Date
Integration of
hiring and
retention
stipends into
compensation
for teaching staff
Workforce: Staff
recruitment and
retention
Sung Kim,
in
partnership
with:
Donn
Matsuzaki,
Tamina
Alon
HS/EHS QI
Funding,
EHSD Admin.,
Board of
Supervisors
12/31/2023
Status
In Progress
*Resources needed can include additional T/TA, etc.
Briefly describe objectives, implementation, oversight strategies, and/or related logistics
to completing action.
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CSB has applied for FY 23 quality improvement (QI) funding and upon approval will integrate
financial incentives funded by QI into its compensation structure for teaching staff positions.
CSB will also utilize funding in carryover funds.
•CSB will engage fiscal and personnel unit in the stipend issuance plan.
•Engage union and labor in stipends issuance planning.
•Present stipend issuance plan to Policy Council.
•Engage Board of Supervisors in approval.
•Determine issuance method.
Action # 3:
Action Issue(s) Addressed Responsible
Individual
Resources
Needed*
Expected Date
of Completion
Revitalize CSB’s
ECE Work Study
program
Workforce: Staff
recruitment and
retention
Monica De
Vera, in
partnership
with:
Amy Wells,
Tamia
Brown,
Tamina
Alon
Community
Colleges,
Contracts Unit,
Workforce
Development
Board, EHSD
Personnel
12/31/2023
Status
In Progress
*Resources needed can include additional T/TA, etc.
Briefly describe objectives, implementation, oversight strategies, and/or related logistics
to completing action.
CSB will recruit new participants and continue to support staff completion of the ECE Work
Study program while providing staff the opportunity for growth through transitions to higher
level classifications.
•By July 2023, partnership contract with Diablo Valley College will be renewed to
continue work study program’s provision of core requirements for enrolled TATs to
acquire permit and transition into AT positions.
•In partnership with the WDB, engage community colleges to strategize ways to
increase accessibility of core courses (virtual, evenings, weekends).
o CSB will explore opportunities for partnership with the Community College in
east county, Los Medanos College.
•In partnership with EHSD Personnel, CSB will revise the Teacher Associate Trainee
(TAT) program, exploring reintroduction of commitment agreements and time-bound
promotion requirements for ECE work study program completion.
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Action # 4:
Action Issue(s) Addressed Responsible
Individual
Resources
Needed*
Expected Date
of Completion
Further CSB’s
staff wellness
initiatives
Workforce: Staff
retention
Christina
Reich, in
partnership
with:
Monica De
Vera,
Julia Kittle-
White
SIA Team,
HS/EHS
Carryover
funding,
Staff satisfaction
survey data
4/3/2024
Status
In Progress
*Resources needed can include additional T/TA, etc.
Briefly describe objectives, implementation, oversight strategies, and/or related logistics
to completing action.
CSB is revitalizing its wellness initiatives as lead by the “SIA” team which is a consolidation of
CSB’s SHIP Team, Trauma Support Team, and Trauma Informed Care Team. SIA stands for
Simple, Impactful, and Actionable and in old Norse means “victory.” Their goal is to put
wellness at the forefront of our efforts by simplifying it.
•By spring 2023, site staff will have received mindfulness training that provides
actionable steps to integrate in their self-care at work and in the classroom.
•By December 2023, CSB's Psychological First Aid will be presented to all staff at their
meetings.
•As of January 2023 and on an ongoing basis, CSB’s SIA team will meet monthly to
develop and implement wellness initiatives within the focus areas: mindfulness and
continuing Trauma-Informed Care (TIC) and systems.
Action # 5:
Action Issue(s) Addressed Responsible
Individual
Resources
Needed*
Expected Date
of Completion
Employ targeted
child recruitment
activities
Community
Involvement/ child
recruitment
Tracy Lewis,
in
partnership
with:
Deborah
Drake,
Sarah Reich,
Workforce
Services
Bureau
Recruitment
Plan, Alternative
Payment
Program, T/TA,
OHS ERSEA
Webinars
10/30/2023
Status
In Progress
*Resources needed can include additional T/TA, etc.
41 566
Briefly describe objectives, implementation, oversight strategies, and/or related logistics
to completing action.
Working within the Recruitment Plan, CSB will identify and conduct activities to target
recruitment of children who meet categorical eligibility and strategies to meet unique needs
of its partner agencies, including:
•By March 2023 and on an ongoing basis, discussing recruitment as a standing
discussion item in monthly meetings with partner agencies.
•By July 2023, coordinating recruitment activities and referrals with CSB’s Stage 2/
Alternative Payment Program to promote enrollment into EHS provider programs.
•By May 2023, revitalize marketing materials to recruit families receiving CalFresh
(SNAP).
•By September 2023, coordinate with the Workforce Services Bureau of EHSD to share
information with all relevant CalFresh family applicants and recipients about Head
Start eligibility and enrollment opportunities including during a) application
determination, b) continuing eligibility determination, c) semi-annual income
reporting, d) outreach events.
•By March 2023 and ongoing, engage parents including Policy Council in recruitment
efforts.
•By September 2023, integrate use of recruitment materials translated in additional
languages in recruitment plan activities.
Action # 6:
Action Issue(s) Addressed Responsible
Individual
Resources
Needed*
Expected Date
of Completion
Engage
community
agencies in new
partnerships
Community
Involvement
Sung Kim
Julia Kittle-
White,
Deborah
Drake
12/29/2023
Status
In Progress
*Resources needed can include additional T/TA, etc.
Briefly describe objectives, implementation, oversight strategies, and/or related logistics
to completing action.
CSB has worked within County policy to publish an RFI. One agency responded and CSB will
now move to the next phase within its processes for contract start-up.
•By September 2023, work with Child Care Council to communicate with providers
about partnership opportunities.
•By September 2023, work with Stage 2 and CAPP staff to generate interest in those
providers.
42 567
•By August 2023, CSB will schedule a meeting with the RFI responder, Contra Costa
College, to initiate contract negotiations.
•By March 2023 and ongoing, continue engagement with existing partnerships to
identify capacity for Head Start/ Early Head Start slot expansion.
Action # 7:
Action Issue(s) Addressed Responsible
Individual
Resources
Needed*
Expected Date
of Completion
Employ
marketing
strategies to
recruit teachers
Workforce: Staff
recruitment
Sung Kim
and
Amy Wells,
in
partnership
with:
Tamina
Alon,
Monica De
Vera
EHSD Personnel,
HS/EHS
Carryover
Funding,
T/TA
10/13/2023
Status
In Progress
*Resources needed can include additional T/TA, etc.
Briefly describe objectives, implementation, oversight strategies, and/or related logistics
to completing action.
CSB will employ multiple strategies to increase recruitment efforts resulting in an increase in
applicants for teaching positions. Strategies include:
•Marketing materials that highlight benefits including advertising financial incentives.
•By March 2023 and ongoing, advertise ECE Work Study Program: Increase
recruitment activities at high schools and community colleges.
•By March 2023 and ongoing, advertise CSB employment opportunities at community
colleges to increase applicants who meet teacher qualifications.
•By March 2023 and ongoing, attend job and career fairs throughout the Bay Area.
•By September 2023, host a hiring event.
•By August 2023, reestablish social media as marketing strategy for staff recruitment.
Action # 8:
Action Issue(s) Addressed Responsible
Individual
Resources
Needed*
Expected Date
of Completion
Convert two
classrooms from
Non-implemented
expansion: Slot
conversion to EHS
Sung Kim,
Amy Wells,
Sarah Reich,
HS/EHS
Carryover
Funding,
10/30/2023
Status
43 568
preschool to
toddler
in
partnership
with:
Jay Rivera,
EHSD
Facilities,
Public
Works
Public Works
Dept.,
EHSD Personnel
In Progress
*Resources needed can include additional T/TA, etc.
Briefly describe objectives, implementation, oversight strategies, and/or related logistics
to completing action.
CSB will work within its project plan for conversion of two directly operated classrooms from
preschool to toddler, resulting in the ability to increase EHS services by 32 slots (slot
conversion previously approved by ACF).
•CSB will ensure the union and impacted staff are appropriately notified of the
conversion (resulting in converted positions). Note: Employment will be maintained
for all staff.
•CSB will work closely with Public Works to complete minor renovation projects
making the outdoor and indoor spaces appropriate for toddler services.
•CSB will recruit and onboard I/T teaching staff to open the converted classrooms.
•CSB will recruit and enroll eligible toddlers to fill the 32 new EHS slots.
Plan Progress and Updates
Updates as of 8/30/23:
#1
During CSB’s meeting with EHSD Personnel Unit 6/6, it was confirmed CSB’s vacant positions are being
prioritized. Personnel is also receiving all teacher classification applications from the County Human
Resources Department for review of minimum qualifications.
Effective 6/7/23, a team of staff from CSB and Personnel are holding Teacher Recruitment Collaborative
meetings. The group is exploring piloting a hiring event to attract applicants and expedite the hiring
process for teacher staff positions.
Planning is in progress to conduct Teacher Mass Hiring events which will be two-day hiring events where
we make offers on the spot. We’ve done this in EHSD now for eligibility workers and hired 53 and
clerical workers when we hired 17. Our first mass hiring event for teachers will be held on October 11,
2023 in West County. A hiring event in the central or eastern portion of the County will be scheduled
after an analysis of outcomes from this first event.
#2
CSB met with the Personnel and Fiscal units regarding financial incentives for retention on 6/1/23. A
fiscal analysis obtained 6/6/23.
44 569
CSB proposing to issue retention and hiring stipends to teaching staff with use of 2022 carryover funding
which is going to the Board for approval on 9/19/23.
#3
As of 7/11/23, the DVC contract is in its final stages of execution, with the College for signatures.
CSB attended the May 2023 Community College Advisory Committee meeting in which they shared
outcomes of the college student body survey on course format and accessibility. Results concluded
hybrid is more accessible, and therefore the Colleges will continue to offer hybrid courses.
The DVC contract was fully executed in time for fall classes.
#4
CSB held a training for teachers and site supervisors on mindfulness practices for children and adults on
May 10, 2023, facilitated by Lisa Lewis-Cogswell. This event also included staff appreciation activities.
CSB’s SIA team engaged in strategic planning and have developed a budget which is being proposed in
the grant application for use of 2022 carryover funds, going for Board approval on September 19, 2023.
#5
CSB is working with Contra Costa County transit and their marking agency, Vector, to place ads to recruit
for childcare and development services on busses; The design is in-process.
Meeting held 7/11/23 with CSB’s Stage 2/ Alternative Payment (AP) managers, partner unit manager,
and ERSEA specialist to collaborate efforts for EHS/ AP partner recruitment. As a result, AP pre-
applications have been given to partners and the recruitment flyer has been updated which will go into
all AP application packets.
Special population outreach: MOU with Child Support is in the final stages, and CSB is resuming
collaboration with the In-Reach Program with the goal of supporting existing Head Start children with
incarcerated parents, and conducing outreach to support enrollment of eligible children of incarcerated
parents.
#6
CSB engaged KinderCare with expansion opportunities on 6/14/23. The next step is to finalize expansion
by 10/1/23.
#7
CSB is working with Contra Costa County transit and their marking agency, Vector, to place ads for
teaching staff on busses; The design is in-process. CSB began meeting with the Department’s
Community Relations/ Media team on 7/12/23.
#8
CSB completed transitions of existing preschool staff assigned to the preschool classrooms being
converted. Facilities enhancements are in-progress to convert the physical spaces as appropriate for
toddler services.
45 570
Contra Costa County
Employment & Human Services Department – Community Services Bureau
2022-2023 Ongoing Monitoring Report
Semi-Annual Summary Report (January -June)-Final
August 2023
Page | 1
Community Services Bureau
Monitoring Report Executive Summary
August 2023
Description:
Community Services Bureau (CSB) implements ongoing monitoring of its operations and services. This
process includes: (1) using measures, tools, or procedures to implement the system of ongoing
monitoring; (2) assigning staff and consultants to the ongoing monitoring of each service; (3) collecting,
analyzing and reporting on the program’s progress towards its own goals for quality; and (4) following-up
on and correcting any weaknesses identified through ongoing monitoring. This is conducted through a
multi-level monitoring system of (1) Center Level; (2) Content Area Level; and (3) Agency Level.
This summary report includes compiled results of the monitoring conducted for the period of January
2023-June 2023.
Summary of Monitoring Activities:
Monitoring was conducted for directly operated CSB centers, partner agencies, and the Delegate Agency,
YMCA of the East Bay. This report highlights the data trends identified using monitoring tools focused on
Classroom & Facility Environment, Education, Comprehensive Services, and file review. During the
Program Year 2022-2023, Community Services Bureau has had an increased focus on the health and
safety of the children, families, and staff served.
Data sources utilized by the team include child and family files, classroom & facility observations, and
CLOUDS database reports.
Top Trends
Analysis of the data across all tools and monitoring levels shows the following:
• Overall improvement in compliance across monitoring tools.
• Positive interactions between teachers and children continues to be observed.
• Ongoing professional development focused on health, safety, and supervision is visible in the
overall monitoring data.
• Preventable non-compliances continued to decrease during Period 2.
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Contra Costa County
Employment & Human Services Department – Community Services Bureau
2022-2023 Ongoing Monitoring Report
Semi-Annual Summary Report (January -June)-Final
August 2023
Page | 2
The table below provides an overview of each monitoring tool included in the Semi-Annual Report.
Monitoring
Level Monitoring Tool
Overall
Compliance
Period 1
Overall Compliance
Period 2
Center Level
Monitoring Tools
Daily Facility Safety Checklists 45% 97%
Daily Teacher Playground Checklists 88% 98%
Daily Health & Safety Classroom Checklists 96% 99.9%
Monthly Playground Checklists 66% 99%
Content Area
Level Monitoring
Tools
Child Safety & Transition Monitoring 97% 98%
CACFP Center Monitoring Review (Directly
Operated Only)
95% 97%
Health & Safety Checklists 48% 99%
Onsite Content Area Monitoring Tool 94% 95%
CEU Eligibility Monitoring Tool 83% 90%
CEU Over Income Eligibility Monitoring Tool 83% 92%
Senior Administrative Management (SAM)
Tool
92% 98%
Agency Level
Monitoring Tools
File Review: Need & Eligibility 93% N/A
File Review: Comprehensive Services 85% N/A
File Review: Education 91% N/A
Center Monitoring N/A 93%
Personnel Binder File Review N/A 97%
Infant/Toddler Environment Rating Scale
(ITERS)
*Above 6 N/A
Early Childhood Environmental Rating Scale
(ECERS)
*Above 6 N/A
Home Visiting Program 100% 100%
Head Start Health & Safety Screener 91% N/A
Fidelity Review: Child Nutrition Unit Health
& Safety Monitoring Tool
75% 100%
Classroom Assessment Scoring System
(CLASS)
*Above Average N/A
Curriculum Fidelity: Infant & Toddler N/A 94%
Curriculum Fidelity: Preschool N/A 92%
*ITERS, ECERS, and CLASS observations are not measured by compliance vs. non-compliance, rather scaled by
effectiveness. This is further explained in each of their respective sections below.
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Contra Costa County
Employment & Human Services Department – Community Services Bureau
2022-2023 Ongoing Monitoring Report
Semi-Annual Summary Report (January -June)-Final
August 2023
Page | 3
DAILY FACILITY SAFETY CHECKLIST
About The Tool: The Daily Facility Safety Checklist is an observation tool to ensure the overall
childcare facility space meets the safety component daily. The tool is completed daily by the Site
Supervisor/Manager (or designee) by inputting information directly into the database management
system CLOUDS. The Daily Facility Safety Checklist has ten (10) items to review. The Site Supervisor or
designee will mark non-compliance on an item until issue(s) are resolved.
Successful Outcomes:
Overall compliance: 97%
Compared to 2022-2023 Period 1:
o Overall compliance increased by 25.92%.
o Top three (3) facility safety indictors reported in Period 1 increased in compliance.
o Eight (8) out of ten (10) indicators improved.
o Most improved: Indicator 3, presence of rust, improved by 15%.
o Nine (9) items were under 5%.
There are zero (0) indicators above 25%.
Areas Needing Improvement
Facility Issues: (03) Environments are free of rust
Corrective Actions:
Corrective actions are consistently taken at the site/facility level; no corrective action plan is required.
DAILY TEACHER PLAYGROUND CHECKLIST
About The Tool: The Daily Teacher Playground Safety Checklist is an observation tool to ensure the
playgrounds meet the safety component daily. The tool is completed on daily basis and prior to the
arrival of children by the opening or designated teaching staff by directly inputting into the database
management system CLOUDS. The Daily Teacher Playground Safety Checklist has seven (7) items to
review.
Successful Outcomes:
Overall compliance: 98%
Top three non-compliant items from Period 1 show improvement.
Five centers were 100% compliant, compared to two centers in Period 1.
Areas Needing Improvement
Timeline for correcting non-compliances in CLOUDS.
Boundaries: Fencing or other barrier zone play areas are locked, secure, and in good repair,
including gate latches and alarms.
Corrective Actions:
Corrective actions are consistently taken at the site/facility level; no corrective action plan is required.
DAILY HEALTH & SAFETY CLASSROOM CHECKLIST
About The Tool: The Daily Health & Safety Classroom Checklist is an observation tool to ensure the
classrooms meet the safety component daily. The tool is completed daily and prior to the arrival of
children by the opening or designated teaching staff by inputting into the database management
system CLOUDS. The Daily Health & Safety Classroom Checklist has seventeen (17) items to review.
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Contra Costa County
Employment & Human Services Department – Community Services Bureau
2022-2023 Ongoing Monitoring Report
Semi-Annual Summary Report (January -June)-Final
August 2023
Page | 4
Successful Outcomes:
Overall compliance: 99.9%
All non-compliances occur at a rate of less than 1%.
Areas Needing Improvement
No items from the tool were 100% compliant.
Corrective Actions:
Corrective actions are consistently taken at the site/facility level; no corrective action plan is required.
MONTHLY PLAYGROUND CHECKLIST
About The Tool: The Monthly Playground Safety Checklist is an observation tool to ensure
the playground/outdoor environment meet the safety component. The tool is completed monthly by
the Site Supervisor/manager (or designee) by inputting into the database management system
CLOUDS. The tool has sixteen (16) items to review.
Successful Outcomes:
Overall compliance: 99%
Seven items were 100% complaint during Period 2.
Indicators with non-compliances occur at a rate below 5%.
Areas Needing Improvement
Timeline for addressing concerns regarding rust on playgrounds.
Corrective Actions:
Corrective actions are consistently taken at the site/facility level; no corrective action plan is required.
574
Contra Costa County
Employment & Human Services Department – Community Services Bureau
2022-2023 Ongoing Monitoring Report
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CHILD SAFETY & TRANSITION MONITORING TOOL
About The Tool: The CSB Child Transition & Safety Monitoring tool is an observation tool to ensure
that key health and safety practices are implemented by program staff. This tool was designed to be a
multi-level monitoring tool and is used by the Management Team and Site Supervisors. The tool
contains fifteen (15) items to review.
Successful Outcomes:
Overall compliance: 99.97%
100% compliance in Positive Teacher/Child interactions, showing compliance with Child’s Personal
Rights and Standards of Conduct.
13 centers were 100% compliant, compared to 10 in Period 1.
Areas Needing Improvement
Two indicators over 5% non-compliance rate:
o (14) Safe Environments are evident: clean, no hazards, uncluttered walls (from
postings) and uncluttered tops of shelves (10.5%)
o (7) Classroom Transition Tracking Sheet (or designated form) correctly documents
number of children transitioning (5.3%)
Corrective Actions:
Corrective actions are consistently taken at the site/facility level; no corrective action plan is required.
CHILD & ADULT CARE FOOD PROGRAM (CACFP)
About The Tool: CSB Content Area Manager – Nutrition Manager or Designee conducts the CACFP
Center Monitoring Review of CSB directly operated centers three times a year during the program
year using the Center Monitoring Review Report Tool. The tool contains twenty-three (23) items to
review.
Successful Outcomes:
Overall compliance: 99%
18 of 23 items were 100% compliant, up from 17 during Period 1.
Sites that had previous non-compliances showed correction prior to their follow up visit.
Areas Needing Improvement:
Two sites needed corrective action taken within 60 days of their visit.
o Recommended training includes modeling making a plate & eating with children.
Corrective Actions:
Corrective actions are consistently taken at the site/facility level; no corrective action plan is required.
HEALTH & SAFETY CHECKLIST
About The Tool: The Health & Safety Checklist is an observation tool to ensure the facility is free of
hazards. The tool is completed monthly by the Health Safety Officers (or designee) and quarterly from
Partners by inputting into the database management system CLOUDS. The tool has forty-five (45)
indicators to review for directly operated and thirty-eight (38) indicators to review for Partners.
Successful Outcomes:
Overall Compliance: 99.9%
36 of 45 items had zero non-compliances, up from 27 in Period 1.
Five centers were 100% compliant.
575
Contra Costa County
Employment & Human Services Department – Community Services Bureau
2022-2023 Ongoing Monitoring Report
Semi-Annual Summary Report (January -June)-Final
August 2023
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Areas Needing Improvement:
Two indicators over 5% non-compliance rate:
o (39) Safe Environments are evident: clean, no hazards, uncluttered walls (from postings)
and uncluttered tops of shelves (39.8%)
o (37) The indoor and outdoor of the center are clean and kept free of undesirable and
hazardous materials (i.e. pooled water) (6.3%)
Consistent tool completion at required intervals for all sites.
Corrective Actions:
CSB Corrective Action Plan and Root Cause Analysis is required and will be validated.
ONSITE CONTENT AREA MONITORING TOOL
About The Tool: The CSB On-Site Content Area Monitoring tool is an observation tool to ensure that
program staff implement key comprehensive service practices in the classroom. The tool is completed
quarterly by the Comprehensive Services Management Team (or designee) by inputting information
directly into the database management system CLOUDS. The tool contains thirty-seven (37) items to
review.
Successful Outcomes:
Overall compliance: 94.9%
11 of 37 items were 100% compliant, up from 9 in Period 1.
Seven centers were 100% compliant, up from four in Period 1.
Areas Needing Improvement:
Twelve indicators over 5% non-compliance rate:
o Nine items are related to having current, relevant, and translated materials on Center Licensing
/Parent Boards (indicators 12, 14, 11, 09, 04, 10, 30, 36, 13)
o Other indicators over 5% include:
IFSPs/IEP’s are on file for children who have one.
All medication is current and stored with dose instructions from the medical provider.
Timely follow up is evident for children who have an active referral for disabilities.
Corrective Actions:
Corrective actions are consistently taken at the site/facility level; no corrective action plan is required.
CENTRALIZED ENROLLMENT UNIT (CEU) ELIGIBILITY MONITORING TOOL
About The Tool: The Centralized Enrollment Unit (CEU) Eligibility File Monitoring tool is an
observation tool to ensure child meets eligibility and need for Federal and State guidelines. The tool is
completed by CEU's Comprehensive Services Assistant Manager or designee. Four (4) files are
reviewed monthly, and information is saved directly into the database management system CLOUDS.
The tool contains eight (8) indicators to review.
Successful Outcomes:
Overall Compliance: 90%
2 Centers that were monitored were 100% compliant.
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Contra Costa County
Employment & Human Services Department – Community Services Bureau
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Areas Needing Improvement:
Five (5) out of eight (8) indicators have non-compliance rates over 5%
o Two (2) of those indicators have non-compliance rates over 20%
Corrective Actions:
Corrective actions are consistently taken at the site/facility level; no corrective action plan is required.
CENTRALIZED ENROLLMENT UNIT (CEU) OVER-INCOME FILE MONITORING TOOL
About The Tool: The Centralized Enrollment Unit (CEU) Over-Income Eligibility Monitoring tool is an
observation tool to ensure that child meets income eligibility. The tool is completed on files that
exceed the Federal Poverty Level by the ERSEA Analyst (or designee) by inputting information directly
into the database management system CLOUDS. The tool contains four (4) items to review. Some of
the items indicate top five (5) areas of non-compliance from 2022 QMU Need & Eligibility Monitoring,
Period 2.
Successful Outcomes:
Overall compliance: 92%
Eight (8) out of eleven (11) centers that were monitored were 100% compliant.
Areas Needing Improvement:
One indicator had a non-compliance rate over 10%:
o (3) All areas of income worksheet are completed, correct, and signed (13.6%)
Corrective Actions:
Corrective actions are consistently taken at the site/facility level; no corrective action plan is required.
SENIOR ADMINISTRATIVE OBSERVATION TOOL
About The Tool: The Sr. Administration Observation Monitoring tool is an observation tool to ensure
that program staff implement components related to cleanliness of facilities, active supervision, and
teacher/child interactions. The tool is completed by the Sr. Administration Team (or designee) that
consists of Division Managers, Deputy Director, and Interim Bureau Director, by inputting information
directly into the database management system CLOUDS. The tool contains seventeen (17) items to
review.
Successful Outcomes:
Overall Compliance: 98%
Seven (7) centers that were observed were 100% compliant, up from two (2) centers in Period 1.
Eleven (11) of seventeen (17) items were 100% compliant, up from 4 items in Period 1.
Areas Needing Improvement:
Four indicators had non-compliance rates at or over 5%:
o (11) Parent Board current (15%)
o (10) Classroom & common areas are free of clutter (7.5%)
o (8) White boards utilized properly (5%)
o (14) Schedules are posted/followed (5%)
Corrective Actions:
Corrective actions are consistently taken at the site/facility level; no corrective action plan is required.
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Contra Costa County
Employment & Human Services Department – Community Services Bureau
2022-2023 Ongoing Monitoring Report
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*NEED & ELIGIBILITY (Period 1)
About The Tool: Quality Management Unit (QMU) reviews a random selection of five (5) newly
enrolled children (if available), in the current program year, per funding model for each center using
the Need & Eligibility Compliance Monitoring Tool. The tool contains twenty-four (24) items to review
in each file.
Successful Outcomes:
Overall compliance is 93.5%
Two (2) centers were 100% compliant.
Compared to 2021-2022 Period 2:
o Top 3 non-compliances in 2021-2022 Period 2 increased in compliance.
o Most improved: Indicator 7 improved by 9.65%
o There are zero (0) indicators above 25%
o 11 items improved.
Areas Needing Improvement:
Highest non-compliance item: (04) (L) Admission Agreement is in file/CLOUDS, complete, signed,
updated, and hours match CLOUDS, (S) NOA, and (S) CD 9600/9600S.
Corrective Actions:
Corrective actions taken at site level and no corrective action plan is required.
*COMPREHENSIVE SERVICES (Period 1)
About The Tool: The Quality Management Unit reviews ten (10) newly enrolled children (if available),
in the current program year, per Comprehensive Services Clerk using the Comprehensive Services
Compliance Monitoring Tool. The tool consists of areas related to Health (Oral and Physical),
Nutrition, Mental Health, Disabilities, Family Engagement, For Partners and Delegate, the
Comprehensive Services Compliance Monitoring Tool has been individualized. Therefore, the number
of items to review in each tool, varies from 18-78 indicators. Percentile of compliance relates to the
specific monitoring tool used for each center.
Successful Outcomes:
Overall Compliance is 84.94%
One Center out of seventeen was 100% compliant with the tool
Compared to 2021-2022 Period 2:
o The top two non-compliances increased in compliance by approximately 34%
o Decreased number of Corrective Action Plans by 4.
Areas Needing Improvement:
Consistent completion and electronic entry of forms pertaining to Health, Immunization, and
Emergency Contact Information
Corrective Actions:
Corrective Action Plan and Root Cause Analysis is required and will be validated.
*EDUCATION (Period 1)
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Contra Costa County
Employment & Human Services Department – Community Services Bureau
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About The Tool: Quality Management Unit (QMU) reviews a random selection of five (5) newly
enrolled children (if available), in the current program year, per classroom for each center
using the Education Compliance Monitoring Tool. For Partners and Delegate, the Education
Compliance Monitoring Tool has been individualized. Therefore, the number of items to review in
each tool, varies.
Successful Outcomes:
Overall Compliance is 90.88%
Six items were 100% compliant
Compared to 2021-2022 Period 2, the top three non-compliances increased in compliances by
above 25%
Areas Needing Improvement:
Consistent completion and electronic entry of forms pertaining to Initial Home Visit, ASQ-SE, and
ASQ3
Corrective Actions:
Corrective Action Plan and Root Cause Analysis is required and will be validated.
*This program year CSB moved to revise the file review procedures and through this has utilized the second
monitoring period to pilot revised tools and procedures re file monitoring. While file reviews did occur, the data
varied due to multiple tool revisions over the monitoring period.
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Contra Costa County
Employment & Human Services Department – Community Services Bureau
2022-2023 Ongoing Monitoring Report
Semi-Annual Summary Report (January -June)-Final
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CENTER MONITORING
About The Tool: The Quality Management Unit conducts Center Monitoring in all centers and
observes thirty percent of classrooms during the program year using the Center Monitoring Tool. This
tool observes multiple areas of classroom and facility health & safety, active supervision, and file
review. The tool contains thirty-six (36) indicators to review.
Successful Outcomes:
Overall compliance: 92.5%
Eleven (11) out of thirty (30) centers were 100% compliant with the tool.
Compared Program Year 2021-2022:
• Overall compliance increased by 2.54%
• Top three (3) Center Monitoring Indicators reported in 2021-2022 increased in
compliance.
• Nine (9) out of thirty (30) centers increased in compliance.
• Twenty-Two (22) out of thirty-six (36) indicators increased in compliance.
• Most improved indicator by 31.94%: 24, Site Parent Committee meets monthly -
minutes & agendas are available and posted.
Areas Needing Improvement:
5 items were above 25% Non-Compliant:
o 23, Parent interest surveys tallied & top 10 are presented at Parent Committee
Meetings.
o 36, Staff personnel binders are current and up to date with all required documents.
o 14, Children brush teeth w/breakfast for AM classes, w/lunch for PM and Full-Day
classes (schedule changes will require AD approval).
o 15, Toothbrushes are stored in clean covered holders, not touching each other and are
handled in a sanitary manner.
o 22, Health & Safety Checklist conducted monthly for Directly Operated or quarterly for
Partners.
Corrective Actions:
CSB Corrective Action Plan and Root Cause Analysis is required and will be validated.
PERSONNEL BINDER
About The Tool: The Quality Management Unit conducts a random selection of Personnel Binder
once a year, using the Personnel Binder Monitoring Tool. The tool contains seventeen (17) indicators
to review in each personnel binder.
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Contra Costa County
Employment & Human Services Department – Community Services Bureau
2022-2023 Ongoing Monitoring Report
Semi-Annual Summary Report (January -June)-Final
August 2023
Page | 11
Successful Outcomes:
Overall % compliance: 92.50%
Seven (7) out of forty-one (41) Personnel Binders were 100% compliant.
Nine (9) out of seventeen indicators were 100% compliant.
Compared to Program Year 2021-2022:
o Overall compliance increased by 3.7%
o Nine (9) out of seventeen (17) indicators improved.
o Most improved indicator by 20.59%: 16, Mandated Reporter - General Child Care Training.
Every two years
o No Corrective Action Plan is required this Program Year compared to last Program Year
with two.
Areas Needing Improvement:
Two indicators had a non-compliance rate above 5%
o Mandated reporter training, every to years (19.5%)
o Mandated Reporter- General Child Care Training, every two years (7.3%)
While documentation of these items was not present in the on-site file as
required, it is not indicative that the training has not been completed.
Corrective Actions:
Corrective actions are consistently taken at the site/facility level; no corrective action plan is required.
INFANT/TODDLER ENVIRONMENT RATING SCALE (ITERS) (Period 1)
About The Tool: The Quality Management Unit conducts observations in infant/toddler classrooms
using the Infant/Toddler Environment Rating Scale (ITERS) once per year for 30% of infant/toddler
classrooms. The ITERS is a tool used to evaluate the overall quality of infant/toddler care programs.
This tool contains thirty-three (33) indicators in six (6) sub-scales focused on space and furnishings,
personal care routines, languages and books, activities, interaction, and program structure. Items are
rated on a scale of 1-7, with a score of six to seven being excellent.
Successful Outcomes:
Overall scoring average for the county is 6 (excellent).
All sites scored five (5) or higher for each subscale.
Areas Needing Improvement:
No areas to improve.
Corrective Actions:
No corrective action plan is required.
EARLY CHILDHOOD ENVIRONMENT RATING SCALE (ECERS) (Period 1)
About The Tool: The Quality Management Unit conducts observations in infant/toddler classrooms
using the Early Childhood Environment Rating Scale (ECERS) once per year for 30% of preschool
classrooms. The ECERS is a tool used to evaluate the overall quality of early care and preschool
programs. This tool contains forty-three (43) indicators in seven (7) sub-scales focused on space and
furnishings, personal care routines, language-reasoning, activities, interaction, program structure, and
parents and staff. Items are rated on a scale of 1-7, with a score of six to seven being excellent.
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Employment & Human Services Department – Community Services Bureau
2022-2023 Ongoing Monitoring Report
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August 2023
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Successful Outcomes:
Overall scoring average for the county is 6 (excellent).
All sites scored five (5) or higher for each subscale.
Areas Needing Improvement:
No areas to improve.
Corrective Actions:
No corrective action plan is required.
HOME BASED – SOCIALIZATION & HOME VISIT
About The Tool: The Quality Management Unit conducts a home visit and a socialization observation
once a Period to the Home Based Program that is subcontracted through an agency. The Home Visit
Observation Checklist includes a set of ten (10) items to observe between the home educator and the
family that includes, family’s well-being, home visitor modeling or encouraging the parents use of an
E-Parenting strategy, etc. The Home Based Socialization Checklist includes nine (9) items to observe.
Items observed during socialization include on whether parents were engaged in planning the
socialization, activities foster peer conversation and other social-emotional development skills, to
support children’s school readiness, etc.
Successful Outcomes:
The Socialization & Home Visit continues to meet all indicators with 100% compliant.
Areas Needing Improvement:
No areas to improve.
Corrective Actions:
No corrective action plan is required.
HEAD START HEALTH & SAFETY SCREENER (Period 1)
About The Tool: The Quality Management Unit conducts the Head Start Health & Safety Screener
monitoring in all centers during the program year using the Head Start Health & Safety Screener Tool.
The tool contains sixty-five (65) items to review.
Successful Outcomes:
Overall Compliance with the monitoring tool is 91%.
5 Centers that were monitored were 100% compliant with the tool.
11 of 65 items were 100% compliant.
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Employment & Human Services Department – Community Services Bureau
2022-2023 Ongoing Monitoring Report
Semi-Annual Summary Report (January -June)-Final
August 2023
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Areas Needing Improvement:
6 items were above 25% Non-Compliant:
o 33, Agency or FCC Home maintains current parent or guardian and emergency contact list.
Staff carry list on field trips and during evacuations.
o 26, Emergency supplies, including parent and emergency contact information, first aid kits,
and fire safety supplies are readily accessible to staff.
o 1, All areas are safe, clean, and free from pests.
o 38, Premises are kept free of undesirable and hazardous materials and conditions. Indoor
and outdoor premises are inspected prior to each use by children.
o 49, Complete background checks are conducted for all staff at least once every five years
unless there is a more stringent system to ensure child safety; health exams must be
periodically completed as recommended and required by state, tribal, or local
requirements.
Timeline for correcting non-compliances in CLOUDS
Corrective Actions:
Corrective Action Plans and Root Cause Analysis is required and will be validated.
CHILD NUTRITION UNIT (CNU) DAILY FACILITY CHECKLIST
About The Tool: The Quality Management Unit conducts the Child Nutrition Unit Health & Safety
monitoring of CSB Central Kitchen located at Brookside Center, in the program year using the CNU
Health & Safety Monitoring Tool that the unit uses on a daily basis. The tool contains twenty-two (22)
items to review.
Successful Outcomes:
All indicators validated show 100% compliance
Areas Needing Improvement:
o No areas to improve.
Corrective Actions:
No corrective action plan is required.
CLASSROOM ASSESSMENT SCORING SYSTEM (CLASS)
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About The Tool: The Quality Management Unit (QMU) conducts CLASS monitoring to a sample of
preschool classrooms using the CLASS Tool. The Classroom Assessment Scoring System (CLASS®) is an
observation instrument that assesses the quality of teacher-child interactions in center-based
preschool classrooms. CLASS® includes three domains or categories of teacher-child interactions that
support children's learning and development: Emotional Support, Classroom Organization, and
Instructional Support. CLASS® is scored by trained and certified observers using a specific protocol.
Following their observations of teacher-child interactions, CLASS® observers rate each dimension on a
7-point scale, from low to high.
• Scores of 1-2 mean the quality of teacher-child interactions is low. Classrooms in which there
is poor management of behavior, teaching that is purely rote, or that lack interaction between
teachers and children would receive low scores.
• Scores of 3-5, the mid-range, are given when classrooms show a mix of effective interactions
with periods when interactions are not effective or are absent.
• Scores of 6-7 mean that effective teacher-child interactions are consistently observed
throughout the observation period.
Corrective Actions:
Corrective actions taken at site level and no corrective action plan is required.
CURRICULUM FIDELITY- INFANT/TODDLER
About The Tool: The Quality Management Unit conducts classroom observations to ensure teachers
and caregivers are implementing the Head Start approved and research-based curriculum Creative
Curriculum. Creative curriculum supports the development of the whole child in the areas of daily
routines and meaningful learning experiences in mathematics, language and literacy, cognitive and
physical development, science and technology, the arts, social studies, English-language acquisition,
and social-emotional development. The tool contains seventeen (17) items to review. The tool is
scored by subscales in low, medium or high fidelity. High fidelity is considered anything over 90%.
Successful Outcomes:
Overall compliance: 94%
The compliance rating shows that classrooms are implementing curriculum according to the
standards as researched.
Areas Needing Improvement:
The subscale of “Use” of the tool is rated 77%, which is medium fidelity.
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Corrective Actions:
No corrective action plan is required.
CURRICULUM FIDELITY- PRESCHOOL
About The Tool: The Quality Management Unit conducts classroom observations to ensure teachers
and caregivers are implementing the Head Start approved and research-based curriculum Creative
Curriculum. Creative Curriculum supports the development of inquiry, exploration, and discovery as
the foundation of all learning and delivers academic rigor alongside social-emotional development
and cognitive development. The tool contains eighteen (18) items to review. The tool is scored by
subscales in low, medium or high fidelity. High fidelity is considered anything over 90%.
Successful Outcomes:
Overall Compliance: 92%
The compliance rating shows that classrooms are implementing curriculum according to the
standards as researched.
Areas Needing Improvement:
The subscale of “Physical Environments” of the tool is rated 84%, which is medium fidelity.
Corrective Actions:
No corrective action plan is required.
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CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:23-409 Agenda Date:9/19/2023 Agenda #:C.1.
To:Board of Supervisors
From:Greg Baer, Director of Airports
Report Title:Approval of Consent to Assignment between the County, Buchanan Fields Golf Course, Inc., and
Buchanan Fields Golf Club, LLC
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Director of Airports, or his designee, to execute on behalf of the County, a consent to
assignment of the lease between the County and the current tenant, Buchanan Fields Golf Course, Inc., and the new
tenant, Buchanan Fields Golf Club, LLC, to assign the lease of a County-owned property located at 1091 Concord
Avenue, Concord.
FISCAL IMPACT:
The Airport Enterprise Fund will continue to receive lease payments and other revenues provided for in the lease.
Separately, the County’s General Fund will continue to receive sales tax and possessory interest tax revenues resulting
from the lease and the facility’s ongoing business operations.
BACKGROUND:
In October of 1991, the County entered into a ground lease with Buchanan Fields Golf Course, Inc., (Tenant) for property
at Buchanan Field Airport located at 1091 Concord Avenue. Since lease inception, the Tenant has operated a public golf
course at the site. Earlier this year, Tenant entered into an asset purchase agreement with Buchanan Fields Golf Club,
LLC, (Golf Club) for the sale of Tenant’s assets, including the ground lease, to Golf Club. In accordance with the lease,
the proposed assignment to Golf Club requires the County’s consent.
Golf Club is a newly formed limited liability company that intends to continue to operate a golf course at the leased
property. Because this is a newly established company without an established financial history, two members of Golf
Club are personally guarantying the financial obligations of Golf Club under the lease for five years.
Over the last several months, Airports staff have met with Golf Club ownership to discuss their business plan, anticipated
capital improvements/expenditures, and marketing ideas. Although not an obligation under the lease, ownership has
committed to partnering with the Airports Division as much as possible by developing and implementing aviation themes
and marketing into their facility. Given the financial commitment of the ownership team, their experience with these types
of transactions, as well as their willingness to partner with the County, staff is recommending approval of the assignment.
CONSEQUENCE OF NEGATIVE ACTION:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 1 of 2
powered by Legistar™594
File #:23-409 Agenda Date:9/19/2023 Agenda #:C.1.
The County will not consent to the assignment of the lease by Buchanan Fields Golf Course, Inc., and the lessee operating
the golf course will remain the same.
☒Recommendation of the County Administrator
☐ Recommendation of Board Committee
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 2
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Page 1 of 3
CONSENT TO ASSIGNMENT
This Consent to Assignment (“Consent”) is dated as of October 12, 2023, and is
between the COUNTY OF CONTRA COSTA, a political subdivision of the State of California
(“County”), BUCHANAN FIELDS GOLF COURSE, INC., a California corporation
(“Assignor”), and BUCHANAN FIELDS GOLF CLUB, LLC, a California limited liability
company (“Assignee”).
RECITALS:
A. The County and Assignee are parties to lease dated October 1, 1991, pursuant to
which, Assignor is leasing from the County that portion of Buchanan Field
Airport commonly known as 1901 Concord Avenue, Concord, California (the
“Lease”).
B. Assignor and Assignee are parties to an Asset Purchase Agreement dated August
8, 2023, under which it is the parties’ intent that all of Assignor’s assets, including
the Lease, be sold to Assignee. To carry out the sale of the Lease, all of
Assignor’s right, title and interest in, to and under the Lease would be assigned to
Assignee (the “Assignment”). Under the terms of Section 16.A of the Lease, any
assignment of the Lease requires the prior written consent of the County.
C. The County is willing to grant its consent to the Assignment on the terms set forth
herein.
The County, Assignee and Assignor therefore agree as follows:
AGREEMENT
For good and valuable consideration, the receipt and legal sufficiency of which
are hereby acknowledged, the County, Assignor and Assignee hereby confirm and agree
as follows:
1. Defined Terms. Capitalized terms not otherwise defined herein have the meaning
ascribed to them in the Lease.
2. Representations and Warranties of Assignor and Assignee.
Each of Assignor and Assignee represent and warrant that:
a. Assignee’s intended use of the Premises is the same as the Assignor’s
intended use of the Premises and is not inconsistent with the use permitted
under the Lease and will not require alteration of the Premises.
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b. Assignee’s intended use of the Premises will not increase the hazardous
substance liability to the Premises and will not otherwise adversely affect the
County’s interest in the Premises.
c. Assignee is capable of operating a commercial business as contemplated by
the terms of the Lease and its owner has business experience and management
ability that is equal to or greater than that of Assignor.
d. Assignee’s financial condition is sufficient to support the obligations of
Lessee under the Lease and any encumbrances secured by the Lease.
e. The Assignment will not result in a reduction in Ground Rent paid under the
Lease.
f. Assignor and Assignee have the legal right and authority to enter into this
Consent and each has received all necessary approvals to do so.
3. Consent of County.
a. In reliance on the representations and warranties of Assignor and Assignee set
forth herein, and subject to the execution and delivery of the Guaranty, the
County consents to the Assignment.
b. On the effective date of the Assignment, Assignor is fully released from all
rights and obligations under the Lease.
c. This Consent does not amend the Lease. If there is any confusion or
contradiction between any term of the Lease and this Consent, the terms of the
Lease will prevail.
4. Assumption. Assignee hereby assumes all of Assignor’s obligations under the Lease,
including the obligation to pay rent when due and to pay any amounts outstanding
under the Lease, including any amount that accrued prior to the effective date of the
Assignment.
5. Governing Law. This Consent is governed by the laws of the State of California,
with venue in the Superior Court of the County of Contra Costa.
6. Survival. The provisions of this Consent shall survive both the execution and
delivery of this Consent.
7. Notices. From and after the effective date of this Consent, all notices given to Tenant
under the Lease will be mailed to:
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COUNTY OF CONTRA COSTA
GUARANTY OF LEASE
This Guaranty of Lease (“Guaranty”) is dated __, 2023, and is by MARY DODGE and
MICHAEL DODGE (jointly and severally referred to as “Guarantor”), for the benefit of the
COUNTY OF CONTRA COSTA, a political subdivision of the State of California (the “County”).
RECITALS
A. The County owns and operates Buchanan Field Airport, a public airport located in
Concord, California (the “Airport”).
B. Approximately 41 acres of the Airport is being leased by the County to Buchanan Fields
Golf Course, Inc., a California corporation (“Tenant”), pursuant to a lease dated October
1, 1991 (the “Lease”). The premises that is the subject of the Lease is commonly known
as 1091 Concord Avenue.
C. Subject to receipt of the written consent of County, the owners of Tenant have agreed to
sell their ownership interest in Tenant to Buchanan Fields Golf Club, LLC, a California
limited liability company (“Buyer”), pursuant to an Asset Purchase Agreement dated
August 8, 2023. Buyer is owned by four members. Guarantor is a member of Buyer and
will derive material benefit from the Consent, as defined below.
D. In accordance with the Lease, the sale of an ownership interest in Tenant is a voluntary
assignment of the Lease and requires the County’s prior written consent.
E. Simultaneous with the execution of this Guaranty, Tenant, County and Buyer are entering
into a Consent to Assignment of Lease (the “Consent”), under which the County is
consenting to the acquisition of Tenant by Buyer and the assignment of the Lease to
Buyer.
F. The County would not enter into the Consent in the absence of this Guaranty.
NOW THEREFORE, as a material inducement to County to enter into the Consent,
Guarantor hereby:
1. Unconditionally and irrevocably guarantees the prompt payment by Tenant of all rents and
other sums payable by Tenant under the Lease through October 11, 2028 (the “Expiration
Date”), and the faithful and prompt performance by Tenant of each and every one of the
terms, conditions and covenants of the Lease to be kept and performed by Tenant up to and
including the Expiration Date, together with the full and prompt payment of any and all costs
and expenses related to the enforcement of this Guaranty, including, without limitation,
reasonable attorneys’ fees.
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2
2. Agrees that County may from time to time, without notice to Guarantor, which notice is
hereby waived, amend, extend, waive, renew or compromise the Lease, in whole or in part,
without releasing, extinguishing or affecting in any manner whatsoever the liability of
Guarantor hereunder, the foregoing acts being hereby consented to by Guarantor. This is a
continuing and unlimited guaranty and Guarantor waives the benefits of the provisions of
section 2815 of the California Civil Code, but nothing in this paragraph extends the
Expiration Date.
3. Agrees that possession of this Guaranty by County is conclusive evidence of the due
execution and delivery of this Guaranty by Guarantor.
4. Agrees that this Guaranty is binding on the legal representatives, successors and assigns of
Guarantor, and inures to the benefit of County, its successor, assigns and legal
representatives.
5. Agrees that Guarantor may be joined in any action or proceeding commenced against the
Tenant in connection with or based on the Lease and recovery may be had against Guarantor
in any such action or proceeding or in any independent action or proceeding against
Guarantor, should the Tenant fail to duly and punctually pay and perform any of the
obligations of the Lease without any requirement that County first assert, prosecute or
exhaust any remedy or claim against the Tenant.
6. Agrees that this Guaranty will be deemed to be a contract made under and pursuant to the
laws of the State of California and is governed by the laws of the State of California; and that
wherever possible, each provision of this Guaranty will be interpreted in such manner as to
be effective and valid under applicable law, but if any provision of this Guaranty is
prohibited or invalid under applicable law, such provision will be ineffective only to the
extent of such prohibition or invalidity without invalidating the remainder of such provision
or the remaining provisions of this Guaranty.
7. Agrees that the liability of Guarantor and all rights, powers, and remedies of County under
this Guaranty and under any other agreement now or at any time hereafter in force between
County and Guarantor relating to the Lease are cumulative and not alternative, and such
rights, powers, and remedies are in addition to all rights, powers, and remedies given to
County by law or in equity.
8. Agrees that no failure on the part of County to exercise, and no delay in exercising, any right
or remedy hereunder will operate as or constitute a waiver thereof; nor will any single or
partial exercise of any right or remedy hereunder preclude any other or further exercise
thereof or the exercise of any other right or remedy granted hereby or by any related
document or by law.
9. Agrees that (i) Guarantor has received legal and adequate consideration for the execution of
this Guaranty and has executed and delivered this Guaranty to County in good faith in
exchange for reasonably equivalent value, (ii) the Guarantor is not presently insolvent and
606
3
will not be rendered insolvent by virtue of the execution and delivery of this Guaranty, (iii)
the Guarantor has not executed or delivered this Guaranty with actual intent to hinder, delay
or defraud the Guarantor’s creditors, and (iv) the County has entered into the Consent in
reliance on this Guaranty.
10. Agrees that, unless otherwise notified by Guarantor, a copy of any notices from County to
Guarantor under this Guaranty is to be sent to Guarantor at the following addresses:
Mary Dodge
1952 Nicolette Court
Martinez, CA 94553-2645
Michael Dodge
2334 Sweetwater Drive
Martinez, CA 94553
11. Agrees that, if more than one person executes this Guaranty, the obligations of those persons
under this Guaranty are joint and several. The County, in its sole and absolute discretion,
may (a) bring suit against Guarantor, or any one or more of the persons constituting
Guarantor, and any other Guarantor, jointly and severally, or against any one or more of
them; (b) compromise or settle with Guarantor, any one or more of the persons constituting
Guarantor, or any other Guarantor, for such consideration as the County may deem proper;
(c) release one or more of the persons constituting Guarantor, or any other Guarantor, from
liability; and (d) otherwise deal with Guarantor and any other Guarantor, or any one or more
of them, in any manner, and no such action will impair the rights of the County to collect
from Guarantor any amounts guaranteed by Guarantor under this Guaranty.
NOTWITHSTANDING ANYTHING TO THE CONTRARY CONTAINED HEREIN, effective
as of the first day immediately following the Expiration Date, this Guaranty will automatically
become null and void and of no further force or effect, except with respect to any claims that
arise on or before the Expiration Date.
This Guaranty is being executed on the date set forth in the introductory paragraph.
GUARANTOR
By: ________________________________
Mary Dodge
By: ________________________________
Michael Dodge
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STATE OF CALIFORNIA )
)
COUNTY OF CONTRA COSTA )
On ____________ __, 20__, before me, ______________________, Notary Public, personally
appeared, _________________________who proved to me on the basis of satisfactory evidence
to be the person(s) whose name is subscribed to the within instrument and acknowledged to me
that he/she/they executed the same in his/her/their authorized capacity, and that by his/her/their
signature on the instrument the person, or the entity upon behalf of which the person acted,
executed the instrument.
I certify UNDER PENALTY OF PERJURY under the laws of the State of California that the
foregoing paragraph is true and correct.
WITNESS my hand and official seal.
Signature ________________________________ (seal)
A Notary Public or other officer completing this certificate verifies only the identity of the individual who signed the docu ment
to which this certificate is attached, and not the truthfulness, accuracy, or validity of that document.
608
5
STATE OF CALIFORNIA )
)
COUNTY OF CONTRA COSTA )
On ____________ __, 20__, before me, ______________________, Notary Public, personally
appeared, _________________________who proved to me on the basis of satisfactory evidence
to be the person(s) whose name is subscribed to the within instrument and acknowledged to me
that he/she/they executed the same in his/her/their authorized capacity, and that by his/her/their
signature on the instrument the person, or the entity upon behalf of which the person acted,
executed the instrument.
I certify UNDER PENALTY OF PERJURY under the laws of the State of California that the
foregoing paragraph is true and correct.
WITNESS my hand and official seal.
Signature ________________________________ (seal)
A Notary Public or other officer completing this certificate verifies only the identity of the individual who signed the docu ment
to which this certificate is attached, and not the truthfulness, accuracy, or validity of that document.
609
CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:RES 23-557 Agenda Date:9/19/2023 Agenda #:C.2.
To:Board of Supervisors
From:Marla Stuart, Employment and Human Services Director
Report Title:Recognizing EHSD Department Staff for 20+ Years of Service
RECOMMENDATIONS:
ADOPT Resolution No. 23-557 recognizing Employment and Human Services Department Staff for 20+ Years
of Service in 2023, as recommended by the Employment and Human Services Director.
FISCAL IMPACT:
None.
BACKGROUND:
See Resolution.
CONSEQUENCE OF NEGATIVE ACTION:
N/A
☒Recommendation of the County Administrator
☐ Recommendation of Board Committee
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/15/2023Page 1 of 3
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File #:RES 23-557 Agenda Date:9/19/2023 Agenda #:C.2.
The Board of Supervisors of Contra Costa County, California
IN THE MATTER OF Contra Costa County Service Awards
Proclamation Recognizing EHSD Staff for 20+ Years of Service in 2023
WHEREAS,Contra Costa County Employment and Human Services Department (EHSD)recognizes and
congratulates staff members who have achieved 20+ years of service during 2023; and
WHEREAS,Vondell Renee Hamilton,Gyrlenn Ertmer,and Mercedes Jaime have each reached 35 years of
service as Contra Costa County employees; and
WHEREAS,Sandra Zepeda-Lopez,Louis Sonico,La Chawn Robinson,and Carmen Castillo-Valladares have
achieved the milestone of 30 years of service in Contra Costa County; and
WHEREAS,Michelle Ceelen,Kathryn Nakasone,Lynnette Watts,Bobby Stange,Rodney Dixon,Reni
Radeva,James Camacho,Tim Stiles,Yesenia Valdivia,Sandra Wall,Lashonda Wallace,Roslyn Gentry,Sandra
Clark,Michele Colbert,Teri Howe,Amber Tillman,Amy Drenik,Shelly Lynn Lunas,Kimberley Miles,
Patricia Perez,Janeth Ramos,Yvonne Ybañez,Celeste Dubay,Kasandra Knox,Rumita Raj,and Jay Godofredo
Rivera, Jr., have achieved the milestone of 25 years of service in Contra Costa County; and
WHEREAS,Ma Teresita Saavedra,Terri Rose,Uju Chimara,Adriana Diaz,Monica Montano,Karla Davis,
and David Gomez have each achieved the milestone of 20 years of service in Contra Costa County; and
WHEREAS,our Contra Costa County Employment and Human Services Department (EHSD)staff members
embody our mission to ensure that our community members have access to resources that support,protect,and
empower individuals and families to achieve self-sufficiency; and
WHEREAS,our longtime public servants exemplify EHSD’s core values of promoting organizational
excellence,delivering an exceptional customer experience,openly communicating,embracing change,
practicing ethical behavior, and respecting diversity in the work they perform every day.
CONTRA COSTA COUNTY Printed on 9/15/2023Page 2 of 3
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File #:RES 23-557 Agenda Date:9/19/2023 Agenda #:C.2.
NOW,THEREFORE,BE IT RESOLVED:that the Contra Costa Board of Supervisors recognize these
employees for their 20+years of valuable contributions to Contra Costa County community members,EHSD
customers and colleagues, and appreciated for their dedicated service over the years.
CONTRA COSTA COUNTY Printed on 9/15/2023Page 3 of 3
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CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:RES 23-566 Agenda Date:9/19/2023 Agenda #:C.3.
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Recognizing Fowzia Younos for her 30 years of services to Contra Costa County.
RECOMMENDATIONS:
ADOPT Resolution No. 23-566 recognizing Fowzia Younos for her 30 years of service to Contra Costa County,
as recommended by the Director of Health Services.
FISCAL IMPACT:
None.
BACKGROUND:
See Resolution
CONSEQUENCE OF NEGATIVE ACTION:
N/A
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED: September 19, 2023
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/15/2023Page 1 of 3
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File #:RES 23-566 Agenda Date:9/19/2023 Agenda #:C.3.
The Board of Supervisors of Contra Costa County, California
IN THE MATTER OF:
Honoring Fowzia Younos upon the occasion of 30 years of service with Contra Costa Health Services
WHEREAS,Fowzia Younos began her career with Contra Costa County as a Clerk-Experienced Level in the Health
Services on May 10, 1993. Ms. Younos advanced to Clerk-Senior Level in 2007 and then transferred to Medical
Staff Coordinator in the Medical Staff Office at Contra Costa Regional Medical Center in 2018, where she currently
remains today; and
WHEREAS, the staff celebrates Ms. Younos’s contributions to performing her duties in accordance with the values
of the Contra Costa County Health Services Mission Statement through her dedicated work performance and
outstanding work ethic; and
WHEREAS,Ms.Younos has efficiently and effectively provided support to the Medical Department Leadership
Team,Medical Committee Chairpersons,the Family Residency Program,and the Medical Staff Credential Program
in a way that supports Contra Costa Health Services’ Commitment to Service Excellence; and
WHEREAS, Ms. Younos exhibits a professional manner in her daily work performance and she is respectful and
courteous to all and brings to work each day a positive, team focused work ethic; and
WHEREAS, Ms. Younos has been a beneficial resource to new and long term employees of the Medical Staff
Office. She consistently demonstrates a genuine concern for the community and its residents; and
WHEREAS, Ms. Younos has been a cherished member of the Ethics Committee, since 2007, and is described as a
warm, kind, humble, reflective person who ensures that the committee values differences in religious, spiritual and
cultural viewpoints that guide medical-decision making and policy formation;
NOW,THEREFORE,BE IT RESOLVED,that Fowzia Younos be recognized and thanked for her 30 years of public
service to the Contra Costa Health Services Department,and for her dedication of work and invaluable
contributions.
_________________________________
JOHN GIOIA
CONTRA COSTA COUNTY Printed on 9/15/2023Page 2 of 3
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File #:RES 23-566 Agenda Date:9/19/2023 Agenda #:C.3.
Chair, District I Supervisor
___________________________________ ___________________________________
CANDACE ANDERSON DIANE BURGIS
District II Supervisor District III Supervisor
______________________________________________________________________
KEN CARLSO FEDERAL 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: September 19, 2023
Monica Nino, County Administrator
By _____________________________, Deputy
CONTRA COSTA COUNTY Printed on 9/15/2023Page 3 of 3
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CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:RES 23-558 Agenda Date:9/19/2023 Agenda #:C.4.
To:Board of Supervisors
From:John Gioia, District I Supervisor
Report Title:Proclaiming September 2023 as Hunger Action Month.
RECOMMENDATIONS:
Approve Resolution Proclaiming September 2023 Hunger Action Month.
FISCAL IMPACT:
N/A
BACKGROUND:
September 2023 is Hunger Action Month in many jurisdictions nationwide.
CONSEQUENCE OF NEGATIVE ACTION:
N/A
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 1 of 2
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File #:RES 23-558 Agenda Date:9/19/2023 Agenda #:C.4.
The Board of Supervisors of Contra Costa County, California
IN THE MATTER OF declaring September 2023 Hunger Action Month
WHEREAS, hunger and poverty are issues of vital concern in California where 20% of people face hunger in
California and for every 1 in 4 people served in Contra Costa County, a quarter are children and seniors; and
WHEREAS, everyone needs nutritious food to thrive, and in every community in America, people are working
hard to provide for themselves and their families-yet in 2021, 34 million people-1 in 10-including 9 million
children-1 in 8-faced food insecurity in the U.S.
WHEREAS, Contra Costa County is committed to taking steps to combat hunger in every part of our
community and to provide additional resources that those in Contra Costa County need.
WHEREAS, Contra Costa County is committed to working with The Food Bank of Contra Costa and Solano, a
member of the Feeding America® nationwide network of food banks, in educating people about the role and
importance of food banks in addressing hunger and raising awareness of the need to devote more resources and
attention to hunger issues; and
WHEREAS, more than 1 in 4 individuals in Contra Costa County rely on food provided by the members of the
Food Bank of Contra Costa and Solano monthly
WHEREAS, the members of the Food Bank of Contra Costa and Solano distributes more than 2 million pounds
of food each month through its network of food pantries, soup kitchens, shelters, and other community
organizations; and
WHEREAS, the month of September has been designated “Hunger Action Month” in order to bring attention to
food insecurity in our communities and to enlist the public in the movement to end hunger by taking action -
including volunteer shifts, social media shares, and donations - to ensure every community, and everybody in it,
has the food they need to thrive.
WHEREAS, food banks across the country, including the members of the Food Bank of Contra Costa and
Solano - will host numerous events throughout the month of September to bring awareness and help end hunger
in their local community;
NOW, THEREFORE, BE IT RESOLVED:Contra Costa County hereby recognizes September 2023, as
HUNGER ACTION MONTH and I call this observance to the attention of our citizens.
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 2
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CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:RES 23-559 Agenda Date:9/19/2023 Agenda #:C.5.
To:Board of Supervisors
From:Ken Carlson, District IV Supervisor
Report Title:Recognizing September as Service Dog Awareness Month.
RECOMMENDATIONS:
ADOPT a resolution recognizing September as Service Dog Awareness Month
FISCAL IMPACT:
None
BACKGROUND:
See Resolution.
CONSEQUENCE OF NEGATIVE ACTION:
N/A
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 1 of 2
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File #:RES 23-559 Agenda Date:9/19/2023 Agenda #:C.5.
The Board of Supervisors of Contra Costa County, California
IN THE MATTER OF recognizing September as Service Dog Awareness Month
WHEREAS, service dogs play an integral role in enhancing the quality of life for individuals with disabilities
and medical conditions; and
WHEREAS, these remarkable animals are specially trained to perform a wide range of tasks that help mitigate
the limitations faced by people with disabilities, including assisting with mobility, providing alert and medical
response, and promoting a greater sense of independence; and
WHEREAS, service dogs are trained to navigate public spaces, ensuring safe passage for their handlers, and
are highly skilled at remaining focused and calm in busy and sometimes stressful environments; and
WHEREAS, service dogs have demonstrated their invaluable contributions in various fields, such as guiding
individuals with visual impairments, alerting individuals with diabetes to rapid shifts in blood glucose, alerting
people with hearing impairments to important sounds, assisting those with physical disabilities in everyday
tasks, offering support to individuals with psychiatric conditions, and aiding veterans and first responders in
their post-traumatic recovery; and
WHEREAS, these incredible animals not only provide practical assistance but also offer unconditional love,
and companionship, improving the overall well-being and mental health of their handlers; and
WHEREAS, Early Alert Canines (EAC) is a Concord nonprofit whose mission to improve the health, safety,
and well-being of people with insulin-dependent diabetes through training and providing Medical Alert Service
Dogs to people who experience rapid and life-threatening shifts in blood sugar due to insulin-dependent
diabetes. They are just one example of Service Dogs at work in our County; and
WHEREAS, Service Dog Awareness Month provides an opportunity to recognize and appreciate the
dedication, hard work, and incredible impact of service dogs, as well as the trainers, organizations, and
individuals who contribute to their training, care, and support; and
WHEREAS, raising awareness about service dogs helps dispel misconceptions, increase understanding, and
foster acceptance within our communities, ensuring that the rights and access of individuals with disabilities
and their service dogs are respected and protected
NOW, THEREFORE, BE IT RESOLVED, we hereby proclaim the month of September as SERVICE DOG
AWARENESS MONTH in Contra Costa County and encourage citizens, organizations, businesses, and schools
to participate in events and initiatives that raise awareness, promote education, and celebrate the extraordinary
contributions of service dogs.
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 2
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CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:RES 23-560 Agenda Date:9/19/2023 Agenda #:C.6.
To:Board of Supervisors
From:Ken Carlson, District IV Supervisor
Report Title:Proclaiming the Month of September, 2023 as National Recovery Month in Contra Costa
County as recommended by Supervisor Carlson.
RECOMMENDATIONS:
ADOPT a resolution recognizing September, 2023 as National Recovery Month.
FISCAL IMPACT:
None
BACKGROUND:
See Resolution
CONSEQUENCE OF NEGATIVE ACTION:
N/A
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 1 of 2
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File #:RES 23-560 Agenda Date:9/19/2023 Agenda #:C.6.
The Board of Supervisors of Contra Costa County, California
.body
IN THE MATTER OF proclaiming the Month of September, 2021 as National Recovery Month in Contra
Costa County
WHEREAS, behavioral health is an essential part of health and one’s overall wellness; and
WHEREAS, prevention of mental and alcohol and other drug use disorders works, treatment is effective, and
people recover in our area and around the nation; and
WHEREAS, preventing and overcoming alcohol and other drug disorders is essential to achieving healthy
lifestyles, both physically and emotionally; and
WHEREAS, we must encourage relatives and friends of people with mental and alcohol and other drug
disorders to implement preventive measures, recognize the signs of a problem, and guide those in need to
appropriate treatment and recovery support services like housing, employment, education, vocational rehab;
and
WHEREAS, to help more people achieve and sustain long-term recovery, the U.S. Department of Health and
Human Services (HHS), the Substance Abuse and Mental Health Services Administration (SAMHSA), the
White House Office of National Drug Control Policy (ONDCP), and Contra Costa County Board of
Supervisors invite all residents of Contra Costa County to participate in National Recovery Month and
NOW, THEREFORE, BE IT RESOLVED that the Board of Supervisors, do hereby proclaim the Month of
September 2021 as NATIONAL RECOVERY MONTH in Contra Costa County and call upon the people of
Contra Costa County to observe this month with appropriate programs, activities, and ceremonies to support
this year’s Recovery theme, Recovery is for Everyone: Every Person, Every Family, Every Community.
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 2
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CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:RES 23-561 Agenda Date:9/19/2023 Agenda #:C.7.
To:Board of Supervisors
From:Monica Nino, County Administrator
Report Title:Recognizing Anna Roth for 30 years of service to Contra Costa County
RECOMMENDATIONS:
Honoring Anna Roth, County Health Director and Chief Executive Officer of Contra Costa Health, on the
occasion of her 30 years of service to Contra Costa County
FISCAL IMPACT:
There is no fiscal impact for this action.
BACKGROUND:
Anna Roth began her career with Contra Costa County as a nurse at Merrithew Memorial Hospital (now known
as Contra Costa Regional Medical Center) in 1993. Director Roth held a variety of roles including Nursing
Supervisor, Assistant Director of System Redesign and Chief Operating Officer until 2009, when she became
the Contra Costa Regional Medical Center Chief Executive Officer. In 2018, Director Roth was appointed by
the Board of Supervisors as the County Health Director and Chief Executive Officer of Contra Costa Health.
Director Roth is a Registered Nurse, has a master’s degree from the University of California, San Francisco,
and a master’s in public health from Harvard University.
CONSEQUENCE OF NEGATIVE ACTION:
N/A
☒Recommendation of the County Administrator
☐ Recommendation of Board Committee
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 1 of 3
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File #:RES 23-561 Agenda Date:9/19/2023 Agenda #:C.7.
The Board of Supervisors of Contra Costa County, California
IN THE MATTER OF Recognizing Anna Roth, Chief Executive Officer and Health Director, for her 30 years of service to Contra
Costa County and its residents.
WHEREAS,Anna Roth provides visionary leadership to Contra Costa Health in its mission to care for and improve the health of all
people in Contra Costa County with special attention to those who are most vulnerable to health problems; and
WHEREAS, as the County Health Director, Anna Roth oversees a department of more than 4,400 employees, from doctors, therapists
and nurses to administrative and public health professionals, technical experts and data analysts, and is responsible for the behavioral
and health care inpatient and clinic delivery system, a managed care organization, county public health, county homeless services, the
emergency medical services system (EMS), hazardous materials, and environmental health; and
WHEREAS, Anna Roth began her career with Contra Costa County in 1993, at Merrithew Memorial Hospital, now known as Contra
Costa Regional Medical Center; and
WHEREAS, Anna Roth developed her exceptional clinical skills and knowledge as staff nurse and medical center supervisor at
Contra Costa Regional Medical Center, also later becoming the Assistant Director of System Redesign and the Chief Operating
Officer; and
WHEREAS, in 2008, Anna Roth became the first nursing leader in the nation to be accepted as an international improvement fellow
of the Institute of Healthcare Improvement; and
WHEREAS, in 2009, Anna Roth began serving as the Chief Executive Officer of Contra Costa Regional Medical Center, Health
Centers and Detention Health for nine years; and
WHEREAS, Anna Roth’s tenure at Costa Regional Medical Center, Health Centers and Detention Health included many of the most
transformative periods in healthcare, including managing one of the first transitions to electronic medical records in a public hospital,
and the implementation of the Affordable Care Act; and
WHEREAS, Anna Roth was a critical leader for multiple Centers for Medicare & Medicaid Services waiver 5-year plans and one of
the architects of the first incentive-based payment plans, and ensured that Contra Costa Health was a top performer by developing an
improvement and data science infrastructure to measure, track and improve the system to improve patient care; and
WHEREAS, Anna Roth led the adoption and spread of improvement science methodology across Contra Costa Health that enhanced
patient safety and care in many settings; and
WHEREAS, Anna Roth instituted the Contra Costa Regional Medical Center Welcoming Policy to eliminate visiting hours and open
the hospital 24/7 to welcome family and friends to speed in the healing process; and
WHEREAS, Anna Roth created the Change Agent Fellowship to teach, mentor and support leaders in Contra Costa Health and also
taught at the University of California, Berkeley School of Public Health for 7 years while working full-time; and
WHEREAS, Anna Roth led a clear plan for dramatic improvement in mental and physical health for people incarcerated in Contra
Costa County; and
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 3
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File #:RES 23-561 Agenda Date:9/19/2023 Agenda #:C.7.
WHEREAS, under the leadership of Anna Roth, our county rose to the challenge of the COVID-19 pandemic to ensure the entire
community had access to lifesaving care by providing timely and accurate information and services. Additionally, she worked
tirelessly in partnership with private health care systems, cities, county departments, community-based organizations, first responders,
and volunteers to ensure a coordinated effort to meet community need; and
WHEREAS, as a result, Contra Costa County realized one of the lowest COVID-19 mortality rates for counties with populations of
one million or more in the nation; and
WHEREAS, Anna Roth supported the Board of Supervisors in the declaration of racism as a public health crisis and hired the county
health department’s first Chief Equity Officer; and
WHEREAS, Anna Roth initiated the design and launch of a county-wide non-police behavioral health community crisis response, in
partnership with 19 cities, community members and advocates, called A3 - Anywhere Anyone Anytime with the aim to provide timely
and appropriate mental and behavioral health crisis services across Contra Costa County; and
WHEREAS, Anna Roth’s dedication to social justice ensures that CCH strives to ensure that all people, regardless of race, language,
income, geography, sexual orientation/gender identity, age or disability, have equal access to the care, information and supports
critical to their wellbeing; and
WHEREAS, Anna Roth’s commitment to equity and her clear vision for Contra Costa County where all residents can live safely, live
healthy and live well is inspiring and has improved the health of Contra Costa residents.
NOW, THEREFORE, BE IT RESOLVED:that the Board of Supervisors does hereby recognize and honor Anna Roth for her 30
years of dedicated service to each and every resident of Contra Costa County.
CONTRA COSTA COUNTY Printed on 9/14/2023Page 3 of 3
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CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:23-410 Agenda Date:9/19/2023 Agenda #:C.8.
To:Board of Supervisors
From:Monica Nino, County Administrator
Report Title:Approve the Board meeting minutes for July and August 2023
RECOMMENDATIONS:
APPROVE Board meeting minutes for July and August 2023, as on file with the Office of the Clerk of the
Board.
FISCAL IMPACT:
No fiscal impact.
BACKGROUND:
Government Code Section 25101(b) requires the Clerk of the Board to keep and enter in the minute book of the
Board a full and complete record of the proceedings of the Board at all regular and special meetings, including
the entry in full of all resolutions and of all decisions on questions concerning the allowance of accounts. The
vote of each member on every question shall be recorded.
CONSEQUENCE OF NEGATIVE ACTION:
Not applicable.
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 1 of 1
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CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:23-411 Agenda Date:9/19/2023 Agenda #:C.9.
To:Board of Supervisors
From:Federal D. Glover, District V Supervisor
Report Title:Resignation from Bay Point Municipal Advisory Council
RECOMMENDATIONS:
ACCEPT the resignation of Sterling Stevens, DECLARE a vacancy in the District V Seat 6 on the Bay Point
Municipal Advisory Council, and DIRECT the Clerk of the Board to post the vacancy, as recommended by
Supervisor Federal D. Glover.
FISCAL IMPACT:
None.
BACKGROUND:
The Bay Point Municipal Advisory Council advises the Board of Supervisors or other local government
agencies on issues and concerns related to the unincorporated area of Bay Point.
CONSEQUENCE OF NEGATIVE ACTION:
The seat would remain vacant.
☒Recommendation of the County Administrator
☐ Recommendation of Board Committee
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 1 of 1
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CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:23-412 Agenda Date:9/19/2023 Agenda #:
C.10.
To:Board of Supervisors
From:Family & Human Services Committee
Report Title: Appointment to the Contra Costa Commission for Women and Girls
RECOMMENDATIONS:
APPOINT Nicolette Schumacher to the At-Large #3 Seat on the Contra Costa Commission for Women and
Girls for a term expiring February 28, 2027, as recommended by the Family and Human Services Committee.
FISCAL IMPACT:
There is no fiscal impact for this action.
BACKGROUND:
The Contra Costa Commission for Women and Girls (CCCWG) was formed to educate the community and
advise the Contra Costa County Board of Supervisors on issues relating to the changing social and economic
conditions of women in the County, with particular emphasis on the economically disadvantaged. The
Commission's mission is, “to improve the economic status, social welfare, and overall quality of life for women
in Contra Costa County.”
The Commission consists of 15 members and one Alternate At-Large member including: five district
representatives (one from each supervisorial district), ten At-Large members, and one Alternate. The five
district representatives are nominated for a four-year term by each member of the Board of Supervisors. The ten
At-Large members and the one alternate are nominated by the CCCWG Membership Committee and forwarded
to the full CCCWG. The full CCCWG then makes appointment recommendations to the Family and Human
Services Committee. All Commission seat terms are for a period of four (4) years with staggered expiration
dates.
At the August 4, 2023 Family and Human Services Committee meeting, the Committee recommended the
appointment of Nicolette Schumacher to the At-Large #3 Seat on the Contra Costa Commission for Women and
Girls for a term expiring February 28, 2027.
CONSEQUENCE OF NEGATIVE ACTION:
If this action is not approved, the seat will remain unfilled.
CONTRA COSTA COUNTY Printed on 9/14/2023Page 1 of 2
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File #:23-412 Agenda Date:9/19/2023 Agenda #:
C.10.
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 2
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Submit Date: Feb 21, 2023
First Name Middle Initial Last Name
Home Address Suite or Apt
City State Postal Code
Primary Phone
Email Address
Employer Job Title
Contra Costa County Boards & Commissions
Application Form
Profile
District Locator Tool
Resident of Supervisorial District:
District 4
Length of Employment
2.5 Years
Do you work in Contra Costa County?
Yes No
If Yes, in which District do you work?
4
How long have you lived or worked in Contra Costa County?
15 years
Are you a veteran of the U.S. Armed Forces?
Yes No
Board and Interest
Which Boards would you like to apply for?
Contra Costa Commission for Women and Girls: Submitted
Nicolette Schumacher
Walnut Creek CA
Betterworks Principal Program Architect
Nicolette Schumacher
629
Seat Name
At Large
Have you ever attended a meeting of the advisory board for which you are applying?
Yes No
If Yes, how many meetings have you attended?
Education
Select the option that applies to your high school education *
High School Diploma
College/ University A
Name of College Attended
Saint Marys College of California
Degree Type / Course of Study / Major
MBA
Degree Awarded?
Yes No
College/ University B
Name of College Attended
Saint Marys College of California
Degree Type / Course of Study / Major
Bachelors of Science in Business
Degree Awarded?
Yes No
College/ University C
Name of College Attended
Degree Type / Course of Study / Major
Nicolette Schumacher
630
Upload a Resume
Degree Awarded?
Yes No
Other Trainings & Occupational Licenses
Other Training A
Certificate Awarded for Training?
Yes No
Other Training B
Certificate Awarded for Training?
Yes No
Occupational Licenses Completed:
Qualifications and Volunteer Experience
Please explain why you would like to serve on this particular board, commitee, or
commission.
It is very important to me I become more involved in serving my community, at a local level. I currently
teach at UC Berkeley, now going on 8 years, and serve on a board for independent hearing officers in the
office of student code of conduct. I also spent some time on local political committees and helping with
campaigns where my passions and interests where. I have a responsibility to the community to help in
any way I can, and understand there is a learning process in doing so. I would be honored to be in a
committee where I can learn from, collaborate, and serve with professional women also seeking to give
back.
Describe your qualifications for this appointment. (NOTE: you may also include a copy of
your resume with this application)
I am not certain I am entirely qualified. I work full time in the technology industry. I have also taught at UC
Berkeley more so because it is my passion, going on 7 years now. My experience in teaching has led me
to take on several mentorship roles over the years and inspired me to become more active in serving my
community. I joined the contra costa county republican party, I serve on a board with UC Berkeley, and I
did spend several years living in San Francisco and volunteering with Big Brothers Big Sisters as well as
Hands on Bay Area. I am hoping to contribute to society in a more meaningful and consistent way and in
an area that has some of the most personal and profound impact.
Nicolette Schumacher
631
Would you like to be considered for appointment to other advisory bodies for which you
may be qualified?
Yes No
Do you have any obligations that might affect your attendance at scheduled meetings?
Yes No
If Yes, please explain:
While I had time constraints in the past due to my obligations with work and UCB, I currently have no
classes scheduled and am fully committed to making the time necessary for a board or commission. All of
my qualifications can be found on my LinkedIn profile along with several professional recommendations
from both my work life and teaching.
Are you currently or have you ever been appointed to a Contra Costa County advisory
board?
Yes No
If Yes, please list the Contra Costa County advisory board(s) on which you are currently
serving:
If Yes, please also list the Contra Costa County advisory board(s) on which you have
previously served:
List any volunteer or community experience, including any advisory boards on which you
have served.
Contra Costa County Republican Party Treasure and Executive board, as well as outreach program UC
Berkeley Independent Code of Conduct Board Big Brothers Big Sisters Hands on Bay Area Fallen Heroes
Conflict of Interest and Certification
Do you have a familial or financial relationship with a member of the Board of Supervisors?
(Please refer to the relationships listed under the "Important Information" section below or
Resolution No. 2021/234)
Yes No
If Yes, please identify the nature of the relationship:
Do you have any financial relationships with the County such as grants, contracts, or other
economic relationships?
Yes No
Nicolette Schumacher
632
If Yes, please identify the nature of the relationship:
Please Agree with the Following Statement
I CERTIFY that the statements made by me in this application are true, complete, and correct
to the best of my knowledge and belief, and are made in good faith. I acknowledge and
undersand that all information in this application is publicly accessible. I understand that
misstatements and/or omissions of material fact may cause forfeiture of my rights to serve
on a board, committee, or commission in Contra Costa County.
I Agree
Important Information
1. This application and any attachments you provide to it is a public document and is subject to
the California Public Records Act (CA Government Code §6250-6270).
2. All members of appointed bodies are required to take the advisory body training provided by
Contra Costa County.
3. Members of certain boards, commissions, and committees may be required to: (1) file a
Statement of Economic Interest Form also known as a Form 700, and (2) complete the State
Ethics Training Course as required by AB 1234.
4. Meetings may be held in various locations and some locations may not be accessible by
public transportation.
5. Meeting dates and times are subject to change and may occur up to two (2) days per month.
6. Some boards, committees, or commissions may assign members to subcommittees or work
groups which may require an additional commitment of time.
7. As indicated in Board Resolution 2021/234, a person will not be eligible for appointment if
he/she is related to a Board of Supervisors' member in any of the following relationships:
(1) Mother, father, son, and daughter;
(2) Brother, sister, grandmother, grandfather, grandson, and granddaughter;
(3) Husband, wife, father-in-law, mother-in-law, son-in-law, daughter-in-law, stepson, and
stepdaughter;
(4) Registered domestic partner, pursuant to California Family Code section 297;
(5) The relatives, as defined in 1 and 2 above, for a registered domestic partner;
(6) Any person with whom a Board Member shares a financial interest as defined in the
Political Reform Act (Gov't Code §87103, Financial Interest), such as a business partner or
business associate.
Nicolette Schumacher
633
Contra Costa County, CA
Contra Costa Commission for Women and Girls
Position At-Large 2
Jennifer Rizzo
1st Term Mar 01, 2021 - Feb 28, 2025
Position At-Large 4
Lanita L Mims-Beal
2nd Term Mar 01, 2021 - Feb 28, 2025
Position At-Large 5
Catherine L. Jones
1st Term Apr 12, 2022 - Feb 28, 2026
Position At-Large 6
Adey Teshager
1st Term Oct 11, 2022 - Feb 28, 2026
Position At-Large 7
Fatima (Faye) Maloney
1st Term Mar 01, 2021 - Feb 28, 2025
Position At-Large 8
Shailaja Dixit
1st Term Sep 15, 2020 - Aug 24, 2024
Position At-Large 10
Destiny W Briscoe
1st Term Jul 26, 2022 - Feb 28, 2026
Board Roster
Contra Costa Commission for Women and Girls Page 1 of 3634
Position District I
Joey Smith
3rd Term Mar 01, 2023 - Mar 01, 2027
Position District II
Marilyn Lucey
2nd Term Mar 01, 2023 - Feb 28, 2027
Position District III
Shauna D Polk
1st Term Mar 01, 2022 - Feb 28, 2026
Position District IV
Ria S Bhatt
1st Term May 23, 2023 - Feb 28, 2026
Position District V
Kirsten Upshaw
1st Term Aug 10, 2021 - Feb 28, 2025
Position At-Large 3
Vacancy
Position At-Large Alternate
Vacancy
Position At-Large 9
Vacancy
Contra Costa Commission for Women and Girls Page 2 of 3635
Position At-Large 1
Vacancy
Contra Costa Commission for Women and Girls Page 3 of 3636
CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:23-413 Agenda Date:9/19/2023 Agenda #:
C.11.
To:Board of Supervisors
From:Candace Andersen, District II Supervisor
Report Title:COUNTY SERVICE AREA P-2A CITIZENS ADVISORY COMMITTEE
RECOMMENDATIONS:
APPOINT Robert Durr, Blackhawk resident, to the Appointee 3 Seat on the County Service Area P-2A Citizens
Advisory Committee to a term with an expiration date of December 31, 2023, as recommended by Supervisor
Candace Andersen.
FISCAL IMPACT:
NONE
BACKGROUND:
The County Services Area P-2A Citizens Advisory Committee advises the Board of Supervisors on the needs of
the Blackhawk community for extended police services which shall include, but not be limited to, enforcement
of the State Vehicle Code, crime prevention, litter control, and other issues.
The vacated seat was advertised, Mr. Durr had previously applied and his application was on file. Supervisor
Andersen met with him, and feels he will be a positive addition to the Committee.
CONSEQUENCE OF NEGATIVE ACTION:
The seat will remain vacant
☒ Recommendation of the County Administrator
☐ Recommendation of Board Committee
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 1 of 2
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File #:23-413 Agenda Date:9/19/2023 Agenda #:
C.11.
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 2
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CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:23-414 Agenda Date:9/19/2023 Agenda #:
C.12.
To:Board of Supervisors
From:Candace Andersen, District II Supervisor
Report Title:RESIGNATION FROM THE ALAMO MUNICIPAL ADVISORY COUNCIL
RECOMMENDATIONS:
ACCEPT the resignation of Ronald Kan effective immediately; DECLARE a vacancy in the Youth
Representative Seat on the Alamo Municipal Advisory Council, and DIRECT the Clerk of the Board to post the
vacancy, for a term ending December 31, 2024, as recommended by Supervisor Candace Andersen.
FISCAL IMPACT:
NONE
BACKGROUND:
The Alamo MAC may advise the Board of Supervisors on services that are or may be provided to the Alamo
community by Contra Costa County or other local government agencies. Such services include, but are not
limited to, parks and recreation, lighting and landscaping, public health, safety, welfare, public works, code
enforcement, land use and planning, transportation and other infrastructure. The Council may also provide input
and reports to the District Supervisor, Board of Supervisors, County staff or any County hearing body on issues
of concern to the community. The Council may represent the Alamo community before the Board of
Supervisors, County Planning Commission and the Zoning Administrator. The Council may also represent the
Alamo community before the Local Agency Formation Commission on proposed boundary changes effecting
the community. The Council may advocate on parks and recreation issues to the Town of Danville and the San
Ramon Valley Unified School District.
CONSEQUENCE OF NEGATIVE ACTION:
The seat will remain filled without the benefit of a member attending.
☒Recommendation of the County Administrator
☐ Recommendation of Board Committee
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 1 of 2
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File #:23-414 Agenda Date:9/19/2023 Agenda #:
C.12.
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 2
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CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:23-415 Agenda Date:9/19/2023 Agenda #:
C.13.
To:Board of Supervisors
From:John Kopchik, Director, Conservation and Development
Report Title:FY 2022/23 Consolidated Annual Performance and Evaluation Report to the U.S. Department of
Housing and Urban Development
RECOMMENDATIONS:
APPROVE and AUTHORIZE submission of the County's FY 2022/23 Consolidated Annual Performance and Evaluation
Report (CAPER) to the U.S. Department of Housing and Urban Development (HUD) for the following federal programs:
Community Development Block Grant (CDBG), HOME Investment Partnership Act (HOME), Emergency Solutions
Grant (ESG), Housing Opportunities for Persons with AIDS (HOPWA), and Neighborhood Stabilization Program (NSP).
FISCAL IMPACT:
No fiscal impact. This action seeks to approve the year-end performance report for the FY 2022/23 CDBG, HOME,
ESG, HOPWA and NSP programs administered by the County. CFDA Nos.: CDBG - 14.218; HOME - 14.239; ESG-
14.231; HOPWA - 14.241; NSP - 14.218.
BACKGROUND:
Consolidated Annual Performance and Evaluation Report (CAPER): The Housing and Community Development Act
of 1974, as amended, requires all CDBG and HOME entitlement jurisdictions to prepare and submit a CAPER
(Attachment A) to the U.S Department of Housing and Urban Development (HUD) by September 30th of each year.
The CAPER provides the County and interested stakeholders with an opportunity to evaluate the progress in carrying
out priorities and objectives contained in the County's five-year Consolidated Plan and annual Action Plan. HUD uses
the CAPER to evaluate whether: (1) the County has carried out projects/programs as described in its Consolidated Plan
and annual Action Plan; (2) the CDBG, HOME, ESG, NSP, and HOPWA assisted activities are eligible and meet a
national objective, and if expenditures meet certain statutory requirements; and (3) the County has demonstrated a
continuing capacity to carry out its HUD funded programs.
The basic elements of the CAPER are the following: summary of resources and expenditures, programmatic
accomplishments, status of actions taken during the year to implement objectives contained in the Consolidated Plan,
and evaluation of progress made during the year in addressing identified priority needs and objectives.
Highlights of the FY 2022/23 CAPER include the following:
·The County received approximately $8.5 million in FY 2022/23 CDBG, HOME, HOPWA, ESG funds for use
in accomplishing housing and non-housing community development objectives.
·The County expended $11.8 million on approved projects and programs (expenditures were for projects funded
in previous fiscal years and FY 2022/23).
·For each dollar of the County federal funds spent for projects that were completed during the year, $20.60 was
leveraged from other federal, State, local, and private resources.
CONTRA COSTA COUNTY Printed on 9/14/2023Page 1 of 2
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File #:23-415 Agenda Date:9/19/2023 Agenda #:
C.13.
·Over 30,000 lower income persons/families were served through public service programs.
·4 lower income people were placed in jobs through Economic Development programs.
·206 businesses were assisted through Economic Development programs.
·6 Infrastructure/Public Facilities projects were completed.
·29 rental housing units (Veterans Square) were constructed with 14 units that are HOME/HOPWA-
assisted.
·Repair and upgrade elevator modernization was completed in a public housing building for 111 senior
households.
·83 rental housing units (Coggins Square) were rehabilitated and occupied by low-income households.
·9 low/moderate-income owner-occupied homes were rehabilitated.
·1,095 low-income renters received services and/or financial assistance to prevent them from being homeless or
to quickly regain housing following an episode of being homeless.
CONSEQUENCE OF NEGATIVE ACTION:
The County cannot submit the CAPER without Board approval, which would jeopardize future HUD funding.
CHILDREN’S IMPACT STATEMENT:
The project/programs funded with CDBG, HOME, ESG, HOPWA, and NSP funds support one or more of the following
children's outcomes: (1) Children Ready for and Succeeding in School; (2) Children and Youth Healthy and Preparing
for Productive Adulthood; (3) Families that are Economically Self Sufficient; (4) Families that are Safe, Stable and
Nurturing; and (5) Communities that are Safe and Provide a High Quality of Life for Children and Families.
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 2
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CAPER 1
OMB Control No: 2506-0117 (exp. 09/30/2021)
CONTRA COSTA COUNTY
FY 2022/23 CAPER
(Consolidated Annual Performance & Evaluation Report)
COMMUNITY DEVELOPMENT BLOCK GRANT
HOME INVESTMENT PARTNERSHIPS ACT
EMERGENCY SOLUTIONS GRANTS
HOUSING OPPORTUNITIES FOR PERSONS WITH AIDS
NEIGHBORHOOD STABILIZATION PROGRAM
DRAFT September 1 , 2023
643
CAPER 2
OMB Control No: 2506-0117 (exp. 09/30/2021)
Contents
CR-05 - Goals and Outcomes ........................................................................................................................ 3
CR-10 - Racial and Ethnic composition of families assisted ........................................................................ 10
CR-15 - Resources and Investments 91.520(a) ........................................................................................... 11
CR-20 - Affordable Housing 91.520(b) ........................................................................................................ 17
CR-25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e); 91.520(c) .................................... 19
CR-30 - Public Housing 91.220(h); 91.320(j) ............................................................................................... 26
CR-35 - Other Actions 91.220(j)-(k); 91.320(i)-(j) ........................................................................................ 28
CR-40 - Monitoring 91.220 and 91.230 ....................................................................................................... 35
Citizen Participation Plan 91.105(d); 91.115(d) .......................................................................................... 36
CR-45 - CDBG 91.520(c) .............................................................................................................................. 37
CR-50 - HOME 91.520(d) ............................................................................................................................. 38
CR-58 – Section 3 ........................................................................................................................................ 41
CR-60 - ESG 91.520(g) (ESG Recipients only) .............................................................................................. 43
CR-65 - Persons Assisted ............................................................................................................................. 46
CR-70 – ESG 91.520(g) - Assistance Provided and Outcomes ..................................................................... 50
CR-75 – Expenditures .................................................................................................................................. 52
Attachment A - ESG CAPER (Sage) .......................................................................................................... 55
Attachment B – Completed & Ongoing Projects by Funding Category .................................................. 59
Attachment C - Public Hearing Notice .................................................................................................... 72
Attachment D - Financial Summary Report (CDBG) ................................................................................ 73
644
CAPER 3
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-05 - Goals and Outcomes
Progress the jurisdiction has made in carrying out its strategic plan and its action plan.
91.520(a)
This could be an overview that includes major initiatives and highlights that were proposed and executed
throughout the program year.
The Housing and Community Development Act of 1974, as amended, requires all Community
Development Block Grant (CDBG) and HOME Investment Partnerships (HOME) Program entitlement
jurisdictions to prepare and submit a Consolidated Annual Performance and Evaluation Report (CAPER)
to the U.S. Department of Housing and Urban Development (HUD) by September 30 of each year. The
CAPER provides the County and interested stakeholders with an opportunity to evaluate the progress in
carrying out priorities and objectives contained in the County's five-year Consolidated Plan and annual
Action Plan.
• Over 30,000 low/moderate-income persons/families were served through the County funded
public service programs.
• 4 low/moderate-income persons were placed in jobs through the County funded economic
development programs.
• 206 businesses were assisted through micro-enterprise assistance programs.
• 6 infrastructure/public facilities projects were completed within low/moderate-income
neighborhoods.
• 29 rental housing units (Veterans Square) were constructed with 14 units that are
HOME/HOPWA-assisted.
• Repair and upgrade elevator modernization was completed in a public housing building for 111
senior households.
• 83 rental housing units were rehabilitated and occupied by low-income households.
• 9 low/moderate-income owner-occupied homes were rehabilitated.
• 1,095 low-income renters received assistance to prevent them from becoming homeless or to
help them quickly regain housing following an episode of being homeless.
• 4,202 lower-income persons/families were aided in food security.
• 445 low-income renters received financial assistance to prevent them from being homeless
during the COVID-19 pandemic.
Comparison of the proposed versus actual outcomes for each outcome measure submitted
with the consolidated plan and explain, if applicable, why progress was not made toward
meeting goals and objectives. 91.520(g)
Categories, priority levels, funding sources and amounts, outcomes/objectives, goal outcome indicators,
units of measure, targets, actual outcomes/outputs, and percentage completed for each of the grantee’s
program year goals.
645
CAPER 4
OMB Control No: 2506-0117 (exp. 09/30/2021)
Goal Category Source /
Amount
Indicator Unit of
Measure
Expected
–
Strategic
Plan
Actual –
Strategic
Plan
Percent
Complete
Expected
–
Program
Year
Actual –
Program
Year
Percent
Complete
AH-1 New
Construction of
Affordable Rental
Housing
Affordable
Housing
CDBG: $ /
HOME: $
Rental units
constructed
Household
Housing
Unit
150 0
0.00% 43 0
0.00%
AH-2
Homeownership
Opportunities
Affordable
Housing HOME: $ Homeowner Housing
Added
Household
Housing
Unit
50 0
0.00%
AH-3: Maintain and
Preserve Affordable
Housing
Affordable
Housing
CDBG: $ /
HOME: $
Rental units
rehabilitated
Household
Housing
Unit
350 0
0.00% 104 0
0.00%
AH-3: Maintain and
Preserve Affordable
Housing
Affordable
Housing
CDBG: $ /
HOME: $
Homeowner Housing
Rehabilitated
Household
Housing
Unit
100 9
9.00% 24 3
12.50%
AH-4: New
Supportive Housing -
Special Needs
Affordable
Housing
CDBG:
$3286000
/ HOME:
$ /
HOPWA:
$
Rental units
constructed
Household
Housing
Unit
40 0
0.00% 34 0
0.00%
AH-4: New
Supportive Housing -
Special Needs
Affordable
Housing
CDBG:
$3286000
/ HOME:
$ /
HOPWA:
$
Tenant-based rental
assistance / Rapid
Rehousing
Households
Assisted 0 0
646
CAPER 5
OMB Control No: 2506-0117 (exp. 09/30/2021)
AH-4: New
Supportive Housing -
Special Needs
Affordable
Housing
CDBG:
$3286000
/ HOME:
$ /
HOPWA:
$
Housing for People
with HIV/AIDS added
Household
Housing
Unit
25 0
0.00% 2 0
0.00%
CD-1: General Public
Services
Non-Housing
Community
Development
CDBG: $
Public service
activities other than
Low/Moderate
Income Housing
Benefit
Persons
Assisted 50000 33386
66.77% 10000 17036
170.36%
CD-1: General Public
Services
Non-Housing
Community
Development
CDBG: $ Homeless Person
Overnight Shelter
Persons
Assisted 0 0 0 0
CD-2: Non-Homeless
Special Needs
Population
Non-Homeless
Special Needs
Non-Housing
Community
Development
CDBG: $
Public service
activities other than
Low/Moderate
Income Housing
Benefit
Persons
Assisted 7000 27798
397.11% 1400 15427
1,101.93%
CD-3: Youth
Non-Housing
Community
Development
CDBG: $
Public service
activities other than
Low/Moderate
Income Housing
Benefit
Persons
Assisted 10000 4301
43.01% 2000 2157
107.85%
CD-4: Fair Housing
Non-Housing
Community
Development
CDBG: $
Public service
activities other than
Low/Moderate
Income Housing
Benefit
Persons
Assisted 200 0
0.00% 40 0
0.00%
647
CAPER 6
OMB Control No: 2506-0117 (exp. 09/30/2021)
CD-5: Economic
Development
Non-Housing
Community
Development
CDBG: $
Public service
activities other than
Low/Moderate
Income Housing
Benefit
Persons
Assisted 100 1379
1,379.00% 20 708
3,540.00%
CD-5: Economic
Development
Non-Housing
Community
Development
CDBG: $
Facade
treatment/business
building
rehabilitation
Business 0 0
CD-5: Economic
Development
Non-Housing
Community
Development
CDBG: $ Jobs created/retained Jobs 25 3
12.00% 5 0
0.00%
CD-5: Economic
Development
Non-Housing
Community
Development
CDBG: $ Businesses assisted Businesses
Assisted 900 399
44.33% 180 188
104.44%
CD-6:
Infrastructure/Public
Facilities
Non-Housing
Community
Development
CDBG: $
Public Facility or
Infrastructure
Activities other than
Low/Moderate
Income Housing
Benefit
Persons
Assisted 5000 0
0.00% 1000 0
0.00%
CD-6:
Infrastructure/Public
Facilities
Non-Housing
Community
Development
CDBG: $
Public service
activities other than
Low/Moderate
Income Housing
Benefit
Persons
Assisted 0 31
648
CAPER 7
OMB Control No: 2506-0117 (exp. 09/30/2021)
CD-7:
Administration Administration
CDBG: $ /
HOME: $
/ ESG: $ /
HOPWA:
$
Other Other 4 0
0.00% 1 0
0.00%
H-1: Housing &
Supportive Services
for Homeless
Homeless CDBG: $ /
ESG: $
Public Facility or
Infrastructure
Activities other than
Low/Moderate
Income Housing
Benefit
Persons
Assisted 5000 0
0.00%
H-1: Housing &
Supportive Services
for Homeless
Homeless CDBG: $ /
ESG: $
Public service
activities other than
Low/Moderate
Income Housing
Benefit
Persons
Assisted 0 4423 1000 2291
229.10%
H-1: Housing &
Supportive Services
for Homeless
Homeless CDBG: $ /
ESG: $
Homeless Person
Overnight Shelter
Persons
Assisted 1630 0
0.00% 326 0
0.00%
H-1: Housing &
Supportive Services
for Homeless
Homeless CDBG: $ /
ESG: $
Overnight/Emergency
Shelter/Transitional
Housing Beds added
Beds 0 0 0 0
H-2: Rapid
Rehousing &
Homelessness
Prevention
Homeless CDBG: $ /
ESG: $
Public service
activities other than
Low/Moderate
Income Housing
Benefit
Persons
Assisted 0 869 0 252
649
CAPER 8
OMB Control No: 2506-0117 (exp. 09/30/2021)
H-2: Rapid
Rehousing &
Homelessness
Prevention
Homeless CDBG: $ /
ESG: $
Tenant-based rental
assistance / Rapid
Rehousing
Households
Assisted 90 0
0.00% 18 0
0.00%
H-2: Rapid
Rehousing &
Homelessness
Prevention
Homeless CDBG: $ /
ESG: $
Homeless Person
Overnight Shelter
Persons
Assisted 0 0 0 0
H-2: Rapid
Rehousing &
Homelessness
Prevention
Homeless CDBG: $ /
ESG: $
Homelessness
Prevention
Persons
Assisted 50 0
0.00% 10 0
0.00%
Table 1 - Accomplishments – Program Year & Strategic Plan to Date
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CAPER 9
OMB Control No: 2506-0117 (exp. 09/30/2021)
Assess how the jurisdiction’s use of funds, particularly CDBG, addresses the priorities and
specific objectives identified in the plan, giving special attention to the highest priority
activities identified.
All the County's HOME Investment Partnerships Program (HOME), Community Development Block Grant
(CDBG), Emergency Solutions Grants (ESG), and Housing Opportunities for Persons with AIDS (HOPWA)
funding sources address the priorities and specific objectives identified in the FY 2020/2025 Consolidated
Plan. All the funded activities meet at least one of the highest priority needs identified in the
Consolidated Plan.
The County has made significant progress in meeting the goals and objectives contained in the Five-Year
Consolidated Plan. During FY 2022/23, CDBG-funded public service projects provided a wide range of
social services to over 30,000 Urban County residents and households, including the homeless, mentally,
and physically disabled, seniors, victims of domestic violence, and other special needs populations.
Economic development programs offered training and placement services for 4 lower-income persons
and assisted with the creation and expansion of 206 microenterprises/small businesses. There were six
Infrastructure/Public Facilities projects completed in FY 2022/23 that created a variety of infrastructure
and accessibility improvements
651
CAPER 10
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-10 - Racial and Ethnic composition of families assisted
Describe the families assisted (including the racial and ethnic status of families assisted).
91.520(a)
CDBG HOME ESG
White 12,281 7 1774
Black or African American 6,191 1 1,339
Asian 5,462 7 92
American Indian or American Native 503 0 352
Native Hawaiian or Other Pacific Islander 392 0 77
Total 24,829 15 2634
Hispanic 3,160 0 463
Not Hispanic 21,669 15 2171
Table 2 – Table of assistance to racial and ethnic populations by source of funds
Narrative
The County requests that sub-grantees/subrecipients collect race and ethnicity information using nine
different categories in addition to Hispanic ethnicity. The figures above do not take into account mixed-
race categories. For a complete view of the race/ethnicity demographic information of the
residents/beneficiaries served by the various CDBG/HOME/ESG/HOPWA funded projects and programs,
please see the project/program tables in Attachment B.
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CAPER 11
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-15 - Resources and Investments 91.520(a)
Identify the resources made available
Source of Funds Source Resources Made
Available
Amount Expended
During Program Year
CDBG public - federal 13,316,270 7,082,255
HOME public - federal 13,133,937 3,487,303
ESG public - federal 397,921 402,622
Other public - federal 1,872,046 835,000
Table 3 - Resources Made Available
Narrative
The "Resources Made Available" includes the current year grant allocation, program income, returned
or recaptured funds and prior year unexpended funds. The amount expended during program year
2022/23 includes funds expended on completed projects/activities and on projects/activities that are
underway but not yet completed.
Identify the geographic distribution and location of investments
Target Area Planned Percentage of
Allocation
Actual Percentage of
Allocation
Narrative Description
Contra Costa County 100 100 Countywide
Table 4 – Identify the geographic distribution and location of investments
Narrative
The Contra Costa County HOME Consortium area is comprised of the unincorporated areas and
incorporated cities/towns of the County. In terms of geographic distribution of investment of HOME
funds, HOME housing activities will go towards all eligible areas of the HOME Consortium area to benefit
low-income households.
Contra Costa County also receives an allocation of CDBG funds from HUD to benefit residents o f the
Urban County. The Urban County area is comprised of all the unincorporated areas and incorporated
cities/towns of the County, minus the Cities of Antioch, Concord, Pittsburg, and Walnut Creek. These
four cities receive their own allocation of CDBG funds from HUD and therefore are not part of the Urban
County area. In terms of specific geographic distribution of investments, infrastructure improvements
and public facilities were focused primarily in areas with concentrations of low- to moderate-income
populations within the Urban County area. Investments in CDBG housing activities occur in any Urban
County area.
Contra Costa County also receives an allocation of ESG funds from HUD. The ESG area for the County is
the Urban County area (similar to the County's CDBG Urban County area explained above). In terms of
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geographic investment of ESG funds, ESG funds were distributed throughout the Urban County to
provide assistance to the homeless population or those at risk of becoming homeless who are within the
Urban County area of Contra Costa County.
Contra Costa County is also a sub-grantee to the City of Oakland (Alameda County) for the HOPWA
program. Contra Costa County's HOPWA area is the entire County unincorporated areas and
incorporated cities/towns of the County.
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CAPER 13
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Leveraging
Explain how federal funds leveraged additional resources (private, state and local funds),
including a description of how matching requirements were satisfied, as well as how any
publicly owned land or property located within the jurisdiction that were used to address the
needs identified in the plan.
For each dollar spent in County federal funds for projects that were completed during the
program year, $20.60 was leveraged in other federal, State, local, and private resources. The
100 percent ESG matching requirements were met through other federal (non-ESG), State,
local, and private resources. While the 25 percent HOME Program match liability of $848,867
was not met this Fiscal Year, the excess liability from previous Fiscal Years was able to cover the
match liability requirement and the current excess match will be carried over for the next
federal fiscal year.
Fiscal Year Summary – HOME Match
1. Excess match from prior Federal fiscal year 44,786,124
2. Match contributed during current Federal fiscal year 614,509
3. Total match available for current Federal fiscal year (Line 1 plus Line 2) 45,400,633
4. Match liability for current Federal fiscal year 848,867
5. Excess match carried over to next Federal fiscal year (Line 3 minus Line 4) 44,551,766
Table 5 – Fiscal Year Summary - HOME Match Report
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CAPER 14
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Match Contribution for the Federal Fiscal Year
Project No. or
Other ID
Date of
Contribution
Cash
(non-Federal
sources)
Foregone
Taxes, Fees,
Charges
Appraised
Land/Real
Property
Required
Infrastructure
Site
Preparation,
Construction
Materials,
Donated labor
Bond
Financing
Total Match
19-46-HSG
Veterans
Square 2/21/2023 0 614,509 0 0 0 0 614,509
Table 6 – Match Contribution for the Federal Fiscal Year
HOME MBE/WBE report
Program Income – Enter the program amounts for the reporting period
Balance on hand at
beginning of reporting
period
$
Amount received during
reporting period
$
Total amount expended
during reporting period
$
Amount expended for
TBRA
$
Balance on hand at end
of reporting period
$
2,427,035.95 981,434.74 73,366.75 0 3,335,103.94
Table 7 – Program Income
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CAPER 15
OMB Control No: 2506-0117 (exp. 09/30/2021)
Minority Business Enterprises and Women Business Enterprises – Indicate the number and dollar
value of contracts for HOME projects completed during the reporting period
Total Minority Business Enterprises White Non-
Hispanic Alaskan
Native or
American
Indian
Asian or
Pacific
Islander
Black Non-
Hispanic
Hispanic
Contracts
Dollar
Amount 0 0 0 0 0
$12,251,07
4
Number 0 0 0 0 0 1
Sub-Contracts
Number 0 1 2 0 4 43
Dollar
Amount 0 $6,500 0 $40,798 0 $264,435 $9,609,957
Total Women
Business
Enterprises
Male
Contracts
Dollar
Amount 0 0
$12,251,07
4
Number 1 0 1
Sub-Contracts
Number 0 2 48
Dollar
Amount 0 $58,237 $8,921,690
Table 8 - Minority Business and Women Business Enterprises
Minority Owners of Rental Property – Indicate the number of HOME assisted rental property owners
and the total amount of HOME funds in these rental properties assisted
Total Minority Property Owners White Non-
Hispanic Alaskan
Native or
American
Indian
Asian or
Pacific
Islander
Black Non-
Hispanic
Hispanic
Number 0 0 0 0 0 0
Dollar
Amount 0 0 0 0 0 0
Table 9 – Minority Owners of Rental Property
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CAPER 16
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Relocation and Real Property Acquisition – Indicate the number of persons displaced, the cost of
relocation payments, the number of parcels acquired, and the cost of acquisition
Parcels Acquired 2 $1,900,000
Businesses Displaced 1 $13,902
Nonprofit Organizations
Displaced 0 0
Households Temporarily
Relocated, not Displaced 0 0
Households
Displaced
Total Minority Property Enterprises White Non-
Hispanic Alaskan
Native or
American
Indian
Asian or
Pacific
Islander
Black Non-
Hispanic
Hispanic
Number 2 0 0 1 1 0
Cost $47,2
19 0 0 $43,082 $4,137 0
Table 10 – Relocation and Real Property Acquisition
Narrative
In Fiscal Year 2022/23, there was one HOME-funded project (Galindo Terrace) that involved the
permanent relocation of two tenants and one business and one CDBG funded project (Sycamore Place)
that involved the temporary relocation of tenants. The information in the table above only reflects
relocation activities for HOME-funded projects.
658
CAPER 17
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-20 - Affordable Housing 91.520(b)
Evaluation of the jurisdiction's progress in providing affordable housing, including the
number and types of families served, the number of extremely low-income, low-income,
moderate-income, and middle-income persons served.
One-Year Goal Actual
Number of Homeless households to be
provided affordable housing units 0 0
Number of Non-Homeless households to be
provided affordable housing units 287 84
Number of Special-Needs households to be
provided affordable housing units 6 125
Total 293 209
Table 11 – Number of Households
One-Year Goal Actual
Number of households supported through
Rental Assistance 0 0
Number of households supported through
The Production of New Units 31 14
Number of households supported through
Rehab of Existing Units 175 195
Number of households supported through
Acquisition of Existing Units 87 0
Total 293 209
Table 12 – Number of Households Supported
Discuss the difference between goals and outcomes and problems encountered in meeting
these goals.
During FY 2022/23, Contra Costa continued to make progress toward meeting its affordable housing
goals. There are also several developments currently under construction or will be commencing
construction in the coming months. In measuring the County's accomplishments, it must be noted that
the majority of funded housing projects are complex, involving new construction or acquisition and
rehabilitation of multifamily housing, and require multiple funding sources. In general, these projects
require two to five years from initial development planning to completion and occupancy. In order to
facilitate the ability of the project sponsor to obtain additional funding from other sources (e.g., LIHTCs
and State programs), the County often conditionally awards resources relatively early in the process.
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Therefore, the number of units funded and completed with current resources is often less than the
number funded and in development.
The Coggins Square, RHA Nevin Elevator Repair, and Veterans square housing projects closed out during
this fiscal year, and Rodeo Gateway Senior Rehab and 811 San Pablo Ave/Pinole Housing both
commenced construction during FY 2022/23.
Discuss how these outcomes will impact future annual action plans.
The development schedule of the above-listed projects will not impact future annual action plans. The
progress and completion information will be reported in future CAPERs.
Include the number of extremely low-income, low-income, and moderate-income persons
served by each activity where information on income by family size is required to determine
the eligibility of the activity.
Number of Households Served CDBG Actual HOME Actual
Extremely Low-income 147 14
Low-income 27 0
Moderate-income 21 0
Total 195 14
Table 13 – Number of Households Served
Narrative Information
In FY 2022/23, the following housing activities were accomplished with disbursement of
HOME/CDBG/HOPWA funds:
• 9 owner-occupied homes were rehabilitated with CDBG funds as part of the Neighborhood
Preservation Program. Of these 9 homeowners, 3 were extremely low-income (30% AMI), 3
were low-income (50% AMI), and 3 were moderate-income (80% AMI).
• 1 tenant household occupied a newly rehabilitated Richmond Neighborhood Housing Services
(RNHS) property. The household was extremely low-income.
• Repair and upgrade elevator modernization was completed in a public housing building for 111
senior and disabled households.
• 83 rental housing units (Coggins Square) were rehabilitated and occupied by low-income
households.
• 29 rental housing units (Veterans Square) were constructed with 14 units that are
HOME/HOPWA-assisted.
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CR-25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e);
91.520(c)
Evaluate the jurisdiction’s progress in meeting its specific objectives for reducing and ending
homelessness through:
Reaching out to homeless persons (especially unsheltered persons) and assessing their
individual needs
The Contra Costa Continuum of Care uses a number of strategies to reach out to unsheltered
persons experiencing homelessness and assess their individual needs, including direct outreach
and marketing, the use of phone-based services including the 211 line, marketing in common
languages (e.g., Spanish), making physical and virtual locations accessible to those with
disabilities, and collaborating with local law enforcement.
All persons experiencing homelessness who are interested in housing receive a VI -SPDAT
(Vulnerability Index – Service Prioritization Decision Assistance Tool) assessment, the common
assessment tool being used by the Contra Costa Coordinated Entry System to prioritize those
with the highest levels of chronicity and acuity for available housing resources and
services. Persons are also referred to CARE (Coordinated Assessment Resource) Centers to
access services for basic needs, case management, housing navigation, and health care.
Outreach Services: As a part of the Contra Costa Coordinated Entry System, CORE (Coordinated
Outreach, Referral and Engagement) Teams serve as an entry point into the homeless system of
care, providing both day and evening outreach resources and services to people experiencing
unsheltered homelessness throughout the County, including those living in encampments. CORE
seeks to engage and stabilize homeless individuals living outside through consistent outreach to
facilitate and/or deliver health and basic need services and secure permanent housing. The
outreach teams seek out individuals on the street and in encampments and provide clients with
access to food and shelter, and to integrated health, mental health and substance use treatment
services. This year, in collaboration with the City of Richmond and other stakeholders, CORE
targeted services to one of the largest encampments in Contra Costa County and helped 74
people experiencing homelessness exit to permanent housing through the Encampment
Resolution Grant program.
Health Care for the Homeless: In addition to providing direct medical care, testing and
immunization services, the County-funded Health Care for the Homeless Program uses its mobile
healthcare van for outreach. The bilingual Healthcare for the Homeless Team assesses client’s
needs, provides social support, and links clients to appropriate services and programs, including
mental health and substance use programs, Medi-Cal, the County's Basic Adult Care program,
and the Covered California healthcare insurance exchange. Healthcare for the Homeless also
partners closely with the CORE outreach teams to provide care to people without shelter or
housing.
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Addressing the emergency shelter and transitional housing needs of homeless persons
During calendar year 2022 there were 10,600 people served in programs for people
experiencing homelessness (making up 7,725 households). There has been a 3% increase in the
number of households served in programs for people experiencing homelessness between
2019-2022.
Crisis services, including emergency shelter and transitional housing, are a critical component of
the Contra Costa Coordinated Entry System. For individuals and families experiencing a housing
crisis that cannot be diverted, CORE Teams and CARE Centers make referrals to over 900
emergency shelter and transitional housing beds throughout Contra Costa County. In keeping
with a Housing First approach, the goal of Contra Costa’s crisis response system is to provide
immediate and easy access to safe and decent shelter beds, when available, to the most
vulnerable unsheltered people, including those that are chronically homeless, with the housing-
focused goal of re-housing people as quickly as possible. Contra Costa CoC has established
system-level performance measures for emergency shelter, including reducing the average
length of stay, increasing exits to permanent housing, and increasing non-returns to
homelessness.
For FY 2022/23, CDBG funds were awarded to Concord’s Adult Emergency Shelter to provide
shelter and case management services to homeless adults. Upon entry to the shelter, each
resident is assigned a case manager to assist the individual in determining an appropriate service
plan that will help them regain housing as soon as possible. The shelters are part of Contra Costa
County’s Continuum of Care and enables individuals and families the opportunity to work on
stabilizing their lives and moving toward a permanent housing solution.
HUD CoC Program Funding: Under HUD's 2022 CoC Program NOFA, the County CoC obtained an
award $17,318,215, the majority of which supports funding for rental assistance based programs
like rapid rehousing and permanent supportive housing for the most vulnerable, including
seniors, chronically homeless individuals, and for survivors of domestic violence. Additionally, the
CoC was awarded $5,368,828 over three years under HUD’s Supplemental NOFO to Address
Unsheltered Homelessness. This funding will be utilized to provide new permanent supportive
housing to 28 households and increase investment in the CoC’s Homeless Management
Information System (HMIS).
County CoC Strategic Plan and System Modeling: In October 2014, the Contra Costa CoC updated
its Strategic Plan to End Homelessness. The City’s Housing Manager participated in the updating
process as a member of the CoC Board and has served on various CoC subcommittees focused
on five key modules: coordinated intake and assessment, performance measurement,
prevention services and other supports, housing and communication. The CoC now tracks
progress and updates to the Strategic Plan using a driver diagram that outlines the community’s
priorities and an annual workplan that aims to reduce inflow and increase outflow using
community approved strategies and milestones, which include those five key modules. The
priorities and work plan are built on three guiding principles of equity, transparency, and data
informed decision making. The strategies were developed and are reviewed using
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OMB Control No: 2506-0117 (exp. 09/30/2021)
comprehensive data and system modeling that identified system flow and utilization and system
program gaps and cost. The system modeling tools and updates to the Strategic Plan, Priorities
and Annual Workplan all function to ensure coordination in the community’s approach to ending
homelessness, track progress toward those goals, and allow for continuous quality improvement.
State ESG Funds: State ESG Funding: The State, in consultation with HUD, redesigned its ESG Program
prior to the 2016 Program Year. The redesign intended to accomplish the following: align State ESG with
local entities' ESG programs and HUD goals; increase coordination of State ESG investments with local
homelessness systems and investments; invest in the most impactful activities, based on key
performance goals and outcomes; shift from an intensive provider competition, in which local providers
competed for State ESG funds with other local providers and providers throughout the State, to a much
more local competition and where the administration of the program is streamlined; and improve
geographic distribution of funding. Under this program design, the State established a dedicated CoC
allocation and simplified process available to California communities that are able to administer ESG
locally. Under this process, eligible local government entities can act as Administrative Entities (AE) of
State ESG funds in furtherance of these goals. In 2016, HCD began distributing funding to Continuum of
Care Service Areas (or Service Areas) through two allocations: Continuum of Care Allocation for Service
Areas that contain a city or county that receives ESG directly from HUD; and the Balance of State
Allocation for Service Areas that do not contain a city or county that receives ESG directly from HUD. The
County's Department of Conservation and Development (DCD) receives ESG funds directly from HUD to
administer the County's own ESG Program, so it is an eligible local government entity that can act as an
AE of State ESG funds under the State's program. On March 30, 2016, the State approved DCD as an AE
to administer State ESG funds on behalf of the State for the County's CoC Service Area, which includes
all of Contra Costa County, with emphasis toward households/residents of the cities of Antioch,
Concord, Pittsburg, and Walnut Creek, as required by the State ESG regulations. The other cities in the
County, including Richmond, are part of the Urban County and are therefore served the County's direct
ESG grant.
Helping low-income individuals and families avoid becoming homeless, especially extremely
low-income individuals and families and those who are: likely to become homeless after
being discharged from publicly funded institutions and systems of care (such as health care
facilities, mental health facilities, foster care and other youth facilities, and corrections
programs and institutions); and, receiving assistance from public or private agencies that
address housing, health, social services, employment, education, or youth needs
The Contra Costa CoC has implemented a triage tool used by 211 and other crisis service entry
points into our system to identify clients on the brink of homelessness and connect them to
prevention, mainstream services, and diversion services. In 2019 the CoC also implemented rapid
resolution services to assist clients at the system access points move towards early alternate
stable housing options and reduce inflow and length of time in the homeless system. In 2020
rapid resolution services, which also includes landlord-tenant mediation, was scaled to allow all
service providers to use those strategies to help clients at any stage. Rapid Resolution services
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have evolved into distinct program models detailed below. These programs are paired
successfully with the CoC’s flexible housing pool (Housing Security Fund), to provide financial
assistance that may be necessary to secure those alternate housing options, including short term
rental assistance and utility arrears.
Throughout 2021, the CoC worked to create standardized program models and developed two
models based on Rapid Resolution: Prevention/Diversion and Rapid Exit. Prevention/Diversion
programs focus on supporting households at risk of homelessness and Rapid Exit programs focus
on households currently experiencing homeless with an identified housing solution. Supports
provided to both groups are similar, but services are tailored based on the differing needs of
households at risk of homelessness and those currently experiencing homelessness. These
updated program models were approved by the CoC advisory board, the Council on
Homelessness, in June 2022 and were implemented for the first time in FY2022/23.
Clients are connected to prevention services throughout the County’s Coordinated entry system
via the telephonic system (211) and also connect directly to several other prevention providers.
1,170 households were served in prevention programs during calendar year 2022. Eighty-seven
percent (87%) of people in prevention programming exited to permanent housing; 3% of
households in prevention programing exited to a temporary setting; 1% exited to unsheltered
homelessness. Work is currently underway to enhance integrations of prevention and diversion
services into the homeless CoC, including use of coordinated entry system, data collection and
storage, broader access among providers and populations to the local flexible housing use fund,
and potentially a regional approach to prevention services and funding. The CoC has formed a
working group consisting of prevention providers, people with lived experience, and County staff
to participate in a national Housing Stabilization Learning Cohort facilitated by Community
Solution to implement coordinated prevention systems across the country.
Season of Sharing provides $900k annually in temporary financial assistance (emergency rent
payments, utilities, & other aids to prevent homelessness) for families in crisis. Discharge
planning w/hospitals, mental health, substance use treatment, corrections & foster care systems
also help to reduce first time homelessness. Federal Emergency Solutions Grants and Supportive
Services for Veteran Families funding are also available in the County and accessible through 211
to provide prevention and rental assistance support to persons at risk of homelessness.
There is significant cross system collaboration including with hospitals and clinics, Department of
Probation, law enforcement, and the Office of the Public Defender. H3 and other CoC partner
agencies work closely with those systems, agencies and the County Employment and Human
Services Department to ensure affordable housing and social services are available to individuals
who are at risk of discharge into homelessness or unstable housing. H3 is working to strengthen
other partnerships and collaborative projects, including with foster care system and workforce
development services. CORE outreach teams are often bridging across these systems on the
ground and working closely with a variety of providers to connect vulnerable populations to the
available resources.
Veterans: In cooperation with the local VA, Contra Costa's CoC has worked to increase its capacity
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to house and serve homeless veterans, including the distribution of HUD-VASH vouchers and
rental assistance for permanent housing units provided to homeless veterans and their families
under the Supportive Services for Veteran Families (SSVF) program.
The County continues to work with the Contra Costa Public Housing Authority (PHA) and local
affordable housing developers to maximize the inventory of affordable housing units to which
formerly homeless clients can eventually transition. The Assistant to the Executive Director of the
PHA serves on the Contra Costa CoC advisory board in the Housing Provider seat, and has
consistently provided needed political support and commitment to gain approval of new
affordable housing projects in the County. In the past year, the CoC has partnered closely with
the PHA to lease up the majority of Emergency Housing Vouchers and is on track to ful ly utilize
all 201 vouchers by September 30, 2023.
Reducing Recidivism: The Contra Costa County's Health Services Department has integrated the
County's Mental Health, Alcohol and Other Drug Services and Homeless Programs into a single
Behavioral Health Division that is able to address the mental health and substance use issues that
are common barriers to long-term housing success for homeless individuals and families.
Helping homeless persons (especially chronically homeless individuals and families, families
with children, veterans and their families, and unaccompanied youth) make the transition to
permanent housing and independent living, including shortening the period of time that
individuals and families experience homelessness, facilitating access for homeless individuals
and families to affordable housing units, and preventing individuals and families who were
recently homeless from becoming homeless again
In sum, 16% of households accessing crisis response services during 2022 exited to Permanent
Housing. Over the course of 2022, 1,101 households were housed in RRH and 1,166 in housing
with other type of subsidy.
The Contra Costa CoC uses the VI-SPDAT (which includes length of homelessness as measure of
vulnerability) to help prioritize the most vulnerable people for available Permanent Supportive
Housing. This process is used to prioritize individuals and families for Rapid Rehousing and
permanent housing options, including Permanent Supportive Housing for individuals and
families with high needs. Available housing is also prioritized for persons who have been
homeless longest. The CoC and homeless services providers are committed to reducing length
of time persons are homeless by reducing barriers to housing and services using a Housing First
approach.
The CoC uses various data metrics to track, monitor and support decision making around
homeless services and housing funding and policy. CoC-wide performance measures, tracked in
HMIS, include reducing the average length of stay in emergency shelters, tracking chronicity, and
number of permanent housing exits. The CoC has recently used system modeling to help identify
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strategies to right size the system and maximize existing resources, so more resources would be
available to more people to promote faster more stable housing placements. However, Contra
Costa’s biggest challenge to reducing length of time homeless is lack of affordable housing stock
and permanent ongoing funding to support stable housing in our high-cost area for low, very low
and extremely low-income households.
Chronically Homeless: Chronically homeless households are generally the most difficult to move
from the streets and back into housing. The county tracks chronicity in the homeless
management information system (HMIS) and use chronicity as a prioritization factor in housing
placement. Nearly one-half (44%) of households served in crisis response were chronically
homeless. Despite the challenges in reaching and housing this population, local outreach teams
and care providers continue to successfully engage with the chronically homeless population to
begin the process of establishing and maintaining stable housing. In FY22/23 the County
continued using funding from the HUD CoC-funded County project for High Utilizers of Multiple
Systems (HUMS) to master lease scattered site permanent supportive housing pending the
rehabilitation of microunits for the project participants in San Pablo. This allowed for
chronically homeless high needs individuals to benefit from stable permanent housing even
before the project building was complete.
Families with Children: In Contra Costa County, 16% of households were families with children
in calendar year 2022; the number of family households has increased by 32% since 2019.
Families experiencing a housing crisis who cannot be diverted are connected to crisis services
and assessed for permanent housing using the Family VI-SPDAT. Using a Housing First
approach, the CE Manager makes referrals to services and housing based on the prioritization
to ensure the most vulnerable are first matched to resources that meet their needs. As of
FY22/23 there are three large Rapid Rehousing projects dedicated to families with children.
Veterans: Veteran households made up 10% of the population served in calendar year 2022.
Veterans made up more than one third of the persons in permanent supportive housing and
had the highest rate of exit to permanent housing than any other subgroup. As part of our
involvement in the Built For Zero campaign, the Contra Costa CoC focused on improving
connections between the Veteran and homeless systems of care by facilitating data sharing
between programs to better assess the number of veterans being housed each month in the
community. All CoC program-funded providers, including outreach teams, assess veteran
eligibility using a standardized HMIS intake form and qualifying clients are referred to veteran
services using the coordinated entry system and HMIS database. The CoC also uses a veterans
“by name” list to identify veterans who are not yet connected to housing and to center monthly
housing placement committee meetings with veteran providers on the needs and options for
housing and services on those specific veterans.
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Unaccompanied Youth: When foster youth age out of the foster care system, the County links
them to the Independent Living Skills Program (ILSP). ILSP includes workshops that prepare youth
for emancipation (money management, education, computer skills, home management, and
social skills), employment assistance, non-McKinney-Vento housing and retention services, and
an individualized transition plan out of foster care. Additionally, in the last year, the CoC has
worked on multiple initiatives to bolster services to Transition Aged Youth, including partnering
with the PHA and County Employment and Human Services Department to implement the Foster
Youth to Independence voucher program, participating in a Community of Practice with youth
serving organizations in Contra Costa, and initiating a process to conduct a Youth Needs
Assessment in FY23/24.
Reentry Population: Over the past two years, the CoC has developed and scaled multiple projects
with criminal legal system agencies to connect people reentering the community after
incarceration, with prevention and rapid resolution services, specialized housing navigation
services and housing. The CoC also has a seat on the Council on Homelessness dedicated to
criminal legal system partners to ensure adequate consideration of the needs of this population
and to enhance the system of care. In FY21/22, the County worked cross-departmentally to apply
for a three-year expansion to the pilot Holistic Intervention Partnership to support people
engaged with the criminal legal system who are unhoused or at risk of losing housing. These funds
were awarded in early FY22/23 and continues essential housing services for the estimated 35%
of public defender clients who are unhoused or at risk of being unhoused.
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CR-30 - Public Housing 91.220(h); 91.320(j)
Actions taken to address the needs of public housing
HACCC has begun a long-term project to reposition and rehabilitate its public housing portfolio in the
face of ever-decreasing federal, state and local funding. The planning portion of this process is expected
to be completed this year and implementation has actually begun on portions of the plan. As part of this
process HACCC has moved forward with RAD conversion and Demolition/Disposition at the Las Deltas
property in North Richmond. These units have been removed from the public housing portfolio and
converted to project-based voucher assistance that will be used to help fund construction or
rehabilitation of more affordable housing units.
Over the long term, HACCC intends to convert all public housing to project-based units via RAD,
although capacity to oversee that is not available at present.
HACCC anticipates utilizing approximately $3.2 million of HUD funding for a variety of modernization
improvements at all its public housing developments. Specific improvements include:
• $1,175,000 for Phase 2 modernization of Alhambra Terrace public housing development.
• $750,000 for roofing at Bayo Vista public housing development.
• $226,000 for unscheduled and emergency unit modernization and site improvements at various
properties.
• $210,000 for boiler replacement at the Hacienda development.
• $139,000 for non-routine maintenance repairs (ordinary maintenance items such as window
and flooring replacement or electrical repair where the scale of damage is beyond the scope of
day-to-day maintenance) at various properties.
• $137,000 for repair and replacement of concrete walks and driveways at various properties.
• $62,000 for new appliances at various properties.
Actions taken to encourage public housing residents to become more involved in
management and participate in homeownership
HACCC actively encourages all Public Housing residents to get involved in the community where they are
living. Because we have new management staff, we recently held multiple townhall meetings to
introduce our new team members to the residents. We will continue to hold quarterly townhall
meetings throughout the county to keep our residents informed of any change happening in our Public
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Housing world, develop resident leaders and solicit participation in resident service programs. HACCC
believes that it is important to provide residents with conduits to service providers, in every community,
that can provide families with the opportunity to pursue employment, job training and other education
that will lead them toward self-sufficiency. The ultimate goal is to transition households from welfare to
work and achieve greater independence. HACCC has active resident services at four of the thirteen
Public Housing Developments located in Contra Costa County and currently two residents serve on the
Housing Authorities Board of Commissioner. The resident services program provides office and meeting
facilities for work participants, childcare or after school programs for children of working parents,
equipment and materials as funding allows, and technical assistance from non-profit or governmental
agencies as needed.
Actions taken to provide assistance to troubled PHAs
Not applicable. HACCC is not designated as troubled.
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CR-35 - Other Actions 91.220(j)-(k); 91.320(i)-(j)
Actions taken to remove or ameliorate the negative effects of public policies that serve as
barriers to affordable housing such as land use controls, tax policies affecting land, zoning
ordinances, building codes, fees and charges, growth limitations, and policies affecting the
return on residential investment. 91.220 (j); 91.320 (i)
The County will continue its efforts to remove or ameliorate public policies which negatively impact
affordable housing development in the County including the following:
• Through the County Density Bonus Ordinance and the State’s Density Bonus Statute, an
application for a housing development may request a density bonus if they seek and agree to
construct on-site affordable housing. Both state and local laws regarding residential density
bonus require the County to grant a bonus in residential density on a site if a certain percentage
of units in the project are affordable. The affordability of the units is deed restricted and runs
with the land. The density bonus that is granted varies depending on the affordability levels of
the units based on the area median income (AMI) of the affordable units. Units proposed at 30%
AMI, 50% AMI, 80% AMI, or 120% AMI all have differing levels of density bonus. A project’s
location close to transit, the proposal of a childcare facility on-site, and other factors may also
increase the number of incentives, concessions, or density bonus for the project.
• Through the Inclusionary Housing Ordinance, the County requires all developers of five or more
residential units to provide 15 percent of the units at affordable costs to moderate, lower, or
very low-income households depending on the type of project. Developers may pay a fee in lieu
of providing affordable units if the project includes 125 residential units or less.
• Through the Farmworker Housing Ordinance, the County has established requirements and
standards for housing accommodations for five or more farmworkers and established ministerial
review and discretionary review processes for different housing accommodation types. Housing
accommodations for four or fewer farmworkers are not regulated separately by the County
Zoning Code but must comply with all zoning requirements of the zoning district where the
housing accommodations are located.
• Through the Accessory Dwelling Units Ordinance, the County has authorized accessory dwelling
units, including junior accessory dwelling units, and established procedures for reviewing and
approving their development to ensure healthy and safe residential living environments,
established location and development standards, and require ministerial review of their
proposed development.
Actions taken to address obstacles to meeting underserved needs. 91.220(k); 91.320(j)
The County’s efforts to increase and maintain the supply of affordable housing, and to meet the
objectives identified in the Consolidated Plan, described in the general narrative sections of this report,
are all directed to meeting underserved needs. In addition, the criteria for target population and
alleviation of affordable housing needs employed in the allocation of HOME and CDBG funds for
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housing, establish a priority for projects that reserve a portion of the units for extremely low -income
and/or special needs populations.
The following are obstacles to meeting needs of the underserved:
Accessibility to Services: Lack of accessibility to services can be the result of lack of transportation for
those in need, services that are not delivered in a culturally appropriate manner or in the appropriate
language, burdensome prerequisites to accessing services (“red tape”), and services that are not
provided in proximity to those in need. Lack of transportation is a particular challenge for those who do
not drive, do not have a car, or are elderly and for persons with disabilities. Most if not all the public
service projects listed in AP-38 are located within the neighborhoods or communities of the target
population to provide easy accessibility to their services. Some of the public service projects serving the
elderly or persons with disabilities provide transportation to their services or provide "in-home"
services.
Awareness of Services: The lack of awareness of the availability of services by those in need and a lack
of knowledge about how to access services are significant obstacles to the provision of services. All
agencies receiving CDBG, HOME, ESG, or HOPWA funds from the County must provide significant
outreach to those in need. County DCD staff continues to monitor CDBG/HOME/ESG/HOPWA-funded
agencies to verify if an agency’s outreach is adequate and that outreach materials are available in
various languages.
Coordination of Services: Those in need often access services from several points; similar services may
also be provided by more than one agency. Those being served by one agency may have needs that are
not being addressed by the particular agency currently serving that person or family. County DCD staff
advocates that CDBG/HOME/ESG/HOPWA-funded agencies collaborate and coordinate with other
agencies in the community or serving their target population. DCD staff continue to encourage agencies
to collaborate and coordinate to avoid duplication and to provide more efficient services to their clients
or target populations.
Resources: Resources are generally less than required to meet the level of need. The
CDBG/HOME/ESG/HOPWA funds that are available are prioritized to the high Priority Needs and Goals
established in the 2020-2025 Consolidated Plan. Funding is also prioritized for those undertakings that
represent the most efficient use of funds, are delivered by the most qualified persons, and serve the
broadest area.
Actions taken to reduce lead-based paint hazards. 91.220(k); 91.320(j)
The County has incorporated the requirements of the lead-based paint regulations (24 CFR PART 35)
into its affected programs, including the homeowner and rental rehabilitation programs. These
programs developed implementation plans that include procedures to test for lead-based paint,
determine a scope of work to address lead-based paint hazards, ensure qualified contractors are
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performing the required work, and obtain a clearance examination at project completion.
Additionally, the County’s Neighborhood Preservation Program, a home rehabilitation program,
provides grants to homeowners who have received rehabilitation loans and need to abate lead hazards.
Actions taken to reduce the number of poverty-level families. 91.220(k); 91.320(j)
The movement of people to above the poverty line involves a variety of policies and programs that
extend beyond providing opportunities for employment at a living wage. Access to education,
transportation, childcare, and housing are also key components that can assist persons to secure and
retain economically self-sustaining employment. The County employs a variety of strategies to help
alleviate poverty in the Urban County, including efforts to stimulate economic growth and job
opportunities, and to provide Urban County residents with the skills and abilities required to take
advantage of those opportunities.
In FY 2022/23, the CDBG program provided funds for three job training and placement programs:
• Opportunity Junction’s Bay Point Career Counseling and Placement Assistance program (22-35-
ED) and Administrative Careers Training program (22-38-ED) provided personalized vocational
training and job placement for persons to establish careers in information technology and office
administration.
• Multicultural Institute’s Lifeskills/Day Labor program (22-34-ED) provided job-matching,
individualized assistance with health, legal and educational needs.
• Loaves and Fishes Culinary Training Program (22-37-ED) provided culinary training and
certificates of completion to low-income persons experiencing barriers to employment.
In FY 2022/23, the CDBG program provided funds for a number of programs that do not aid in
employment, but are crucial to the reduction of poverty:
• Eden Council for Hope and Opportunity’s Tenant-Landlord Housing Services Collaboration
program (22-28-PS) provided information and counseling to County tenants on their housing
rights.
• CocoKids Road to Success program (22-36-ED) provided microenterprise assistance to low-
income residents seeking to start or maintain licensed home-based family childcare businesses.
• The City of Lafayette’s Lamorinda Spirit Van Senior Transportation Program (22-12-PS) provided
transportation to the elderly so that they may maintain their normal lifestyle and age in their
homes.
• Mount Diablo Unified School District’s CARES After School Enrichment Program (22-25-PS)
provided after-school childcare and enrichment to elementary and middle school students.
Actions taken to develop institutional structure. 91.220(k); 91.320(j)
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DCD continues to provide technical assistance to non-profits to build capacity and assist in the
development of programs and projects designed to meet the County’s Consolidated Plan objectives
through individual meetings and workshops held during the program year. Further, the Department
works with non-profits to achieve designation as a Community Housing Development Organization
(CHDO) and/or Community Based Development Organization (CBDO) for purposes of participating in the
Consortium HOME and County CDBG affordable housing programs.
Actions taken to enhance coordination between public and private housing and social service
agencies. 91.220(k); 91.320(j)
The County’s efforts to coordinate activities and strategies for affordable housing development and the
provision of emergency and transitional housing and supportive services included cooperative planning
efforts as well as participation in a number of countywide housing and service provider organizations.
Planning efforts undertaken during FY 2022/23 included the following:
• Contra Costa Consortium members continued to work on strategies and actions designed to
overcome identified impediments and eliminate problems of housing discrimination in Contra
Costa.
• The Continuum of Care and the Council on Homelessness worked with Contra Costa
jurisdictions, public and private agencies, the interfaith community, homeless advocacy groups,
and other community organizations to implement the Continuum of Care Plan, which includes
strategies and programs designed to alleviate homelessness, and the Ten Year Plan to End
Homelessness.
• In addition to the above, the County participated in a number of countywide housing and
service provider organizations, which are intended to share resources and coordinate strategies
and programs for affordable housing and community development activities.
Identify actions taken to overcome the effects of any impediments identified in the
jurisdictions analysis of impediments to fair housing choice. 91.520(a)
Urban County staff, along with staff from the other Contra Costa CDBG entitlement jurisdictions
(Antioch, Concord, Pittsburg, and Walnut Creek), worked together to prepare the Contra Costa
Consortium Analysis of Impediments to Fair Housing Choice (AI). This document outlines and
identifies barriers to fair housing and presents a plan to properly navigate them. An update of the AI was
completed and approved by each Contra Costa CDBG entitlement jurisdiction in 2019. The AI is effective
from July 1, 2020, to June 30, 2025, and is available on the County website at:
http://www.contracostaca.gov/CDBG
To address impediments identified in the study, the AI offers the following set of goals and actions.
Recommendation #1: Increase available financial resources for affordable housing to better fund efforts
to foster stable residential integration and increased access to opportunity.
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i. Explore a countywide affordable housing bond issuance that includes efforts to develop
permanent supportive housing, to build affordable housing for families, and to preserve
affordable housing in areas undergoing gentrification and displacement. Efforts to support a
bond issue could include the posting of informational materials regarding the need for
affordable housing and the possible uses of bond proceedings on government agency
websites.
ii. If bond does not pass, consider other sources for a County-wide housing trust fund.
Recommendation #2 Provide for the production of additional affordable housing through market
incentives and improvements.
i. Promote market-rate housing to include affordable units, such as by promoting use of
density bonuses.
ii. Explore the production of units that are affordable by design, such as Accessory
Dwelling Units (ADUs) and micro-units.
iii. Evaluate options for streamline processing of affordable housing developments.
Recommendation #3: Increase residential racial and ethnic integration by increasing the supply of
affordable housing for families in high-opportunity areas.
i. Discourage or eliminate live/work preferences in inclusionary ordinances.
ii. Coordinate the use of housing subsidies such as Project-Based Vouchers and RAD transfers
of assistance with emerging opportunities to build or access affordable housing in high-
opportunity areas (such as new bond measures or LIHTC development), to increase access
to designated opportunity areas with low poverty rates, healthy neighborhoods, and high-
performing schools among subsidized households.
iii. Consider any affordable housing funding sources (including new sources such as bond
funds) that create balance in the location of affordable housing throughout the county by
supporting the creation of affordable units, particularly for families, in high-opportunity
areas.
Recommendation #4: Increase the supply of permanent supportive housing for people with disabilities
and services for people with disabilities.
i. To the extent practicable, use affordable housing funds to construct permanent supportive
housing in developments in which 10-25% of units are set aside for persons with disabilities.
Affirmatively market units to individuals with intellectual and developmental disabilities, their
families, and service providers, such as the Regional Center of the East Bay.
ii. Explore methods for nonprofit partners to assist in purchasing or master leasing affordable units
within inclusionary market-rate developments and set a portion of those units aside for persons
with disabilities.
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iii. Explore funding options for continuing community-based services for possible expansion of
services, particularly for persons with psychiatric disabilities.
Recommendation #5: Reduce housing discrimination and discriminatory barriers to residential mobility.
i. Educate landlords on criminal background screening in rental housing (using HUD fair housing
guidance) and explore the feasibility of adopting ordinances.
ii. Develop and disseminate a best practices guide to credit screening in the rental housing context
to discourage the use of strict FICO score cut-offs and overreliance on eviction records.
iii. Develop and distribute informational brochure on inclusionary leasing practices, including with
licenses where applicable.
iv. Increase outreach to LGBTQ and immigrant stakeholder groups to provide “know your rights”
materials regarding housing discrimination.
v. Continue and increase outreach and education activities for all protected classes.
vi. Include education on new requirements of the Right to a Safe Home Act in outreach activities to
both landlords and the public.
vii. For publicly-supported housing, develop protocols to ensure responsiveness to reasonable
accommodation requests.
Recommendation #6: Address barriers to mobility for families and individuals in publicly-supported
housing, including Housing Choice Voucher participants.
i. Provide mobility counseling and updated briefing materials to families with or eligible for
Housing Choice Vouchers, including about healthy neighborhoods and high-performing, low-
poverty schools.
ii. Provide block grants or other funding for security deposits (including for voucher holders).
iii. Require developers to affirmatively market affordable units (especially in opportunity areas) to
voucher holders throughout the county.
iv. Implement measures to address sources of income discrimination against Housing Choice
Voucher participants and landlord reluctance to participate in the HCV program, including
increased landlord support and contact, production of an owner’s packet, and outreach and
education (including workshops).
Recommendation #7: Reduce the displacement of low-income communities of color by enhancing
protections for vulnerable tenants and homeowners and preserving affordable housing in areas that are
gentrifying or at risk of gentrification.
i. Explore the development of displacement mitigation or replacement requirements for any
rezoning activities that could displace existing residents.
ii. Explore the feasibility of adopting tenant protections, such as relocation costs, increased
noticing, just cause, and rent control ordinances (as permitted by state law), to cover the
unincorporated areas of the County and the Cities of Antioch, Concord, Pittsburg, and Walnut
Creek.
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iii. Continue funding and support multi-agency collaborative efforts for legal services, including
organizations that do not receive Legal Services Corporation funding and are able to represent
undocumented residents.
iv. In tandem with investments in affordable housing development in low-poverty areas, provide
funds for the preservation of affordable housing in areas that are undergoing gentrification or
are at risk of gentrification, particularly in areas of high environmental health.
v. Encourage the donation of municipally-owned, tax-foreclosed properties to non-profit
community land trusts to be rehabilitated, as needed, and preserved for long-term affordable
housing.
Recommendation #8: Increase access to opportunity through targeted public investments and efforts to
increase economic mobility within Racially or Ethnically Concentrated Areas of Poverty (R/ECAPs).
i. Prioritize economic development expenditures in and around R/ECAPs including through the
Northern Waterfront Economic Development Initiative.
ii. Prioritize funding for job training activities in and around R/ECAPs including for the types of
industrial jobs created through the Northern Waterfront Economic Development Initiative.
iii. Prioritize infrastructure and streetscaping improvements in R/ECAPs in order to facilitate local
retail development.
iv. Engage with small business incubators, like West Contra Costa Small Business Incubator or the
Richmond Commercial Kitchen, to expand to R/ECAPs within Contra Costa County or to provide
technical assistance to start-up incubators within the County.
v. Explore methods for providing low-interest loans and below-market leases for tax-foreclosed
commercial properties to low-income residents seeking to start businesses within R/ECAPs.
Recommendation #9: Increase and stabilize access to proficient schools.
i. Create regular lines of communication between PHAs and staff with county and district school
boards and school district staff to ensure that districts take into account the needs of low-
income residents in redistricting and investment decisions, particularly for residents of public
and assisted housing in the region.
ii. To the extent possible, focus on the development of new family affordable housing in school
districts and school zones with lower rates of school-based poverty concentration, and
incentivize new market-rate multifamily development in high-performing school zones to
include more bedrooms in affordable apartments for families with children.
Recommendation #10: Increase coordination of housing and environmental health planning to support
access to healthy homes and neighborhoods.
i. Expand ongoing interagency connections to support weatherization, energy efficiency, and
climate adaptation for low-income residents.
Recommendation #11: Improve inter-jurisdictional coordination.
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i. Explore an ongoing working group of representatives from Consortium, PHA, and local housing
and community development staff, along with representatives of local and regional
transportation, education, climate/energy, and health agencies.
CR-40 - Monitoring 91.220 and 91.230
Describe the standards and procedures used to monitor activities carried out in furtherance
of the plan and used to ensure long-term compliance with requirements of the programs
involved, including minority business outreach and the comprehensive planning
requirements
The County Department of Conservation and Development (DCD) is responsible for the administration
of the following federally funded programs: CDBG, HOME, NSP, ESG, and HOPWA. All projects funded
through these programs are monitored by DCD to ensure that the projects achieve their approved
objectives in a manner consistent with federal regulations, the Consolidated Plan, and other local
planning requirements. DCD's monitoring process consists of the following:
• Prior to funding consideration, all project applications are reviewed to ensure consistency with
federal regulations, Board of Supervisor policy, the Consolidated Plan, the Analysis of
Impediments to Fair Housing Choice (if applicable), and the County Housing Element (if
applicable).
• All project sponsors receiving an allocation of CDBG, HOME, NSP, HOPWA, and/or ESG funds are
required to enter into Project Agreements which specify project objectives, the scope of work,
eligible activities, performance targets, project budget, implementation time frame, federal
regulatory requirements, and monitoring and reporting requirements.
• During project implementation, project sponsors are required to submit periodic progress
reports detailing project progress, significant problems encountered (and their resolution),
project funding and expenditures, affirmative marketing activity, and quantitative participation
data that illustrates findings on the amount of outreach to women and minority-owned
businesses. In addition, projects are monitored as applicable for compliance with federal
accounting and procurement standards, labor and construction standards, relocation,
affirmative marketing, equal opportunity, fair housing, and other federal requirements.
• Following project completion, project sponsors are required to submit Project Completion
Reports identifying: project accomplishments; population served, including data on household
characteristics (e.g., income, ethnicity); rent and/or housing affordability; and total sources and
uses of funds.
Affordable housing development projects (e.g., acquisition, rehabilitation, new construction) must also
submit annual compliance reports designed to ensure continued compliance with federal regulations,
affordability and use restrictions, and other requirements as specified in the project loan documents. In
addition, all HOME-assisted projects are subject to periodic onsite inspections to ensure continued
compliance with the local housing code.
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Citizen Participation Plan 91.105(d); 91.115(d)
Describe the efforts to provide citizens with reasonable notice and an opportunity to
comment on performance reports.
Contra Costa County set a minimum 15-day comment period for citizen participation and to receive
comments on the CAPER. Notices announcing the public hearing date to consider acceptance of the
CAPER are posted in local newspapers, as well as the County website at least 15 days prior to the public
hearing date. A notice announcing the draft of the CAPER and the public hearing date for the CAPER was
published on the County website and in the Contra Costa Times on September 1, 2023. The County’s
Board of Supervisors accepted the FY 2022/23 CAPER at itsSeptember 19, 2023 , meeting. There were no
(number to be added after meeting) public comments received prior to or at the September 19, 2023,
Board of Supervisors meeting. The draft CAPER was made available for review at the County’s
Department of Conservation and Development office, and on the following website:
https://www.contracosta.ca.gov/CDBG.
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CR-45 - CDBG 91.520(c)
Specify the nature of, and reasons for, any changes in the jurisdiction’s program objectives
and indications of how the jurisdiction would change its programs as a result of its
experiences.
The County does not anticipate changing any of its program objectives at this time.
Does this Jurisdiction have any open Brownfields Economic Development Initiative (BEDI)
grants?
No
[BEDI grantees] Describe accomplishments and program outcomes during the last year.
N/A
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CR-50 - HOME 91.520(d)
Include the results of on-site inspections of affordable rental housing assisted under the
program to determine compliance with housing codes and other applicable regulations
Please list those projects that should have been inspected on-site this program year based upon
the schedule in §92.504(d). Indicate which of these were inspected and a summary of issues that
were detected during the inspection. For those that were not inspected, please indicate the
reason and how you will remedy the situation.
Effective January 24, 2015, participating jurisdictions are now required to inspect rental projects funded
with HOME funds at least once every three years during the required period of affordability. DCD staff
monitors units in one of the three regions of the County (East, Central, and West) each year. Staff
inspects 15 percent, or no fewer than four, of the HOME-assisted units for each monitored project.
Copies of the inspection reports are maintained at the DCD offices.
During FY 2022/23, the County performed on-site physical inspections of 21 projects and 106 units.
Concurrent with the on-site physical inspections, DCD staff inspects tenant files to ensure the
management company complies with the HOME program and local County requirements. The review
includes income certifications, rent, and utility allowance calculations, appropriate tenant lease
provisions, and the annual project audit and operating budget. For all projects with failed units, the
County works with the owner and property management company to bring the unit into compliance
within 30 days. The following table summarizes the on-site physical inspections completed during the
fiscal year:
Project Name # of Units Inspected # of Units Passed # of Units Failed
Antioch Hillcrest Terrace 6 6 0
Bella Monte 5 4 1
Brentwood Senior Commons 8 8 0
Columbia Park Manor 6 6 0
The Courtyards at Cypress Grove 9 9 0
East Leland Court 6 6 0
Elaine Null 4 4 0
Los Medanos Village 7 7 0
Lyle Morris Family Center 4 4 0
Oak Ridge Family Apartments 4 4 0
Pinecrest 3 3 0
Presidio Village 8 8 0
Rivertown Place 4 4 0
Silver Oak Apts. 4 4 0
Sycamore Place 1 3 3 0
680
CAPER 39
OMB Control No: 2506-0117 (exp. 09/30/2021)
Sycamore Place 2 3 4 0
Tabora Gardens Senior Apartments 4 4 0
Terrace Glen 4 4 0
Villa Amador 9 9 0
West Rivertown Apartments 4 4 0
Woods Grove 4 2 2
Table 14 - HOME On-Site Inspections
Provide an assessment of the jurisdiction's affirmative marketing actions for HOME units.
92.351(b)
The objective of affirmative marketing is to promote equal access to housing by all groups within the
market area. The County has adopted the following policies and measures:
Information concerning the availability of funding, housing opportunities, fair housing, and affirmative
marketing requirements will be distributed to the general public; all jurisdictions and housing agencies
located in the County; property owners and developers of affordable housing; and minority and public
interest groups.
Notices of funds available are posted on the County website at http://www.contracosta.ca.gov/CDBG
Informational material describing the HOME, CDBG, and HOPWA Programs is available at
http://www.contracosta.ca.gov/aff-hsg-dev (for developers)
http://www.contracosta.ca.gov/affordablehousing (for consumers).
The County will maintain records concerning the above activities, including copies of press releases,
affirmative marketing materials distributed, and workshops and meetings held with the above groups
and organizations.
The County requires owners of federally assisted housing to comply with federal fair housing law and
employ the following affirmative marketing activities:
• Advertise the availability of assisted units in local newspapers and newsletters, such as those
published by minority groups, neighborhood churches, public service organizations, etc.; and on
bulletin boards in community gathering spots (e.g., community center, church, supermarket,
laundromat, fair housing/housing counseling agency, and employment offices).
• Contact appropriate community organizations and representatives of minority and other
disadvantaged groups to solicit tenants and provide information about the availability of the
assisted units.
• Display the Equal Housing Opportunity logo at the project location and in all advertisements
pertaining to assisted units.
Refer to IDIS reports to describe the amount and use of program income for projects,
681
CAPER 40
OMB Control No: 2506-0117 (exp. 09/30/2021)
including the number of projects and owner and tenant characteristics
The amount of HOME program income (PI) received in FY 2022/23 was $643,410.25. The amount of
HOME PI used on projects during FY 2022/23 was $99,030, which includes PI from previous years. The PI
was expended for HOME Program Administration. The unexpended PI funds will be allocated to a
housing development project during the FY 2022/23 Action Plan cycle.
Describe other actions taken to foster and maintain affordable housing. 91.220(k) (STATES
ONLY: Including the coordination of LIHTC with the development of affordable housing).
91.320(j)
Market factors such as the high cost of land suitable for residential development and unprecedented
high construction costs continue to be significant constraints on the development of affordable
housing in Contra Costa. The County attempts to counter these factors with strategies and subsidy
programs to develop affordable rental housing and homeownership opportunities, for example:
• The County applied for and received Permanent Local Housing Allocation (PLHA) grant funds to
support the new construction of affordable rental units.
• The County applied for the Local Housing Trust Fund matching grant through the state.
• Measure X Housing Fund.
• Behavioral Health Services is the lead County department to apply to State of California No Place
Like Home funds (both competitive and non-competitive funds) for permanent supportive
housing development.
• The County has a multifamily housing revenue bond program that allows developers to finance
projects at tax-exempt rates and access 4% Low-Income Housing Tax Credits.
• The County has a density bonus ordinance to permit increased densities for housing
developments that include units affordable to low-income households.
• The County adopted an Inclusionary Housing Ordinance, which requires developers to provide
15 percent of the units as affordable to moderate, low, or very low-income households.
Discussion regarding the County’s efforts to affirmatively further fair housing can be found in Section
CR-35.
682
CAPER 41
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-58 – Section 3
Identify the number of individuals assisted and the types of assistance provided
Total Labor Hours CDBG HOME ESG HOPWA HTF
Total Number of Activities 0 0 0 0 0
Total Labor Hours
Total Section 3 Worker Hours
Total Targeted Section 3 Worker Hours
Table 14 – Total Labor Hours
Qualitative Efforts - Number of Activities by Program CDBG HOME ESG HOPWA HTF
Outreach efforts to generate job applicants who are Public Housing
Targeted Workers
Outreach efforts to generate job applicants who are Other Funding
Targeted Workers.
Direct, on-the job training (including apprenticeships).
Indirect training such as arranging for, contracting for, or paying tuition
for, off-site training.
Technical assistance to help Section 3 workers compete for jobs (e.g.,
resume assistance, coaching).
Outreach efforts to identify and secure bids from Section 3 business
concerns.
Technical assistance to help Section 3 business concerns understand
and bid on contracts.
Division of contracts into smaller jobs to facilitate participation by
Section 3 business concerns.
Provided or connected residents with assistance in seeking employment
including: drafting resumes, preparing for interviews, finding job
opportunities, connecting residents to job placement services.
Held one or more job fairs.
Provided or connected residents with supportive services that can
provide direct services or referrals.
Provided or connected residents with supportive services that provide
one or more of the following: work readiness health screenings,
interview clothing, uniforms, test fees, transportation.
Assisted residents with finding child care.
Assisted residents to apply for, or attend community college or a four
year educational institution.
Assisted residents to apply for, or attend vocational/technical training.
Assisted residents to obtain financial literacy training and/or coaching.
Bonding assistance, guaranties, or other efforts to support viable bids
from Section 3 business concerns.
Provided or connected residents with training on computer use or online
technologies.
683
CAPER 42
OMB Control No: 2506-0117 (exp. 09/30/2021)
Promoting the use of a business registry designed to create
opportunities for disadvantaged and small businesses.
Outreach, engagement, or referrals with the state one-stop system, as
designed in Section 121(e)(2) of the Workforce Innovation and
Opportunity Act.
Other.
Table 15 – Qualitative Efforts - Number of Activities by Program
Narrative
Contra Costa County has updated its Section 3 Plan and accompanying forms to comply with the New
Final Rule. Although this section of the CAPER is indicating no information currently, there are various
projects in construction. Section 3 benchmarks and information will be added at the completion of these
ongoing activities.
684
CAPER 43
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-60 - ESG 91.520(g) (ESG Recipients only)
ESG Supplement to the CAPER in e-snaps
For Paperwork Reduction Act
1. Recipient Information—All Recipients Complete
Basic Grant Information
Recipient Name CONTRA COSTA COUNTY
Organizational DUNS Number 139441955
UEI
EIN/TIN Number 946000509
Identify the Field Office SAN FRANCISCO
Identify CoC(s) in which the recipient or
subrecipient(s) will provide ESG
assistance
Richmond/Contra Costa County CoC
ESG Contact Name
Prefix Mr.
First Name Gabriel
Middle Name
Last Name Lemus
Suffix
Title Assistant Deputy Director
ESG Contact Address
Street Address 1 Department of Conservation and Development
Street Address 2 30 Muir Road
City Martinez
State CA
ZIP Code -
Phone Number 9256552885
Extension
Fax Number
Email Address gabriel.lemus@dcd.cccounty.us
ESG Secondary Contact
Prefix
First Name
Last Name
Suffix
Title
Phone Number
Extension
Email Address
685
CAPER 44
OMB Control No: 2506-0117 (exp. 09/30/2021)
2. Reporting Period—All Recipients Complete
Program Year Start Date 07/01/2021
Program Year End Date 06/30/2022
3a. Subrecipient Form – Complete one form for each subrecipient
Subrecipient or Contractor Name: CONTRA COSTA HEALTH SERVICES HOMELESS PROGRAM
City: CONCORD
State: CA
Zip Code: ,
DUNS Number:
UEI:
Is subrecipient a victim services provider: N
Subrecipient Organization Type: Unit of Government
ESG Subgrant or Contract Award Amount: 30844
Subrecipient or Contractor Name: CONTRA COSTA COUNTY HEALTH SERVICES HOMELESS DIVISION
City: CONCORD
State: CA
Zip Code: ,
DUNS Number:
UEI:
Is subrecipient a victim services provider: N
Subrecipient Organization Type: Unit of Government
ESG Subgrant or Contract Award Amount: 30000
Subrecipient or Contractor Name: SHELTER INC. OF CONTRA COSTA COUNTY
City: CONTRA COSTA COUNTY CONSORTIUM
State: CA
Zip Code: ,
DUNS Number:
UEI:
Is subrecipient a victim services provider: N
Subrecipient Organization Type: Other Non-Profit Organization
ESG Subgrant or Contract Award Amount: 128573
686
CAPER 45
OMB Control No: 2506-0117 (exp. 09/30/2021)
Subrecipient or Contractor Name: CONTRA COSTA COUNTY HEALTH SERVICES
City: Concord
State: CA
Zip Code: 94520, 4832
DUNS Number:
UEI:
Is subrecipient a victim services provider: N
Subrecipient Organization Type: Unit of Government
ESG Subgrant or Contract Award Amount: 97156
Subrecipient or Contractor Name: STAND! AGAINST DOMESTIC VIOLENCE
City: CONTRA COSTA COUNTY CONSORTIUM
State: CA
Zip Code:
DUNS Number:
UEI:
Is subrecipient a victim services provider: Y
Subrecipient Organization Type: Other Non-Profit Organization
ESG Subgrant or Contract Award Amount: 49000
Subrecipient or Contractor Name: Trinity Center Walnut Creek
City: Walnut Creek
State: CA
Zip Code: 94596, 4037
DUNS Number: 079218515
UEI:
Is subrecipient a victim services provider: N
Subrecipient Organization Type: Other Non-Profit Organization
ESG Subgrant or Contract Award Amount: 30363
687
CAPER 46
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-65 - Persons Assisted
4. Persons Served
4a. Complete for Homelessness Prevention Activities
Number of Persons in
Households
Total
Adults 0
Children 0
Don't Know/Refused/Other 0
Missing Information 0
Total 0
Table 16 – Household Information for Homeless Prevention Activities
4b. Complete for Rapid Re-Housing Activities
Number of Persons in
Households
Total
Adults 0
Children 0
Don't Know/Refused/Other 0
Missing Information 0
Total 0
Table 17 – Household Information for Rapid Re-Housing Activities
4c. Complete for Shelter
Number of Persons in
Households
Total
Adults 0
Children 0
Don't Know/Refused/Other 0
Missing Information 0
Total 0
Table 18 – Shelter Information
688
CAPER 47
OMB Control No: 2506-0117 (exp. 09/30/2021)
4d. Street Outreach
Number of Persons in
Households
Total
Adults 0
Children 0
Don't Know/Refused/Other 0
Missing Information 0
Total 0
Table 19 – Household Information for Street Outreach
4e. Totals for all Persons Served with ESG
Number of Persons in
Households
Total
Adults 0
Children 0
Don't Know/Refused/Other 0
Missing Information 0
Total 0
Table 20 – Household Information for Persons Served with ESG
5. Gender—Complete for All Activities
Total
Male 0
Female 0
Transgender 0
Don't Know/Refused/Other 0
Missing Information 0
Total 0
Table 21 – Gender Information
689
CAPER 48
OMB Control No: 2506-0117 (exp. 09/30/2021)
6. Age—Complete for All Activities
Total
Under 18 0
18-24 0
25 and over 0
Don't Know/Refused/Other 0
Missing Information 0
Total 0
Table 22 – Age Information
7. Special Populations Served—Complete for All Activities
Number of Persons in Households
Subpopulation Total Total
Persons
Served –
Prevention
Total
Persons
Served –
RRH
Total
Persons
Served in
Emergency
Shelters
Veterans 0 0 0 0
Victims of Domestic
Violence 0 0 0 0
Elderly 0 0 0 0
HIV/AIDS 0 0 0 0
Chronically
Homeless 0 0 0 0
Persons with Disabilities:
Severely Mentally
Ill 0 0 0 0
Chronic Substance
Abuse 0 0 0 0
Other Disability 0 0 0 0
Total
(Unduplicated if
possible) 0 0 0 0
Table 23 – Special Population Served
690
CAPER 49
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-65 Narrative
The tables within CR-65 are intentionally left blank as directed by HUD. The information for CR-65 is
reported within the Sage system (the ESG-CAPER Annual Reporting Tool/System). Sage is the system
that configures aggregate information from the Homeless Management Information System (HMIS) and
produces all statistical information required by HUD on program participants served in ESG-funded
projects. The Sage system report for the County’s ESG program is attached as Attachment A.
691
CAPER 50
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-70 – ESG 91.520(g) - Assistance Provided and Outcomes
10. Shelter Utilization
Number of New Units - Rehabbed 0
Number of New Units - Conversion 0
Total Number of bed-nights available 145,250
Total Number of bed-nights provided 170,777
Capacity Utilization 117.57%
Table 24 – Shelter Capacity
11. Project Outcomes Data measured under the performance standards developed in
consultation with the CoC(s)
Annual Performance Measures focus on the outcomes for consumers who access the system of care.
HUD pulls data each year from every CoC’s Homeless Management Information System (HMIS) Database
to generate Systems Performance Measures results.
HUD developed the following seven system-level performance measures to help communities gauge
their progress in preventing and ending homelessness: 1. Length of time persons remain homeless; 2.
The extent to which persons who exit homelessness to permanent housing destinations return to
homelessness; 3. Number of homeless persons; 4. Jobs and income growth for homeless persons in CoC;
5. Number of persons who become homeless for the first time; 6. Homelessness prevention and housing
placement of persons defined by Category 3 of HUD’s homeless definition for CoC Program-funded
projects; and, 7. Successful housing placement. These measures are used to track progress across all
HUD-funded programs and to determine funding for each CoC for the following year. The Performance
Measures are run for Fiscal Years, October 1 to September 30.
Annual Performance Measures focus on the outcomes for consumers who access the system of care and
are required and monitored by HUD. The high-level findings of the FY 2022 (October 1, 2021 –
September 30, 2022) Performance Measures are summarized below:
FY22 System Performance Measures
Measure One: Length of Time Homeless
• Clients spent, on average, 195 days homeless while in emergency shelter and
transitional housing programs in FY22
Measure Two: Returns to Homelessness
• 17% of people served in literally homeless programs who exited to permanent
housing returned to a homeless program during FY22
Measure Three: Number of People Experiencing Homelessness
• 1,806 people served in emergency shelter or transitional housing during FY22
692
CAPER 51
OMB Control No: 2506-0117 (exp. 09/30/2021)
Measure Four: Increase in Income
• 38% of individuals who exited the system increased their income in FY22 (8%
increased cash income and 31% increased earned income)
• 48% of individuals still in the system increased total income (13% increased cash
income, 44% increased earned income)
Measure Five: First Time Homeless
• 1,638 individuals accessing emergency shelter, transitional housing, rapid
rehousing and permanent housing were newly homeless in FY22
Measure Six: Prevention Outreach
• Data for Measure Six is not analyzed for Contra Costa’s CoC
Measure Seven: Positive Outcomes
• 33% of all exits from street outreach were positive exits in FY22
• 40% of all exits from emergency shelters and transitional housing were positive
exits in FY22
• 97% of people enrolled in permanent supportive housing retained their housing
in FY22
Key Shifts from FY21 to FY22
The FY22 performance measures suggest a return to pre-COVID-19 program practices and
outcomes. During the pandemic shelter-in-place, services were limited to the most vulnerable
individuals and capacity was reduced in both interim housing and permanent housing
programs. A summary of key shifts in performances measures from FY21 to FY22 is provided
below:
• As capacity in interim housing returned to pre-pandemic levels, there was a 27%
increase in the number of people served in emergency shelters and transitional
housing since from FY21 to FY22 (from 1,419 to 1,806).
• Increased access to housing resulted in a 16% decrease in the average number of days
enrolled in shelter, from 234 days during FY21 to 195 days in FY22.
• There was a 54% increased in the number of people newly homeless (having a first
enrollment into a program for literally homeless individuals) from 1,065 in FY21 to
1,683 in FY22. This may reflect the lack of movement in and out of the system during
the COVID-19 shelter-in-place and the proportion of people who were newly homeless
in FY22 was similar to previous years.
• Positive exits from Street Outreach increased by 5% (24% in FY21 to 29% in FY22).
• During FY22, 51% of people that exited homeless services increased their total income
(13% increased their earned income and 44% increased their non-cash income).
693
CAPER 52
OMB Control No: 2506-0117 (exp. 09/30/2021)
CR-75 – Expenditures
11. Expenditures
11a. ESG Expenditures for Homelessness Prevention
Dollar Amount of Expenditures in Program Year
2020 2021 2022
Expenditures for Rental Assistance 0 0 0
Expenditures for Housing Relocation and
Stabilization Services - Financial Assistance 0 0 5,150
Expenditures for Housing Relocation &
Stabilization Services - Services 0 10,394 8,147
Expenditures for Homeless Prevention under
Emergency Shelter Grants Program 0 0 0
Subtotal Homelessness Prevention 0 10,394 13,297
Table 25 – ESG Expenditures for Homelessness Prevention
11b. ESG Expenditures for Rapid Re-Housing
Dollar Amount of Expenditures in Program Year
2020 2021 2022
Expenditures for Rental Assistance 0 0 0
Expenditures for Housing Relocation and
Stabilization Services - Financial Assistance 12,404 2,125 14,334
Expenditures for Housing Relocation &
Stabilization Services - Services 99,451 93,568
94,082
Expenditures for Homeless Assistance under
Emergency Shelter Grants Program 0 0 0
Subtotal Rapid Re-Housing 111,855 95,693
108,415
Table 26 – ESG Expenditures for Rapid Re-Housing
694
CAPER 53
OMB Control No: 2506-0117 (exp. 09/30/2021)
11c. ESG Expenditures for Emergency Shelter
Dollar Amount of Expenditures in Program Year
2020 2021 2022
Essential Services 80,000 78,012 109,279
Operations 130,000 127,156 98,000
Renovation 0 0 0
Major Rehab 0 0 0
Conversion 0 0 0
Subtotal 210,000 205,168 207,279
Table 27 – ESG Expenditures for Emergency Shelter
11d. Other Grant Expenditures
Dollar Amount of Expenditures in Program Year
2020 2021 2022
Street Outreach 30,844 30,844 30,844
HMIS 0 0 0
Administration 12,092 33,087 42,787
Table 28 - Other Grant Expenditures
11e. Total ESG Grant Funds
Total ESG Funds
Expended
2020 2021 2022
1,120,197 364,791 375,186 402,622
Table 29 - Total ESG Funds Expended
11f. Match Source
2020 2021 2022
Other Non-ESG HUD Funds 290,479 165,073 273541
Other Federal Funds 177,769 318,976 588,528
State Government 1,682,637 2,230,886 2,019,848
Local Government 651,380 799,936 798,680.34
Private Funds 1,236,424 1,167,200 964,543
Other 0 0 0
Fees 0 0 0
Program Income 0 0 0
Total Match Amount 4,038,689 4,682,071 4,645,140
Table 30 - Other Funds Expended on Eligible ESG Activities
695
CAPER 54
OMB Control No: 2506-0117 (exp. 09/30/2021)
11g. Total
Total Amount of Funds
Expended on ESG
Activities
2020 2021 2022
15,207,978 4,403,480 5,057,257 5,047,762
Table 31 - Total Amount of Funds Expended on ESG Activities
696
CAPER 55
OMB Control No: 2506-0117 (exp. 09/30/2021)
Attachment A - ESG CAPER (Sage)
697
CAPER 56
OMB Control No: 2506-0117 (exp. 09/30/2021)
698
CAPER 57
OMB Control No: 2506-0117 (exp. 09/30/2021)
699
CAPER 58
OMB Control No: 2506-0117 (exp. 09/30/2021)
700
CAPER 59
OMB Control No: 2506-0117 (exp. 09/30/2021)
Attachment B – Completed & Ongoing Projects by Funding
Category
701
CAPER 60
OMB Control No: 2506-0117 (exp. 09/30/2021)
702
CAPER 61
OMB Control No: 2506-0117 (exp. 09/30/2021)
703
CAPER 62
OMB Control No: 2506-0117 (exp. 09/30/2021)
704
CAPER 63
OMB Control No: 2506-0117 (exp. 09/30/2021)
705
CAPER 64
OMB Control No: 2506-0117 (exp. 09/30/2021)
706
CAPER 65
OMB Control No: 2506-0117 (exp. 09/30/2021)
707
CAPER 66
OMB Control No: 2506-0117 (exp. 09/30/2021)
708
CAPER 67
OMB Control No: 2506-0117 (exp. 09/30/2021)
709
CAPER 68
OMB Control No: 2506-0117 (exp. 09/30/2021)
710
CAPER 69
OMB Control No: 2506-0117 (exp. 09/30/2021)
711
CAPER 70
OMB Control No: 2506-0117 (exp. 09/30/2021)
712
CAPER 71
OMB Control No: 2506-0117 (exp. 09/30/2021)
713
CAPER 72
OMB Control No: 2506-0117 (exp. 09/30/2021)
Attachment C - Public Hearing Notice
714
CAPER 73
OMB Control No: 2506-0117 (exp. 09/30/2021)
Attachment D - Financial Summary Report (CDBG)
715
CAPER 74
OMB Control No: 2506-0117 (exp. 09/30/2021)
716
CAPER 75
OMB Control No: 2506-0117 (exp. 09/30/2021)
717
CAPER 76
OMB Control No: 2506-0117 (exp. 09/30/2021)
718
CAPER 77
OMB Control No: 2506-0117 (exp. 09/30/2021)
719
CAPER 78
OMB Control No: 2506-0117 (exp. 09/30/2021)
720
CAPER 79
OMB Control No: 2506-0117 (exp. 09/30/2021)
721
CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:23-416 Agenda Date:9/19/2023 Agenda #:
C.14.
To:Board of Supervisors
From:John Kopchik, Director, Conservation and Development
Report Title:Amendment to the Interagency Agreement between City of Richmond and County for Joint
Administration of North Richmond Mitigation Fee Funding
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Conservation and Development Director, or designee, to execute an
amendment to the Interagency Agreement with the City of Richmond (City), effective September 19, 2023,
to increase the payment limit by $360,000 to a new payment limit of $835,000 and extend the term from
September 30, 2023, to September 30, 2026, to facilitate City's continued use of jointly-administered North
Richmond Waste & Recovery Mitigation Fee (NRMF) funding to co-staff the NRMF Committee and
implement services and programs authorized in the City/County-approved expenditure plans.
FISCAL IMPACT:
There is no impact to the General Fund. Interagency Agreement costs will be funded with NRMF revenue,
which is solely received by the County but jointly administered by the City and County in accordance with
the Memorandum of Understanding (MOU) between the City and County.
BACKGROUND:
The NRMF was established by the City and County in 2004. This fee was originally identified as a
mitigation measure in an Environmental Impact Report for the Bulk Material Processing Center (BMPC) in
North Richmond as a means of addressing the impacts of illegal dumping as a result of the expansion of the
BMPC. The requirement to collect this Mitigation Fee is a condition of approval in the use permits issued
by the City and County, which allowed Republic Services to expand their waste processing operations at the
BMPC, located at the closed West Contra Costa Sanitary Landfill site in North Richmond. Since 2006, this
Mitigation Fee has been collected on a per ton basis and paid monthly, directly, to the County.
The City and County entered into an MOU in 2004 agreeing to establish a City/County Committee, known
as the North Richmond Waste and Recovery Mitigation Fee Joint Expenditure Planning Committee (NRMF
Committee), to prepare recommended spending plans subject to final City/County approvals for the purpose
of jointly administering this funding. These recommended spending plans are known as Expenditure Plans,
which must be approved by both the Richmond City Council and County Board of Supervisors. Each
Expenditure Plan authorizes expenditures for a single fiscal year period. The Expenditure Plan for the
2023/2024 fiscal year was approved by the County and City on June 27, 2023.
The first Interagency Agreement between the City and County went into effect on January 16, 2007, and was
CONTRA COSTA COUNTY Printed on 9/14/2023Page 1 of 2
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File #:23-416 Agenda Date:9/19/2023 Agenda #:
C.14.
amended four times. A new Interagency Agreement took effect on June 30, 2015, with a contract limit that was
estimated to be adequate to allow the County to share the proportion of NRMF revenue needed to cover the
City's costs associated with the City's share of Expenditure Plan implementation and Committee co-staffing for
the period through June 30, 2017. Since entering into the second Interagency Agreement in 2015, the amount of
NRMF funded reimbursement requested by the City has been steadily decreasing each Expenditure Plan cycle.
The remaining contract limit was sufficient to allow for three subsequent amendments which together extended
the contract term through September 30, 2018. A new Interagency Agreement was approved September 25,
2018, with a term ending on September 30, 2020. On August 11, 2020, the Interagency Agreement was
amended to increase the payment limit and extend the term until September 30, 2023. The current amendment
to the Interagency Agreement is intended to increase the payment limit by $360,000 and extend the term until
September 30, 2026, to provide for continued issuance of NRMF funded payments to the City to facilitate on-
going joint administration of funding and reimburse the City for costs incurred to implement Expenditure Plan
strategies.
CONSEQUENCE OF NEGATIVE ACTION:
If the recommended Agreement is not approved and executed, County staff will not have the authority
needed to issue NRMF funded payments to the City, which would make it impossible to jointly administer
this funding as agreed upon in the MOU between the City and the County. This would also make it
impossible for the County to reimburse the City for the costs the City incurs to implement the strategies
assigned to the City in the City/County-approved Expenditure Plan or the costs the City incurs for co-
staffing the NRMF Committee.
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 2
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CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:23-417 Agenda Date:9/19/2023 Agenda #:
C.15.
To:Board of Supervisors
From:John Kopchik, Director, Conservation and Development
Report Title:Subordination Agreement of Density Bonus and Inclusionary Agreement - DeAnza Gardens
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Conservation and Development Director, or designee, to execute a
subordination agreement with PNC Bank, which will subordinate the Density and Redevelopment Inclusionary
Housing Agreement dated June 1, 2003, to a loan being made by PNC Bank, to permit the refinancing of the
senior debt associated with an affordable housing development located at 205 Pueblo Avenue, Bay Point.
FISCAL IMPACT:
No fiscal impact.
BACKGROUND:
DeAnza Gardens (Project), a 180-unit multifamily affordable housing development located at 205 Pueblo
Avenue (the Property) in the unincorporated community of Bay Point, was developed in 2003-2004. The
current owner of the Project is DeAnza Gardens L.P. (Partnership), a California limited partnership with the
Housing Authority of Contra Costa County (HACCC) as Limited Partner and DeAnza Housing Corporation, a
California Public Benefit Corporation as the General Partner (Corporation). The Project is constructed on
property owned by the HACCC and leased to the Partnership pursuant to a Ground Lease.
As part of the development, a Density Bonus and Redevelopment Inclusionary Housing Agreement
(Inclusionary Agreement) between Contra Costa County, the HACCC, and the Partnership, was entered on June
1, 2003 and recorded against the Property. The Inclusionary Agreement required the Project to be affordable to
and occupied by households earning 30 percent to 60 percent of the median income for 55 years. There were
no County funds provided to the Project.
The development of DeAnza Gardens was initially funded with a loan provided to the Partnership by the
California Community Reinvestment Corporation (CCRC) that came with a balloon payment of approximately
$6.5 million becoming due on October 1, 2023. In addition, two loans were made to the Partnership for $1
million each from HACCC’s Housing Choice Voucher (HCV) program and its public housing programs.
HACCC is now seeking to refinance the CCRC loan to avoid the balloon payment and to consolidate all
outstanding debt.
To facilitate this refinancing, the Partnership will convey the Project and its leasehold interest in the Property to
CONTRA COSTA COUNTY Printed on 9/14/2023Page 1 of 2
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File #:23-417 Agenda Date:9/19/2023 Agenda #:
C.15.
the Corporation. The Corporation will obtain a loan from PNC Bank for $13 million to pay the acquisition costs
for the Project. The Partnership will use proceeds from the sale of the Project to repay existing financing on the
Project. Although no County funds are associated with the Project, as the Inclusionary Agreement currently
encumbers the Project, PNC Bank is requiring the County’s Inclusionary Agreement to be subordinated to its
loan.
After the refinancing and conveyance of the Project to the Corporation, the Project will continue to provide 180
units of affordable housing with a ground lease restriction that will run through the year 2083. The
requirements of the Inclusionary Agreement will continue to be in effect for the remainder of the original 55-
year term.
CONSEQUENCE OF NEGATIVE ACTION:
Failure to take the actions requested will require the balloon payment to be made, which could potentially cause
a default on the current loan. A default could result in the loss of the 180 units of affordable housing in the
County.
☒Recommendation of the County Administrator
☐ Recommendation of Board Committee
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 2
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Subordination Agreement (Governmental Entity)
DeAnza Gardens
RECORDING REQUESTED BY:
AND WHEN RECORDED MAIL TO:
PNC Bank, National Association
26901 Agoura Road, Suite 200
Calabasas Hills, CA 91301
Re: DeAnza Gardens
Fannie Mae No.: __________
SUBORDINATION AGREEMENT
GOVERNMENTAL ENTITY
726
Subordination Agreement (Governmental Entity)
DeAnza Gardens Page 1
SUBORDINATION AGREEMENT GOVERNMENTAL ENTITY FOR REGULATORY
AGREEMENT
REGULATORY AGREEMENT ONLY/NO SUBORDINATE DEBT
THIS SUBORDINATION AGREEMENT FOR REGULATORY AGREEMENT (this
“Agreement”) is effective as of the __ day of September, 2023, and is by the COUNTY OF
CONTRA COSTA, a political subdivision of the State of California (“Governmental Entity”),
the HOUSING AUTHORITY OF THE COUNTY OF CONTRA COSTA, a public body,
corporate and politic (“Owner”) and DEANZA HOUSING CORPORATION, a California
nonprofit public benefit corporation (“Borrower”), for the benefit of PNC BANK, NATIONAL
ASSOCIATION, a national banking association, its successors and assigns (“Lender”).
RECITALS:
A. Simultaneously herewith Lender is making a loan to Borrower in the original
principal amount of $__________ (“Loan”) pursuant to a Multifamily Loan and Security
Agreement between Lender and Borrower dated September __, 2023 (as supplemented or amended
from time to time, the “Loan Agreement”) and evidenced by a Multifamily Note by Borrower to
Lender dated September __, 2023 (as supplemented or amended from time to time, the “Note”).
The Loan is secured by a Multifamily Deed of Trust, Assignment of Rents, Security Agreement
and Fixture Filing that will be recorded among the records of Contra Costa County, California
(“Official Records”) (as supplemented or amended from time to time, the “Mortgage”) of certain
improved real property located at 205 Pueblo Avenue, in Bay Point, Contra Costa County,
California, as more particularly described on Exhibit A attached hereto (“Property”). The Loan
Agreement, the Note and the Mortgage, together with all other documents executed with respect
to the Loan, are hereinafter collectively referred to as the “Loan Documents”.
B. In connection with the construction and development of the Property, Owner and
Borrower’s predecessor-in-interest, DeAnza Gardens, L.P., a California limited partnership
(“Partnereship”), entered into a certain Density Bonus and Redevelopment Inclusionary Housing
Agreement dated as of June 1, 2003 (“Regulatory Agreement”) in favor of the Governmental
Entity, which was recorded as Document No. 2003-0310250-00 in the Official Records, pursuant
to which the Property was subjected to certain restrictions by Governmental Entity.
C. As a condition to making the Loan, Lender requires that the lien of the Mortgage
be superior to the lien of the Regulatory Agreement. Lender will not make the Loan unless
Governmental Entity and Borrower agree to subordinate their rights and obligations under the
Regulatory Agreement.
D. Borrower, Owner and Governmental Entity hereby agree to subordinate the
Regulatory Agreement on and subject to the terms, conditions and requirements set forth in this
Agreement.
727
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DeAnza Gardens Page 2
NOW, THEREFORE, in consideration of the mutual benefits accruing to the parties
hereto and other valuable consideration, the receipt and sufficiency of which is hereby
acknowledged, the parties agree as follows:
1. Recitals. The foregoing Recitals are hereby incorporated into this Agreement as
agreements among the parties.
2. Subordination. The Governmental Entity hereby agrees that the Regulatory
Agreement is and shall at all times continue to be, subordinate, subject and inferior to the rights of
Lender under the Loan Documents and that the liens, rights (including approval and consent righ ts),
remedies, payment interests, priority interests, and security interests granted to Governmental Entity
pursuant to or in connection with the Regulatory Agreement are hereby expressly acknowledged to be
in all respects and at all times, subject, subordinate and inferior in all respects to the liens, rights
(including approval and consent rights), remedies, payment, priority and security interests granted to
Lender pursuant to the Loan Documents and the terms, covenants, conditions, operations and effects
thereof. Notwithstanding the above, Governmental Entity may exercise the remedies of specific
performance or injunctive relief at any time in the event of a default under or breach of the terms of
the Regulatory Agreement.
3. Financing, Encumbrance and Transfer Approval. Governmental Entity hereby
approves and acknowledges the transfer of the leasehold interest in the Property from Partnership
to Borrower and the financing evidenced by the Mortgage, which will be a lien on both the fee
estate owned by Owner and the leashold estate owned by Borrower. Governmental Entity further
agrees that any transfer of the Property in connection with foreclosure of the Mortgage or a deed
in lieu thereof shall not require Governmental Entity’s consent but shall require written notice to
Governmental Entity.
4. Reserved.
5. Lender Notice of Default. In consideration of Governmental Entity’s agreements
contained in this Agreement, Lender agrees that in the event of any default by Borrower under the
Loan Documents, Governmental Entity shall be entitled to receive a copy of any notice of default
given by Lender to Borrower under the Loan Documents. Neither the giving nor the failure to
give a notice to Governmental Entity pursuant to this Section 5 will affect the validity of any notice
given by Lender to the Borrower.
6. Governmental Entity Notice of Default. Governmental Entity shall give Lender a
concurrent copy of each material notice (including without limitation each notice of default) given
by Governmental Entity under or with respect to the Regulatory Agreement, and agrees that
Lender, at Lender’s sole election, shall have the right (but not the obligation) to cure any default
by Owner and/or Borrower under the Regulatory Agreement on its and/or Owner’s and/or
Borrower’s behalf. Governmental Entity hereby represents that, to the best of its knowledge, there
is no current default under the Regulatory Agreement.
7. Governmental Entity's Rights. Except as set forth in Sections 2 and 8 of this
Agreement, nothing in this Agreement is intended to abridge or adversely affect any right or
obligation of Borrower, Owner and/or Governmental Entity, respectively, under the Regulatory
728
Subordination Agreement (Governmental Entity)
DeAnza Gardens Page 3
Agreement; provided that, (A) the Regulatory Agreement may be released but it may not be
modified, amended, changed or otherwise altered without the prior written consent of Lender so
long as the Loan is secured by the Property and (B) for so long as the Loan is secured by the
Property, notwithstanding the terms of the Regulatory Agreement to the contrary, neither
Borrower, Owner nor Governmental Entity will, without Lender’s prior written consent, exercise
or seek any right or remedy under the Regulatory Agreement or available at law or in equity which
will or could result in (i) a transfer of possession of the Property or the control, operations or
management thereof, (ii) the collection or possession of rents or revenues from or with respect to
the Property by any party other than Borrower or Lender; (iii) appointment of a receiver for the
Property; (iv) the application of insurance or condemnation proceeds other than as approved by
Lender pursuant to the Loan Documents; (v) the removal or replacement of the existing property
manager of the Property; or (vi) a material adverse effect on Lender’s security for the Loan.
8. Foreclosure by Lender. In the event of foreclosure, deed in lieu of foreclosure, or
similar disposition of the Property by Lender, no consent shall be required from Governmental
Entity.
9. Entire Agreement. This Agreement represents the entire understanding and
agreement between the parties hereto with regard to the subordination of the Regulatory
Agreement to the lien or charge of the Loan Documents, and shall supersede and cancel any prior
agreements with regard to this subject matter.
10. Binding Provisions. The covenants and agreements contained in this Agreement
shall be binding upon the heirs, personal representatives, successors and assigns of the respective
parties to this Agreement.
11. Applicable Law. This Agreement shall be governed by and construed in
accordance with the laws of the State of California.
12. Modifications. This Agreement may not be modified orally or in any manner other
than by an agreement in writing signed by the parties hereto or their respective successors in
interest.
13. Notices. All notices required or permitted hereunder shall be deemed to have been
received either (i) when delivered by hand and the party giving such notice has received a signed
receipt thereof, or (ii) three (3) days following the date deposited in the United States mail, postage
prepaid, by registered or certified mail, return receipt requested, addressed as follows (or addressed
in such other manner as the party being notified shall have requested by written notice to the other
party):
If to Governmental Entity:
County of Contract Costa
Department of Conservation and Development
30 Muir Road
Martinez, CA 94553
729
Subordination Agreement (Governmental Entity)
DeAnza Gardens Page 4
Attention: Assistant Deputy Director
If to Lender:
PNC Bank, National Association
26901 Agoura Road, Suite 200
Calabasas Hills, CA 91301
With a copy to:
Fannie Mae
Attention: Multifamily Asset Management
Drawer AM
1100 15th Street, NW
Washington, DC 20005
If to Borrower:
DeAnza Housing Corporation
3133 Estudillo Street
P.O. Box 2759
Martinez, CA 94553
Attention: Joseph Villarreal
If to Owner:
Housing Authority of the County of Contra Costa
3133 Estudillo Street
P.O. Box 2759
Martinez, CA 94553
Attention: Joseph Villarreal
14. Further Instruments. Each of the parties hereto will, whenever and as often as they
shall be requested to do so by the other, execute, acknowledge and deliver, or cause to be executed,
acknowledged or delivered, any and all such further instruments and documents as may be
reasonably necessary to carry out the intent and purpose of this Agreement, and to do any and all
further acts reasonably necessary to carry out the intent and purpose of this Agreement.
15. Valid Authorization. Each person executing this Agreement on behalf of a party
hereto represents and warrants that such person is duly and validly authorized to do so on behalf
of such party with full right and authority to execute this Agreement and to bind such party with
respect to all of its obligations hereunder.
16. Counterparts. This Agreement may be executed in counterparts each of which shall
be deemed an original and all of which when taken together constitute one and the same
730
Subordination Agreement (Governmental Entity)
DeAnza Gardens Page 5
instrument, binding on all of the parties. The signature of any party to any counterpart shall be
deemed a signature to, and may be appended to, any other counterpart.
NOTICE: THIS SUBORDINATION AGREEMENT RESULTS IN THE REGULATORY
AGREEMENT BECOMING SUBJECT TO AND OF LOWER PRIORITY THAN THE LIEN
OF THE MORTGAGE.
731
Subordination Agreement (Governmental Entity)
DeAnza Gardens Page S-1
IN WITNESS WHEREOF, the undersigned have executed this Agreement as of the day
and year above written.
GOVERNMENTAL ENTITY:
COUNTY OF CONTRA COSTA,
a political subdivision of the State of California
By:
Name:
Title:
732
Subordination Agreement (Governmental Entity)
DeAnza Gardens Page S-2
BORROWER:
DEANZA HOUSING CORPORATION,
a California nonprofit public benefit corporation
By:
Name: Joseph Villarreal
Its: President
OWNER:
HOUSING AUTHORITY OF THE COUNTY OF CONTRA COSTA,
a public body corporate and politic
By: __________________________________
Name: Joseph Villarreal
Its: Executive Director
ACKNOWLEDGED AND AGREED TO AS OF THE DAY AND YEAR SET FORTH ABOVE.
PARTNERSHIP:
DEANZA GARDENS, L.P.,
a California limited partnership
By: DeAnza Housing Corporation,
a California nonprofit public benefit corporation
Its: Managin General Partner
By:
Name: Joseph Villarreal
Its: President
733
Subordination Agreement (Governmental Entity)
DeAnza Gardens Page S-3
LENDER:
PNC BANK, NATIONAL ASSOCIATION,
a national banking association
By: _____________________________
Tara Suaya,
Senior Vice President
734
ACKNOWLEDGMENT
STATE OF CALIFORNIA
COUNTY OF ______________________
On ______________, 20___, before me, ___________________________, Notary Public,
personally appeared ___________________________, who proved to me on the basis of
satisfactory evidence to be the person(s) whose name(s) is/are subscribed to the within
instrument and acknowledged to me that he/she/they executed the same in his/her/their
authorized capacity(ies), and that by his/her/their signature(s) on the instrument the person(s), or
the entity upon behalf of which the person(s) acted, executed the instrument.
I certify under PENALTY OF PERJURY under the laws of the State of California that the
foregoing paragraph is true and correct.
WITNESS my hand and official seal.
Signature ___________________________
(Seal)
A notary public or other officer completing this certificate verifies only the identity of the
individual who signed the document to which this certificate is attached, and not the
truthfulness, accuracy, or validity of that document.
735
ACKNOWLEDGMENT
STATE OF CALIFORNIA
COUNTY OF ______________________
On ______________, 20___, before me, ___________________________, Notary Public,
personally appeared ___________________________, who proved to me on the basis of
satisfactory evidence to be the person(s) whose name(s) is/are subscribed to the within
instrument and acknowledged to me that he/she/they executed the same in his/her/their
authorized capacity(ies), and that by his/her/their signature(s) on the instrument the person(s), or
the entity upon behalf of which the person(s) acted, executed the instrument.
I certify under PENALTY OF PERJURY under the laws of the State of California that the
foregoing paragraph is true and correct.
WITNESS my hand and official seal.
Signature ___________________________
(Seal)
A notary public or other officer completing this certificate verifies only the identity of the
individual who signed the document to which this certificate is attached, and not the
truthfulness, accuracy, or validity of that document.
736
ACKNOWLEDGMENT
STATE OF CALIFORNIA
COUNTY OF ______________________
On ______________, 20___, before me, ___________________________, Notary Public,
personally appeared ___________________________, who proved to me on the basis of
satisfactory evidence to be the person(s) whose name(s) is/are subscribed to the within
instrument and acknowledged to me that he/she/they executed the same in his/her/their
authorized capacity(ies), and that by his/her/their signature(s) on the instrument the person(s), or
the entity upon behalf of which the person(s) acted, executed the instrument.
I certify under PENALTY OF PERJURY under the laws of the State of California that the
foregoing paragraph is true and correct.
WITNESS my hand and official seal.
Signature ___________________________
(Seal)
A notary public or other officer completing this certificate verifies only the identity of the
individual who signed the document to which this certificate is attached, and not the
truthfulness, accuracy, or validity of that document.
737
Subordination Agreement (Governmental Entity)
DeAnza Gardens Page A-1
EXHIBIT A
Legal Description
ALL THAT REAL PROPERTY SITUATED IN THE UNINCORPORATED AREA OF THE
COUNTY OF CONTRA COSTA, STATE OF CALIFORNIA, DESCRIBED AS FOLLOWS:
PORTION OF LOTS 4 AND 5 IN THE NORTHWEST ¼ OF SECTION 14, TOWNSHIP 2
NORTH, RANGE 1 WEST, MOUNT DIABLO BASE AND MERIDIAN, DESCRIBED AS
FOLLOWS:
BEGINNING AT THE INTERSECTION OF THE SOUTH LINE OF THE 100 FOOT STRIP
OF LAND DESCRIBED IN THE DEED FROM ERNEST H. WARD, ET UX, TO EAST BAY
MUNICIPAL UTILITY DISTRICT, DATED AUGUST 17, 1926 AND RECORDED
AUGUST 24, 1926 IN BOOK 53 OF OFFICIAL RECORDS, AT PAGE 41, WITH THE EAST
LINE OF THE ¾ OF AN ACRE PARCEL OF LAND DESCRIBED IN THE DEED FROM
EDWARD G. SELLERS, ET UX, TO C.J. PRAMBERG, DATED AUGUST 7, 1894 AND
RECORDED APRIL 29, 1896 IN BOOK 73 OF DEEDS, AT PAGE 32; THENCE FROM
SAID POINT OF BEGINNING SOUTH 73° 08' 30" EAST ALONG SAID SOUTH LINE,
1332.87 FEET TO THE EAST LINE OF THE 41.67 ACRE TRACT DESCRIBED IN THE
DEED FROM S.A. SELLERS, ET UX, TO CARRIE T. MOUSER, ET AL, DATED MARCH
11, 1914 AND RECORDED MARCH 14, 1914 IN BOOK 224 OF DEEDS, AT PAGE 60;
THENCE SOUTH 00° 00' 30" WEST ALONG SAID LINE, 305.75 FEET TO THE SOUTH
LINE OF SAID MOUSER TRACT; THENCE NORTH 89° 59' 30" WEST ALONG SAID
LINE AND THE EXTENSION WESTERLY THEREOF, 1282.20 FEET TO THE EAST LINE
OF THE PARCEL OF LAND DESCRIBED IN THE DEED FROM DIEDRICH E.
PRAMBERG, ET AL, TO CONTRA COSTA COUNTY, DATED DECEMBER 16, 1929 AND
RECORDED JULY 23, 1930 IN BOOK 248 OF OFFICIAL RECORDS, AT PAGE 137,
THENCE NORTH 00° 09' 00" EAST ALONG SAID LINE, 693.57 FEET TO THE SOUTH
LINE OF THE 0.049 OF AN ACRE PARCEL DESCRIBED IN THE DEED FROM
DIEDRICH E. PRAMBERG, ET AL, TO EAST BAY MUNICIPAL UTILITY DISTRICT,
DATED SEPTEMBER 30, 1929 AND RECORDED OCTOBER 4, 1929 IN BOOK 211 OF
OFFICIAL RECORDS, AT PAGE 82; THENCE SOUTH 73° 08' 30" EAST ALONG SAID
LINE, 5.025 FEET TO THE POINT OF THE BEGINNING.
EXCEPTING THEREFROM THE EASTERLY 115 FEET AS DESCRIBED IN THE
DECLARATION OF TRUST AS EXECUTED BY THE HOUSING AUTHORITY OF
CONTRA COSTA COUNTY AND RECORDED APRIL 19, 1968 IN BOOK 5606 AT PAGE
106 OF OFFICIAL RECORDS.
738
Subordination Agreement (Governmental Entity)
DeAnza Gardens Page A-2
ALSO EXCEPTING THEREFROM A PARCEL RESERVED FOR THE "HEAD START
DAYCARE FACILITY", SAID PARCEL ADJOINING THE SOUTHERLY BOUNDARY
LINE AND DESCRIBED AS FOLLOWS:
BEGINNING AT A POINT ON THE SOUTHERLY LINE AND BEARING SOUTH 89° 59'
30" EAST 243.42 FEET FROM THE SOUTHWESTERLY CORNER OF THE ABOVE
DESCRIBED PARCEL, AND RUNNING THENCE FROM SAID POINT OF BEGINNING,
NORTH 00° 00' 30" EAST 124.07 FEET; THENCE NORTH 88° 21' 01" EAST 126.42 FEET;
THENCE SOUTH 00° 00' 30" WEST 130.75 FEET TO SAID SOUTHERLY LINE; THENCE
NORTH 89° 59' 30" WEST AND ALONG SAID SOUTHERLY LINE 126.24 FEET TO THE
POINT OF THE BEGINNING.
ASSESSOR'S PARCEL NO: 097-100-006
739
CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:23-418 Agenda Date:9/19/2023 Agenda #:
C.16.
To:Board of Supervisors
From:Monica Nino, County Administrator
Report Title:Authorization to Extend and Amend Contract with Macias Gini & O'Connell, LLP for
Professional Auditing Services
RECOMMENDATIONS:
APPROVE and AUTHORIZE the County Administrator, or designee, to execute a contract extension
agreement with Macias Gini & O’Connell, LLP, for professional auditing services related to financial
compliance audits, review of the County's basic financial statements contained in the Annual Comprehensive
Financial Report in conformity with generally accepted accounting principles and federal financial assistance
program audits extending the termination date to September 30, 2023 with no change to the payment limit of
$1,962,057.
FISCAL IMPACT:
No additional General Fund cost. The proposed action extends the contract with Macias Gini & O’Connell,
LLP through September 30, 2023, with no increase to the total payment limit of $1,962,057 previously
authorized by the Board of Supervisors.
BACKGROUND:
The California Government Code requires the Board of Supervisors to examine and audit the accounts of all
offices having the care, management, collection or disbursement of money belonging to the County or money
received or disbursed by them under the authority of the law. In addition, an audit of the County’s federal
financial assistance programs is required under the Single Audit Act.
On March 5, 2018, the County issued a Request for Proposals (RFP) for professional auditing services,
including conducting financial compliance audits, expressing an opinion on the fair presentation of the County's
basic financial statements contained in the Annual Comprehensive Financial Report in conformity with
generally accepted accounting principles of the United States of America, and federal financial assistance
program audits such as the Single Audit. In addition, the RFP included an external audit of the financial
statements of the County of Contra Costa Public Financing Authority (the “PFA”). Two firms submitted
proposals and a panel was convened to review the proposals and conduct interviews. Macias Gini & O'Connell,
LLP (MGO) was selected by the panel for recommendation to the Board of Supervisors to serve the County for
the next three years with the option of renewing for an additional two years.
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File #:23-418 Agenda Date:9/19/2023 Agenda #:
C.16.
On May 8, 2018, the Board of Supervisors authorized the County Administrator to execute a contract with
MGO in the amount of $1,141,617 for the professional auditing services outlined above for the period of May
14, 2018 to May 31, 2021.
On April 21, 2021, the Board of Supervisors authorized a contract extension and amendment to the contract
with MGO extending the contract by two additional years, as contemplated in the 2018 RFP. The County pre-
negotiated the annual rates for years four and five with MGO during the RFP award process in anticipation of
an extension being recommended to the Board of Supervisors at a future date, so long as MGO was performing
in line with the contract. The total cost of the additional two-year period was approved not to exceed $820,440,
bringing the total contract cost to $1,962,057.
Today’s action requests that the Board of Supervisors extend the contract through September 30, 2023, due to
the external audit of the PFA being delayed. In discussions with the Auditor-Controller’s Office, there is a
preference to track the final payments to MGO against the current contract rather than issuing a single payment
not assigned to a contract in consideration for final expenses related the fiscal year 2021/22 external audit of the
PFA.
CONSEQUENCE OF NEGATIVE ACTION:
Should the proposed action not be approved by the Board of Supervisors, the County will not have a vehicle to
pay MGO for services rendered related to the external audit of the PFA.
☒Recommendation of the County Administrator
☐ Recommendation of Board Committee
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 2
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CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:RES 23-556 Agenda Date:9/19/2023 Agenda #:
C.17.
To: Board of Supervisors
From:Monica Nino, County Administrator
Report Title:Fiscal Year 2023-2024 Adopted Budget as finally determined
RECOMMENDATIONS:
ADOPT Resolution No. 2023/556 adopting the Fiscal Year 2023-2024 Adopted Budget as finally determined,
including:
a.Final changes to close out the 2022-2023 County Budget, including changes to revenues,
appropriations, and obligated fund balances; and AUTHORIZE the Auditor-Controller to make the
necessary changes in the financial accounting system, as reflected in Attachment A;
b.Final changes to the 2023-2024 County Budget, including changes to appropriations, revenues, and
obligated fund balances; and AUTHORIZE the County Administrator and Auditor-Controller to make
technical adjustments to the budgets pursuant to Attachment B (County - Schedule A, B, and C);
c.Final changes to close out the 2022-2023 Special Districts Budget, including changes to revenues,
appropriations, and obligated fund balances; and AUTHORIZE the Auditor-Controller to make the
necessary changes in the financial accounting system, as reflected in Attachment C; and
d.Final changes to the 2023-2024 Special Districts Budget, including changes to appropriations, revenues,
and obligated fund balances; and AUTHORIZE the County Administrator and Auditor-Controller to
make technical adjustments to the budgets pursuant to Attachment D (Special Districts - Schedule A, B,
and C).
FISCAL IMPACT:
As described in the background information below, this action adjusts FY22-23 appropriations and revenues to
balance budgeted figures to actual experience; and for FY23-24, includes fund balances, reserves, designations
and all estimated revenue and appropriation line-item changes to correspond to the latest information.
BACKGROUND:
On April 24, 2023, the Board of Supervisors adopted the State Controller's Office Fiscal Year 2023-2024
Recommended Budget Schedules for Countywide Funds and Special Districts, conducted public hearings on
County and Special District budgets, and directed the County Administrator to prepare for Board adoption the
FY23-24 County and Special District Budgets, as modified, to incorporate any changes directed by the Board
CONTRA COSTA COUNTY Printed on 9/14/2023Page 1 of 6
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File #:RES 23-556 Agenda Date:9/19/2023 Agenda #:
C.17.
during the public hearings.
On May 23, 2023, the Board of Supervisors requested that the Auditor-Controller make adjustments to the
FY22-23 appropriations and revenues by reallocating and balancing budgeted and actual expenditures and
revenues as needed for various budget units and special districts, subject to Board approval in September. This
request is pursuant to state law that requires each budget unit and expenditure object level within those units not
exceed appropriations. Each year, this requirement generates a substantial number of adjustments to balance
each budget unit and object. Attachments A and C (County and Special Districts respectively) contain the
necessary appropriation adjustments to close out the FY22-23 Budget. Due to the volume of adjustments
required and as allowable by the Budget Act (with the exception of fixed asset accounts ) adjustments are made
to balance by major object (i.e. 1000, 2000, etc.); therefore, the over/under amounts do not always tie to the
specific appropriation account.
Also on May 23, 2023, the Board of Supervisors authorized the Auditor-Controller to make technical
adjustments to the FY23-24 County and Special District Budgets when actual amounts were known. This action
is pursuant to state law that requires the Board of Supervisors adopt a budget which includes obligated fund
balances and all estimated revenue and appropriation line-item changes to the proposed Budget no later than
October 2 of each year. Attachments B and D (County and Special Districts respectively) include changes to
revenues, appropriations, and obligated fund balances in the FY23-24 Budget to correspond with the latest
fiscal and legal information.
Schedule C begins with the final year carryforwards and appropriations adjustments as described above. Note
that the General Fund budget is required to be balanced, therefore there is not a recommended budget fund
balance nor a final budget fund balance. Non-general funds can carry appropriated fund balance and therefore
those funds may include recommended budget fund balance and final budget fund balance.
Schedule B begins with the total fund balance calculated by the Auditor for each fund. From that total,
encumbrances, the total from Schedule C, and all the fund balance totals from Schedule A are subtracted.
Encumbrances are used to control expenditure commitments and enhance cash management. The assignment to
general fund reserve is the residual net resources excess of non-spendable, restricted, and committed fund
balance over total fund balance. Note that the term fund balance available is misleading as the majority of these
funds are restricted.
Schedule A details the obligated fund balances. The obligated amounts increase or decrease only by Board
adoption or adopted Board policy. The Schedule begins with the end of year totals in each fund balance
category:
·Non-spendable: inherently non-spendable due to their form;
·Restricted: externally enforceable limitations of use imposed by creditors, laws or enabling legislation;
·Committed: self-imposed limitations set in place prior to the end of the year by the Board of
Supervisors;
·Assigned: limitation resulting from intended use by the Board of Supervisors; and
·Unassigned: which is the residual net resources excess of non-spendable, restricted, and committed fund
balance over total fund balance.
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 6
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File #:RES 23-556 Agenda Date:9/19/2023 Agenda #:
C.17.
The final figures in Schedule A are updated per previous actions of the Board. For the General Fund:
·$864k is restricted for the East Bay Regional Communication System (EBRCS);
·$3.19M is restricted for the CCTV’s Public, Educational, and Governmental Fund;
·$24.47M is restricted for Medicare Part D;
·$20.0M is assigned for litigation and audit exceptions
·$585k is assigned for Law and Justice Information Systems
·$508k is assigned for Dependent Care Assistance Plan (DCAP)
·$965k is assigned for Health Care Spending Account (HCSA)
·$2.94M is assigned for Facility Improvements For Juvenile Hall
·$2.42M is assigned for Vehicle Theft
·$2.05M is assigned for Elections Capital Replacement Surcharge
·$1.11M is assigned for Office of Restorative Justice Planning & Implementation
·The $21.06M increase to the assignment for capital reserve is directed by the General Fund Reserve
Policy (as described on page 23 of the FY23-24 Recommended Budget);
·$20.0M is assigned for the Measure X reserve; and
·$164.38M increase was assigned to the general fund designated reserve.
Included in these annual materials are several items of note, specifically Schedule C in Attachment B totals
$148.05M. Of this amount, $72,291,114 are non-General funds and restricted. The balance of $75,758,399 are
for General Fund appropriation carryforwards and adjustments that fall into five general categories as detailed
below:
·Measure X committed funds total $52.95M or 69.9% of the total carryforwards;
·Restricted funds total $10.0M or 13.2%;
·Information technology costs total $3.47M or 4.6%;
·Capital project costs total $5.37M or 7.1%;
·And $3.98M are for program related costs, such as $1.41M for the final payment of the Paulson
Settlement, $825k for Law and Justice Information Systems projects, $600k related to Rodeo Unocal
Return to Source, and other miscellaneous appropriations.
Attachment B (Schedule B) includes encumbrances of $84.7M, of which $83.9M is in the General Fund.
Encumbrances reflect the outstanding contractual obligations for which goods and services have not been
received and are set up to reserve portions of applicable appropriations. Encumbrances still open at year end are
not accounted for as expenditures or liabilities, but as a constraint imposed on fund balance.
Timing of the phases of the compilation, publication, presentation, and adoption of the County budgets is an
CONTRA COSTA COUNTY Printed on 9/14/2023Page 3 of 6
powered by Legistar™744
File #:RES 23-556 Agenda Date:9/19/2023 Agenda #:
C.17.
important topic of discussion. All of the individual phases of the County budget process have significant timing
restrictions and adhere to the County Budget Act, as prescribed in Government Code 29000-29144. The County
of Contra Costa operates on a modified accrual basis. Modified accrual accounting combines accrual basis
accounting with cash basis accounting. Revenues are recognized when they become available and measurable
and, with few exceptions, records expenditures when liabilities are incurred. For practical purposes this means
that the final budget for June 30 includes a sixty-day adjustment period, leaving very little time to prepare the
State Schedules for review and adoption. Government Code section 29088 states that the budget shall be
adopted by Resolution no later than October 2.
CONSEQUENCE OF NEGATIVE ACTION:
Delay in Final Budget Adoption and failure to meet state requirements in Government Code section 29088.
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA
and for Special Districts, Agencies and Authorities Governed by the Board
IN THE MATTER OF
CONTRA COSTA COUNTY Printed on 9/14/2023Page 4 of 6
powered by Legistar™745
File #:RES 23-556 Agenda Date:9/19/2023 Agenda #:
C.17.
Adopting the Fiscal Year 2023-2024 Adopted Budget as finally determined and Closing-out the FY22-23
Budget.
WHEREAS,
The Contra Costa County Board of Supervisors acting in its capacity as the Governing Board of the County of
Contra Costa and all districts of which it is the ex-officio governing Board.
NOW, THEREFORE, BE IT RESOLVED
The Board ADOPT final materials including:
1.Final changes to close out the FY22-23 County Budget, including changes to revenues, appropriations,
and obligated fund balances; and AUTHORIZE the Auditor-Controller to make the necessary changes in
the financial accounting system, as reflected in Attachment A;
2.Final changes in the FY23-24 County Budget, including designations and changes to appropriations,
revenues, and obligated fund balances; and AUTHORIZE the County Administrator and Auditor-
Controller to make technical adjustments to the budgets pursuant to Attachment B (County - Schedule
A, B, and C);
3.Final changes to close out the FY22-23 Special Districts Budget, including changes to revenues,
appropriations, and obligated fund balances; and AUTHORIZE the Auditor-Controller to make the
necessary changes in the financial accounting system, as reflected in Attachment C; and
4.Final changes in the FY23-24 Special Districts Budget, including designations and changes to
appropriations, revenues, and obligated fund balances; and AUTHORIZE the County Administrator and
Auditor-Controller to make technical adjustments to the budgets pursuant to Attachment D (Special
Districts - Schedule A, B, and C);
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 5 of 6
powered by Legistar™746
File #:RES 23-556 Agenda Date:9/19/2023 Agenda #:
C.17.
I hereby certify that this is a true and correct copy of an action taken and entered on theminutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 6 of 6
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View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00171
09:27 AM
09/01/2023
Page 1 of 12
Company Contra Costa County
Budget Template Operating Budget : FY23 Operating Budget
Budget FY23 Operating Budget
Organizing Dimension Type
Amendment ID BDA-23-00171
Amendment Date 06/30/2023
Description Year End Appropriation Adjustment
Amendment Type Appropriation / Estimated Revenue Adjustment
Balanced Amendment Yes
Entry Type Mid-Year Adjustments
Status Available
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)
2331:GSD COURIER SERVICE 5870 GENERAL
PROG- ADMIN
(Home Org)
5879 HAZ MAT -
ADMIN
100300
GENERA
L
$0.00 $105.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2102:BOOKS-PERIODICLS-SUBSCRPT 5870 GENERAL
PROG- ADMIN
(Home Org)
5889
ENVIRONMENTAL
HLTH- ADMIN
100300
GENERA
L
$0.00 $3,420.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2331:GSD COURIER SERVICE 5870 GENERAL
PROG- ADMIN
(Home Org)
5889
ENVIRONMENTAL
HLTH- ADMIN
100300
GENERA
L
$0.00 $105.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2100:OFFICE EXPENSE 5870 GENERAL
PROG- ADMIN
(Home Org)
5889
ENVIRONMENTAL
HLTH- ADMIN
100300
GENERA
L
$0.00 $79.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2100:OFFICE EXPENSE 5870 GENERAL
PROG- ADMIN
(Home Org)
5879 HAZ MAT -
ADMIN
100300
GENERA
L
$0.00 $45,653.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
Attachment A - County Appropriation Adjustments
1 748
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00171
09:27 AM
09/01/2023
Page 2 of 12
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
2262:BLDG OCCUPANCY COSTS 5870 GENERAL
PROG- ADMIN
(Home Org)
5889
ENVIRONMENTAL
HLTH- ADMIN
100300
GENERA
L
$0.00 $12,622.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2326:INFORMATION SECURITY CHG 5870 GENERAL
PROG- ADMIN
(Home Org)
5879 HAZ MAT -
ADMIN
100300
GENERA
L
$0.00 $1,468.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2251:COMPUTER SOFTWARE COST 5870 GENERAL
PROG- ADMIN
(Home Org)
5889
ENVIRONMENTAL
HLTH- ADMIN
100300
GENERA
L
$0.00 $5,628.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2320:OUTSIDE MEDICAL SERVICES 5870 GENERAL
PROG- ADMIN
(Home Org)
5879 HAZ MAT -
ADMIN
100300
GENERA
L
$1,020.00 $0.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1060:EMPLOYEE GROUP INSURANCE 5870 GENERAL
PROG- ADMIN
(Home Org)
5879 HAZ MAT -
ADMIN
100300
GENERA
L
$0.00 $206,599.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2250:RENTS & LEASES -EQUIPMENT 5870 GENERAL
PROG- ADMIN
(Home Org)
5879 HAZ MAT -
ADMIN
100300
GENERA
L
$0.00 $11,227.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2250:RENTS & LEASES -EQUIPMENT 5870 GENERAL
PROG- ADMIN
(Home Org)
5889
ENVIRONMENTAL
HLTH- ADMIN
100300
GENERA
L
$0.00 $1,067.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1061:RETIREE HEALTH INSURANCE 5870 GENERAL
PROG- ADMIN
(Home Org)
5889
ENVIRONMENTAL
HLTH- ADMIN
100300
GENERA
L
$7,322.00 $0.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1014:PERMANENT OVERTIME 5870 GENERAL
PROG- ADMIN
(Home Org)
5889
ENVIRONMENTAL
HLTH- ADMIN
100300
GENERA
L
$0.00 $12,637.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
Attachment A - County Appropriation Adjustments
2 749
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00171
09:27 AM
09/01/2023
Page 3 of 12
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
2200:MEMBERSHIPS 5870 GENERAL
PROG- ADMIN
(Home Org)
5879 HAZ MAT -
ADMIN
100300
GENERA
L
$358.00 $0.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1044:RETIREMENT EXPENSE 5870 GENERAL
PROG- ADMIN
(Home Org)
5889
ENVIRONMENTAL
HLTH- ADMIN
100300
GENERA
L
$0.00 $285,186.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2200:MEMBERSHIPS 5870 GENERAL
PROG- ADMIN
(Home Org)
5889
ENVIRONMENTAL
HLTH- ADMIN
100300
GENERA
L
$0.00 $14,200.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1060:EMPLOYEE GROUP INSURANCE 5870 GENERAL
PROG- ADMIN
(Home Org)
5889
ENVIRONMENTAL
HLTH- ADMIN
100300
GENERA
L
$0.00 $66,180.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2190:PUBLICATNS & LEGL NOTICES 5870 GENERAL
PROG- ADMIN
(Home Org)
5879 HAZ MAT -
ADMIN
100300
GENERA
L
$0.00 $2,377.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1015:DEFERRED COMP CTY CONTRB 5870 GENERAL
PROG- ADMIN
(Home Org)
5889
ENVIRONMENTAL
HLTH- ADMIN
100300
GENERA
L
$0.00 $7,022.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2326:INFORMATION SECURITY CHG 5870 GENERAL
PROG- ADMIN
(Home Org)
5889
ENVIRONMENTAL
HLTH- ADMIN
100300
GENERA
L
$0.00 $1,468.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1015:DEFERRED COMP CTY CONTRB 5870 GENERAL
PROG- ADMIN
(Home Org)
5879 HAZ MAT -
ADMIN
100300
GENERA
L
$0.00 $8,916.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2315:DATA PROCESSING SERVICE 5870 GENERAL
PROG- ADMIN
(Home Org)
5879 HAZ MAT -
ADMIN
100300
GENERA
L
$0.00 $579.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
Attachment A - County Appropriation Adjustments
3 750
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00171
09:27 AM
09/01/2023
Page 4 of 12
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
2315:DATA PROCESSING SERVICE 5870 GENERAL
PROG- ADMIN
(Home Org)
5889
ENVIRONMENTAL
HLTH- ADMIN
100300
GENERA
L
$0.00 $579.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1042:F.I.C.A.5870 GENERAL
PROG- ADMIN
(Home Org)
5889
ENVIRONMENTAL
HLTH- ADMIN
100300
GENERA
L
$0.00 $86,140.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2314:CONTRACTED TEMPORARY HELP 5870 GENERAL
PROG- ADMIN
(Home Org)
5879 HAZ MAT -
ADMIN
100300
GENERA
L
$0.00 $17,936.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1070:WORKERS COMPENSATION INS 5870 GENERAL
PROG- ADMIN
(Home Org)
5889
ENVIRONMENTAL
HLTH- ADMIN
100300
GENERA
L
$0.00 $14,982.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1043:RET EXP-PRE 1997 RETIREES 5870 GENERAL
PROG- ADMIN
(Home Org)
5889
ENVIRONMENTAL
HLTH- ADMIN
100300
GENERA
L
$0.00 $7,457.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2190:PUBLICATNS & LEGL NOTICES 5870 GENERAL
PROG- ADMIN
(Home Org)
5889
ENVIRONMENTAL
HLTH- ADMIN
100300
GENERA
L
$0.00 $2,411.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1042:F.I.C.A.5870 GENERAL
PROG- ADMIN
(Home Org)
5879 HAZ MAT -
ADMIN
100300
GENERA
L
$0.00 $16,703.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2314:CONTRACTED TEMPORARY HELP 5870 GENERAL
PROG- ADMIN
(Home Org)
5889
ENVIRONMENTAL
HLTH- ADMIN
100300
GENERA
L
$0.00 $20,010.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 5870 GENERAL
PROG- ADMIN
(Home Org)
5889
ENVIRONMENTAL
HLTH- ADMIN
100300
GENERA
L
$0.00 $1,213,572.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
Attachment A - County Appropriation Adjustments
4 751
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00171
09:27 AM
09/01/2023
Page 5 of 12
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 5870 GENERAL
PROG- ADMIN
(Home Org)
5879 HAZ MAT -
ADMIN
100300
GENERA
L
$0.00 $53,865.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1014:PERMANENT OVERTIME 5870 GENERAL
PROG- ADMIN
(Home Org)
5879 HAZ MAT -
ADMIN
100300
GENERA
L
$0.00 $105,238.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2170:HOUSEHOLD EXPENSE 5870 GENERAL
PROG- ADMIN
(Home Org)
5879 HAZ MAT -
ADMIN
100300
GENERA
L
$0.00 $500.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1070:WORKERS COMPENSATION INS 5870 GENERAL
PROG- ADMIN
(Home Org)
5879 HAZ MAT -
ADMIN
100300
GENERA
L
$0.00 $1,015.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2170:HOUSEHOLD EXPENSE 5870 GENERAL
PROG- ADMIN
(Home Org)
5889
ENVIRONMENTAL
HLTH- ADMIN
100300
GENERA
L
$2,000.00 $0.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1013:TEMPORARY SALARIES 5870 GENERAL
PROG- ADMIN
(Home Org)
5889
ENVIRONMENTAL
HLTH- ADMIN
100300
GENERA
L
$0.00 $71,526.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2160:CLOTHING & PERSONAL SUPPL 5870 GENERAL
PROG- ADMIN
(Home Org)
5889
ENVIRONMENTAL
HLTH- ADMIN
100300
GENERA
L
$0.00 $13,132.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1063:UNEMPLOYMENT INSURANCE 5870 GENERAL
PROG- ADMIN
(Home Org)
5889
ENVIRONMENTAL
HLTH- ADMIN
100300
GENERA
L
$0.00 $2,022.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2160:CLOTHING & PERSONAL SUPPL 5870 GENERAL
PROG- ADMIN
(Home Org)
5879 HAZ MAT -
ADMIN
100300
GENERA
L
$187,220.00 $0.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
Attachment A - County Appropriation Adjustments
5 752
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00171
09:27 AM
09/01/2023
Page 6 of 12
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
9761:HEALTH INSPECTION FEES 5870 GENERAL
PROG- ADMIN
(Home Org)
5889
ENVIRONMENTAL
HLTH- ADMIN
100300
GENERA
L
$1,849,537.00 $0.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2150:FOOD 5870 GENERAL
PROG- ADMIN
(Home Org)
5879 HAZ MAT -
ADMIN
100300
GENERA
L
$0.00 $3,877.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1043:RET EXP-PRE 1997 RETIREES 5870 GENERAL
PROG- ADMIN
(Home Org)
5879 HAZ MAT -
ADMIN
100300
GENERA
L
$0.00 $4,179.00 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 5870 GENERAL
PROG- ADMIN
(Home Org)
5889
ENVIRONMENTAL
HLTH- ADMIN
100300
GENERA
L
$0.00 $130,675.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1013:TEMPORARY SALARIES 5870 GENERAL
PROG- ADMIN
(Home Org)
5879 HAZ MAT -
ADMIN
100300
GENERA
L
$0.00 $30,908.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2303:OTHER TRAVEL EMPLOYEES 5870 GENERAL
PROG- ADMIN
(Home Org)
5879 HAZ MAT -
ADMIN
100300
GENERA
L
$11,982.00 $0.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 5870 GENERAL
PROG- ADMIN
(Home Org)
5879 HAZ MAT -
ADMIN
100300
GENERA
L
$0.00 $555,303.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2303:OTHER TRAVEL EMPLOYEES 5870 GENERAL
PROG- ADMIN
(Home Org)
5889
ENVIRONMENTAL
HLTH- ADMIN
100300
GENERA
L
$9,682.00 $0.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9761:HEALTH INSPECTION FEES 5870 GENERAL
PROG- ADMIN
(Home Org)
5879 HAZ MAT -
ADMIN
100300
GENERA
L
$2,079,963.00 $0.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
Attachment A - County Appropriation Adjustments
6 753
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00171
09:27 AM
09/01/2023
Page 7 of 12
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
2301:AUTO MILEAGE EMPLOYEES 5870 GENERAL
PROG- ADMIN
(Home Org)
5879 HAZ MAT -
ADMIN
100300
GENERA
L
$0.00 $48,362.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2150:FOOD 5870 GENERAL
PROG- ADMIN
(Home Org)
5889
ENVIRONMENTAL
HLTH- ADMIN
100300
GENERA
L
$0.00 $7,813.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2301:AUTO MILEAGE EMPLOYEES 5870 GENERAL
PROG- ADMIN
(Home Org)
5889
ENVIRONMENTAL
HLTH- ADMIN
100300
GENERA
L
$0.00 $27,783.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2284:REQUESTED MAINTENANCE 5870 GENERAL
PROG- ADMIN
(Home Org)
5879 HAZ MAT -
ADMIN
100300
GENERA
L
$0.00 $41,611.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2140:MEDICAL & LAB SUPPLIES 5870 GENERAL
PROG- ADMIN
(Home Org)
5889
ENVIRONMENTAL
HLTH- ADMIN
100300
GENERA
L
$0.00 $5,218.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2140:MEDICAL & LAB SUPPLIES 5870 GENERAL
PROG- ADMIN
(Home Org)
5879 HAZ MAT -
ADMIN
100300
GENERA
L
$2,025.00 $0.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2490:MISC SERVICES & SUPPLIES 5870 GENERAL
PROG- ADMIN
(Home Org)
5879 HAZ MAT -
ADMIN
100300
GENERA
L
$0.00 $4,294.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2131:MINOR FURNITURE/EQUIPMENT 5870 GENERAL
PROG- ADMIN
(Home Org)
5879 HAZ MAT -
ADMIN
100300
GENERA
L
$0.00 $25,964.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2490:MISC SERVICES & SUPPLIES 5870 GENERAL
PROG- ADMIN
(Home Org)
5889
ENVIRONMENTAL
HLTH- ADMIN
100300
GENERA
L
$2,462.00 $0.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
Attachment A - County Appropriation Adjustments
7 754
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00171
09:27 AM
09/01/2023
Page 8 of 12
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
2131:MINOR FURNITURE/EQUIPMENT 5870 GENERAL
PROG- ADMIN
(Home Org)
5889
ENVIRONMENTAL
HLTH- ADMIN
100300
GENERA
L
$0.00 $4,369.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2479:OTHER SPECIAL DPMTAL EXP 5870 GENERAL
PROG- ADMIN
(Home Org)
5879 HAZ MAT -
ADMIN
100300
GENERA
L
$36,900.00 $0.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2130:SMALL TOOLS & INSTRUMENTS 5870 GENERAL
PROG- ADMIN
(Home Org)
5889
ENVIRONMENTAL
HLTH- ADMIN
100300
GENERA
L
$0.00 $79.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2130:SMALL TOOLS & INSTRUMENTS 5870 GENERAL
PROG- ADMIN
(Home Org)
5879 HAZ MAT -
ADMIN
100300
GENERA
L
$0.00 $5,000.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2111:TELEPHONE EXCHNGE SERVICE 5870 GENERAL
PROG- ADMIN
(Home Org)
5879 HAZ MAT -
ADMIN
100300
GENERA
L
$0.00 $4,348.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2284:REQUESTED MAINTENANCE 5870 GENERAL
PROG- ADMIN
(Home Org)
5889
ENVIRONMENTAL
HLTH- ADMIN
100300
GENERA
L
$0.00 $17,908.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2276:MNTN RADIO-ELECTRON EQUIP 5870 GENERAL
PROG- ADMIN
(Home Org)
5879 HAZ MAT -
ADMIN
100300
GENERA
L
$0.00 $8,193.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2276:MNTN RADIO-ELECTRON EQUIP 5870 GENERAL
PROG- ADMIN
(Home Org)
5889
ENVIRONMENTAL
HLTH- ADMIN
100300
GENERA
L
$0.00 $10,000.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2270:MAINTENANCE -EQUIPMENT 5870 GENERAL
PROG- ADMIN
(Home Org)
5879 HAZ MAT -
ADMIN
100300
GENERA
L
$0.00 $12,500.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
Attachment A - County Appropriation Adjustments
8 755
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00171
09:27 AM
09/01/2023
Page 9 of 12
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
2479:OTHER SPECIAL DPMTAL EXP 5870 GENERAL
PROG- ADMIN
(Home Org)
5889
ENVIRONMENTAL
HLTH- ADMIN
100300
GENERA
L
$0.00 $5,951.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2467:TRAINING & REGISTRATIONS 5870 GENERAL
PROG- ADMIN
(Home Org)
5879 HAZ MAT -
ADMIN
100300
GENERA
L
$3,515.00 $0.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2270:MAINTENANCE -EQUIPMENT 5870 GENERAL
PROG- ADMIN
(Home Org)
5889
ENVIRONMENTAL
HLTH- ADMIN
100300
GENERA
L
$0.00 $12,500.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2262:BLDG OCCUPANCY COSTS 5870 GENERAL
PROG- ADMIN
(Home Org)
5879 HAZ MAT -
ADMIN
100300
GENERA
L
$0.00 $12,928.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2467:TRAINING & REGISTRATIONS 5870 GENERAL
PROG- ADMIN
(Home Org)
5889
ENVIRONMENTAL
HLTH- ADMIN
100300
GENERA
L
$8,194.00 $0.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2111:TELEPHONE EXCHNGE SERVICE 5870 GENERAL
PROG- ADMIN
(Home Org)
5889
ENVIRONMENTAL
HLTH- ADMIN
100300
GENERA
L
$0.00 $5,437.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2340:OTHER INTRDPTMNTL CHARGES 5870 GENERAL
PROG- ADMIN
(Home Org)
5879 HAZ MAT -
ADMIN
100300
GENERA
L
$0.00 $8,953.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
3570:CONTRIB TO ENTERPRISE FND 5870 GENERAL
PROG- ADMIN
(Home Org)
0465 HLTH SVS-
HOSPITAL
SUBSIDY
100300
GENERA
L
$5,900.00 $0.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
5022:INTRAFUND-TRANS-SERVICES 5870 GENERAL
PROG- ADMIN
(Home Org)
5879 HAZ MAT -
ADMIN
100300
GENERA
L
$0.00 $452,058.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
Attachment A - County Appropriation Adjustments
9 756
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00171
09:27 AM
09/01/2023
Page 10 of 12
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 5870 GENERAL
PROG- ADMIN
(Home Org)
5879 HAZ MAT -
ADMIN
100300
GENERA
L
$48,874.00 $0.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
3612:INTERFUND EXP - GOV/ENT 5870 GENERAL
PROG- ADMIN
(Home Org)
5889
ENVIRONMENTAL
HLTH- ADMIN
100300
GENERA
L
$0.00 $1,472.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
3612:INTERFUND EXP - GOV/ENT 5870 GENERAL
PROG- ADMIN
(Home Org)
5879 HAZ MAT -
ADMIN
100300
GENERA
L
$0.00 $1,491.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
5022:INTRAFUND-TRANS-SERVICES 5870 GENERAL
PROG- ADMIN
(Home Org)
5889
ENVIRONMENTAL
HLTH- ADMIN
100300
GENERA
L
$0.00 $6,328.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1044:RETIREMENT EXPENSE 5870 GENERAL
PROG- ADMIN
(Home Org)
5879 HAZ MAT -
ADMIN
100300
GENERA
L
$0.00 $473,486.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2251:COMPUTER SOFTWARE COST 5870 GENERAL
PROG- ADMIN
(Home Org)
5879 HAZ MAT -
ADMIN
100300
GENERA
L
$0.00 $9,225.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2110:COMMUNICATIONS 5870 GENERAL
PROG- ADMIN
(Home Org)
5879 HAZ MAT -
ADMIN
100300
GENERA
L
$34,728.00 $0.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2340:OTHER INTRDPTMNTL CHARGES 5870 GENERAL
PROG- ADMIN
(Home Org)
5889
ENVIRONMENTAL
HLTH- ADMIN
100300
GENERA
L
$0.00 $9,141.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2110:COMMUNICATIONS 5870 GENERAL
PROG- ADMIN
(Home Org)
5889
ENVIRONMENTAL
HLTH- ADMIN
100300
GENERA
L
$52,099.00 $0.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
Attachment A - County Appropriation Adjustments
10 757
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00171
09:27 AM
09/01/2023
Page 11 of 12
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
2335:OTHER TELECOM CHARGES 5870 GENERAL
PROG- ADMIN
(Home Org)
5879 HAZ MAT -
ADMIN
100300
GENERA
L
$0.00 $36,711.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2103:POSTAGE 5870 GENERAL
PROG- ADMIN
(Home Org)
5879 HAZ MAT -
ADMIN
100300
GENERA
L
$0.00 $7,500.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2103:POSTAGE 5870 GENERAL
PROG- ADMIN
(Home Org)
5889
ENVIRONMENTAL
HLTH- ADMIN
100300
GENERA
L
$0.00 $11,969.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2102:BOOKS-PERIODICLS-SUBSCRPT 5870 GENERAL
PROG- ADMIN
(Home Org)
5879 HAZ MAT -
ADMIN
100300
GENERA
L
$0.00 $2,643.00 Recommended
Budget
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2335:OTHER TELECOM CHARGES 5870 GENERAL
PROG- ADMIN
(Home Org)
5889
ENVIRONMENTAL
HLTH- ADMIN
100300
GENERA
L
$0.00 $23,978.00 Recommended
Budget
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 07/24/2023 05:49:34
PM
07/25/2023 Tsegu Wolde-Michael 1
Budget Amendment Event Review Budget
Amendment
Not Required 07/25/2023 0
Budget Amendment Event Approval by
Department Approver
– Budget Amendment
Sent Back 07/25/2023 09:38:07
AM
Parna Kamyabfar
(Department Approver –
Budget Amendment)
1 Send Back Reason from
Parna Kamyabfar: Per our
conversation
Budget Amendment Event Budget Amendment
Event
Submitted 07/25/2023 12:22:20
PM
07/25/2023 Tsegu Wolde-Michael 1
Budget Amendment Event Review Budget
Amendment
Not Required 07/25/2023 0
Budget Amendment Event Approval by
Department Approver
– Budget Amendment
Approved 07/25/2023 03:12:29
PM
Parna Kamyabfar
(Department Approver –
Budget Amendment)
1
Attachment A - County Appropriation Adjustments
11 758
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00171
09:27 AM
09/01/2023
Page 12 of 12
Process Step Status Completed On Due Date Person (Up to 5)All Persons Comment
Budget Amendment Event Approval by Budget
Specialist (Auditor
Office)
Sent Back 07/25/2023 03:51:55
PM
Yesenia Campos (Budget
Specialist (Auditor Office))
1 Send Back Reason from
Yesenia Campos: update
amendment date to
6/30/23
Budget Amendment Event Budget Amendment
Event
Submitted 07/25/2023 06:08:15
PM
07/25/2023 Tsegu Wolde-Michael 1
Budget Amendment Event Review Budget
Amendment
Not Required 07/25/2023 0
Budget Amendment Event Approval by
Department Approver
– Budget Amendment
Approved 07/26/2023 06:55:35
AM
Bud DeCesare [C]
(Department Approver –
Budget Amendment)
1
Budget Amendment Event Approval by Budget
Specialist (Auditor
Office)
Approvers Added 08/21/2023 12:36:37
PM
Yesenia Campos (Budget
Specialist (Auditor Office))
1
Budget Amendment Event Approval by Budget
Specialist (Auditor
Office)
Approved 08/21/2023 12:36:37
PM
Yesenia Campos (Budget
Specialist (Auditor Office))
1
Budget Amendment Event Approval by Added
Approvers
Approved 08/29/2023 05:35:46
PM
Paul Reyes 1
Budget Amendment Event Approval by Budget
Manager
Approved 08/29/2023 08:29:48
PM
Analiza Pinlac (Budget
Manager)
1
Budget Amendment Event Approval by
Sponsored Programs
Manager
Not Required 07/25/2023 0
Budget Amendment Event Approval by Project
Hierarchy Manager
Not Required 07/25/2023 0
Budget Amendment Event To Do: Project Budget
Amended. Update
Financial Budget?
Not Required 07/25/2023 0
Attachment A - County Appropriation Adjustments
12 759
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00188
09:07 AM
09/01/2023
Page 1 of 6
Company Contra Costa County
Budget Template Operating Budget : FY23 Operating Budget
Budget FY23 Operating Budget
Organizing Dimension Type
Amendment ID BDA-23-00188
Amendment Date 06/30/2023
Description Org#0853 Hospital Enterprise Fund 145000 - Capital
Amendment Type Appropriation / Estimated Revenue Adjustment
Balanced Amendment Yes
Entry Type Mid-Year Adjustments
Status Available
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)
4541:201-REPLACE CART WASHER 6567 GENERAL
ACCOUNTING
(Home Org)
6971 BLDGS
BLDG
IMPROVEMENTS
145000
HOSPITAL
ENTERPRISE
$0.00 $430,000.00 201-REPLACE CART WASHER Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
4538:550-REPLACE COOLING TOWER 6567 GENERAL
ACCOUNTING
(Home Org)
6971 BLDGS
BLDG
IMPROVEMENTS
145000
HOSPITAL
ENTERPRISE
$200,000.00 $0.00 550-REPLACE COOLING
TOWER
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
4537:201-LAB AUTOMATION 6567 GENERAL
ACCOUNTING
(Home Org)
6971 BLDGS
BLDG
IMPROVEMENTS
145000
HOSPITAL
ENTERPRISE
$570,252.00 $0.00 201-LAB AUTOMATION Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
4536:201-RPLC COOLING TOWERS 6567 GENERAL
ACCOUNTING
(Home Org)
6971 BLDGS
BLDG
IMPROVEMENTS
145000
HOSPITAL
ENTERPRISE
$34,828.00 $0.00 201-RPLC COOLING TOWERS Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
4534:201-SITE FOR CT TRAILER 6567 GENERAL
ACCOUNTING
(Home Org)
6971 BLDGS
BLDG
IMPROVEMENTS
145000
HOSPITAL
ENTERPRISE
$0.00 $60,000.00 201-SITE FOR CT TRAILER Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
Attachment A - County Appropriation Adjustments
13 760
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00188
09:07 AM
09/01/2023
Page 2 of 6
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
4533:201-RPLC PHRM DISP UNITS 6567 GENERAL
ACCOUNTING
(Home Org)
6971 BLDGS
BLDG
IMPROVEMENTS
145000
HOSPITAL
ENTERPRISE
$70,335.00 $0.00 201-RPLC PHARM DISP UNITS Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
4532:201-PHARMACY CLEAN ROOM 6567 GENERAL
ACCOUNTING
(Home Org)
6971 BLDGS
BLDG
IMPROVEMENTS
145000
HOSPITAL
ENTERPRISE
$250,174.00 $0.00 201-PHARMACY CLEAN ROOM Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
4531:201-RPLC LIQUID O2 TANKS 6567 GENERAL
ACCOUNTING
(Home Org)
6971 BLDGS
BLDG
IMPROVEMENTS
145000
HOSPITAL
ENTERPRISE
$448.00 $0.00 201-RPLC LIQUID O2 TANK Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
4518:749-WCHC CLINIC EXPANSION 6567 GENERAL
ACCOUNTING
(Home Org)
6971 BLDGS
BLDG
IMPROVEMENTS
145000
HOSPITAL
ENTERPRISE
$0.00 $996,000.00 749-WCHC CLINIC EXPANSION Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
4514:550-UPDATE 4 ELEVATORS 6567 GENERAL
ACCOUNTING
(Home Org)
6971 BLDGS
BLDG
IMPROVEMENTS
145000
HOSPITAL
ENTERPRISE
$0.00 $157,052.00 550-UPDATE 4 ELEVATORS Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
4513:555-REDESIGN PHARMACY 6567 GENERAL
ACCOUNTING
(Home Org)
6971 BLDGS
BLDG
IMPROVEMENTS
145000
HOSPITAL
ENTERPRISE
$7,052.00 $0.00 555-REDESIGN PHARMACY Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
4381:025-PUB HLTH TRAILER 6567 GENERAL
ACCOUNTING
(Home Org)
6971 BLDGS
BLDG
IMPROVEMENTS
145000
HOSPITAL
ENTERPRISE
$600,000.00 $0.00 025-PUB HLTH TRAILER Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
4331:025-DSGN/EST RPLC STRCTRS 6567 GENERAL
ACCOUNTING
(Home Org)
6971 BLDGS
BLDG
IMPROVEMENTS
145000
HOSPITAL
ENTERPRISE
$60,000.00 $0.00 025-DSGN/EST RPLC STRCTRS Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
8226:SB1732-MCAL CRRP REIMB 6567 GENERAL
ACCOUNTING
(Home Org)
6992 CAPITAL
LEASE
OBLIGATION
145000
HOSPITAL
ENTERPRISE
$0.00 $730,241.00 SB1732-MCAL CRRP REMIB Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
Attachment A - County Appropriation Adjustments
14 761
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00188
09:07 AM
09/01/2023
Page 3 of 6
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
8239:MISCEL HOSPITAL REVENUE 6567 GENERAL
ACCOUNTING
(Home Org)
6992 CAPITAL
LEASE
OBLIGATION
145000
HOSPITAL
ENTERPRISE
$730,728.00 $0.00 MISCEL HOSPITAL REVENUE Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
8239:MISCEL HOSPITAL REVENUE 6567 GENERAL
ACCOUNTING
(Home Org)
6979 CAP
EQUIP-MGNT &
ADM DIV
145000
HOSPITAL
ENTERPRISE
$208,217.00 $0.00 MISCEL HOSPITAL REVENUE Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
8239:MISCEL HOSPITAL REVENUE 6567 GENERAL
ACCOUNTING
(Home Org)
6977 CAP
EQUIP-MED
CARE DIV
145000
HOSPITAL
ENTERPRISE
$514,997.00 $0.00 MISCEL HOSPITAL REVENUE Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
8220:GRANTS & DONATIONS 6567 GENERAL
ACCOUNTING
(Home Org)
6977 CAP
EQUIP-MED
CARE DIV
145000
HOSPITAL
ENTERPRISE
$0.00 $220,000.00 GRANTS & DONATIONS Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
8490:APPROPRIATED FUND BALANCE
HOSPITAL
6567 GENERAL
ACCOUNTING
(Home Org)
6971 BLDGS
BLDG
IMPROVEMENTS
145000
HOSPITAL
ENTERPRISE
$0.00 $830,000.00 FUND BALANCE AVAILABLE
(MEASURE X)
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
8239:MISCEL HOSPITAL REVENUE 6567 GENERAL
ACCOUNTING
(Home Org)
6971 BLDGS
BLDG
IMPROVEMENTS
145000
HOSPITAL
ENTERPRISE
$1,406,000.00 $0.00 MISCEL HOSPITAL REVENUE Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
4951:OFFICE EQUIP & FURNITURE 6567 GENERAL
ACCOUNTING
(Home Org)
6979 CAP
EQUIP-MGNT &
ADM DIV
145000
HOSPITAL
ENTERPRISE
$0.00 $553,259.00 OFFICE EQUIP & FURNITURE Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
3515:INT ON OTH LONG TERM DEBT 6567 GENERAL
ACCOUNTING
(Home Org)
6979 CAP
EQUIP-MGNT &
ADM DIV
145000
HOSPITAL
ENTERPRISE
$26,517.00 $0.00 INT ON OTH LONG TERM DEBT Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
3505:RETIRE OTH LONG TERM DEBT 6567 GENERAL
ACCOUNTING
(Home Org)
6979 CAP
EQUIP-MGNT &
ADM DIV
145000
HOSPITAL
ENTERPRISE
$318,525.00 $0.00 RETIRE OTH LONG TERM DEBT Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
Attachment A - County Appropriation Adjustments
15 762
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00188
09:07 AM
09/01/2023
Page 4 of 6
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
4954:MEDICAL & LAB EQUIPMENT 6567 GENERAL
ACCOUNTING
(Home Org)
6977 CAP
EQUIP-MED
CARE DIV
145000
HOSPITAL
ENTERPRISE
$0.00 $325,517.00 MEDICAL & LAB EQUIPMENT Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
4951:OFFICE EQUIP & FURNITURE 6567 GENERAL
ACCOUNTING
(Home Org)
6977 CAP
EQUIP-MED
CARE DIV
145000
HOSPITAL
ENTERPRISE
$30,033.00 $0.00 OFFICE EQUIP & FURNITURE Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
4954:MEDICAL & LAB EQUIPMENT 6567 GENERAL
ACCOUNTING
(Home Org)
6971 BLDGS
BLDG
IMPROVEMENTS
145000
HOSPITAL
ENTERPRISE
$110,127.00 $0.00 MEDICAL & LAB EQUIPMENT Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
4572:201-CONVERT 5D MED ROOM 6567 GENERAL
ACCOUNTING
(Home Org)
6971 BLDGS
BLDG
IMPROVEMENTS
145000
HOSPITAL
ENTERPRISE
$1,474.00 $0.00 5D MEDICATION ROOM Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
4569:201-HUGS SYSTEM UPGRADE 6567 GENERAL
ACCOUNTING
(Home Org)
6971 BLDGS
BLDG
IMPROVEMENTS
145000
HOSPITAL
ENTERPRISE
$3,553.00 $0.00 201-HUGS SYSTEM UPGRADE Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
4568:550-REPLACE CHILLER 6567 GENERAL
ACCOUNTING
(Home Org)
6971 BLDGS
BLDG
IMPROVEMENTS
145000
HOSPITAL
ENTERPRISE
$262,189.00 $0.00 550-REPLACE CHILLER Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
4567:699-INSTALL ELCTRC WASHER 6567 GENERAL
ACCOUNTING
(Home Org)
6971 BLDGS
BLDG
IMPROVEMENTS
145000
HOSPITAL
ENTERPRISE
$41,765.00 $0.00 699-INSTALL ELCTRC WASHER Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
4566:201-INSTALL ELCTRC WASHER 6567 GENERAL
ACCOUNTING
(Home Org)
6971 BLDGS
BLDG
IMPROVEMENTS
145000
HOSPITAL
ENTERPRISE
$5,730.00 $0.00 201-INSTALL ELCTRC WASHER Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
4565:201-UPGRD EXTERIOR LIGHTS 6567 GENERAL
ACCOUNTING
(Home Org)
6971 BLDGS
BLDG
IMPROVEMENTS
145000
HOSPITAL
ENTERPRISE
$11,703.00 $0.00 201-UPGRD EXTERIOR LIGHTS Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
Attachment A - County Appropriation Adjustments
16 763
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00188
09:07 AM
09/01/2023
Page 5 of 6
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
4562:201-MEASURE X PLANNING 6567 GENERAL
ACCOUNTING
(Home Org)
6971 BLDGS
BLDG
IMPROVEMENTS
145000
HOSPITAL
ENTERPRISE
$170,000.00 $0.00 205-CCRMC MED CLIN &
OFFICE COMPLEX
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
4559:201-REPAIR PARKING 6567 GENERAL
ACCOUNTING
(Home Org)
6971 BLDGS
BLDG
IMPROVEMENTS
145000
HOSPITAL
ENTERPRISE
$4,257.00 $0.00 201-REPAIR PARKING Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
4556:201-EMRG SUPPL WAREHOUSE 6567 GENERAL
ACCOUNTING
(Home Org)
6971 BLDGS
BLDG
IMPROVEMENTS
145000
HOSPITAL
ENTERPRISE
$0.00 $1,200,000.00 201-EMRG SUPPL WAREHOUSE Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
4552:733-ADDITION/GENERATOR 6567 GENERAL
ACCOUNTING
(Home Org)
6971 BLDGS
BLDG
IMPROVEMENTS
145000
HOSPITAL
ENTERPRISE
$245,524.00 $0.00 733-ADDITION/GENERATOR Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
4549:201-SEGREGATE SEWER LINES 6567 GENERAL
ACCOUNTING
(Home Org)
6971 BLDGS
BLDG
IMPROVEMENTS
145000
HOSPITAL
ENTERPRISE
$0.00 $460,000.00 201-SEGREGATE SEWER LINES Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
4547:277-REPLACE HVAC 6567 GENERAL
ACCOUNTING
(Home Org)
6971 BLDGS
BLDG
IMPROVEMENTS
145000
HOSPITAL
ENTERPRISE
$5,234.00 $0.00 277-REPLACE HVAC Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
4545:201-REPLC SURGICAL LIGHTS 6567 GENERAL
ACCOUNTING
(Home Org)
6971 BLDGS
BLDG
IMPROVEMENTS
145000
HOSPITAL
ENTERPRISE
$72,407.00 $0.00 201-REPLC SURGICAL LIGHTS 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 07/20/2023 02:02:47 PM 07/21/2023 Ka Weng Leong 1
Budget Amendment Event Review Budget
Amendment
Not Required 07/21/2023 0
Budget Amendment Event Approval by Department
Approver – Budget
Amendment
Approved 07/21/2023 04:14:59 PM Linh Huynh (Department
Approver – Budget
Amendment)
1
Attachment A - County Appropriation Adjustments
17 764
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00188
09:07 AM
09/01/2023
Page 6 of 6
Process Step Status Completed On Due Date Person (Up to 5)All Persons Comment
Budget Amendment Event Approval by Budget
Specialist (Auditor Office)
Approvers Added 08/21/2023 12:31:39 PM Yesenia Campos (Budget
Specialist (Auditor Office))
1
Budget Amendment Event Approval by Budget
Specialist (Auditor Office)
Approved 08/21/2023 12:31:39 PM Yesenia Campos (Budget
Specialist (Auditor Office))
1
Budget Amendment Event Approval by Added
Approvers
Approved 08/29/2023 06:53:13 PM Paul Reyes 1
Budget Amendment Event Approval by Budget
Manager
Approved 08/29/2023 08:26:59 PM Analiza Pinlac (Budget
Manager)
1
Budget Amendment Event Approval by Sponsored
Programs Manager
Not Required 07/21/2023 0
Budget Amendment Event Approval by Project
Hierarchy Manager
Not Required 07/21/2023 0
Budget Amendment Event To Do: Project Budget
Amended. Update
Financial Budget?
Not Required 07/21/2023 0
Attachment A - County Appropriation Adjustments
18 765
Attachment A - County Appropriation Adjustments
19 766
Attachment A - County Appropriation Adjustments
20 767
Attachment A - County Appropriation Adjustments
21 768
Attachment A - County Appropriation Adjustments
22 769
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00207
09:25 AM
09/01/2023
Page 1 of 4
Company Contra Costa County
Budget Template Operating Budget : FY23 Operating Budget
Budget FY23 Operating Budget
Organizing Dimension Type
Amendment ID BDA-23-00207
Amendment Date 06/30/2023
Description (100300-0463) To adjust the PRK3 and Probation funding from revenue to intrafund account (5022), as well as to align all other budgeted expenses/revenues to the
YTD May actuals and June projections
Amendment Type Appropriation / Estimated Revenue Adjustment
Balanced Amendment Yes
Entry Type Mid-Year Adjustments
Status Available
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)
5022:INTRAFUND-TRANS-SERVICES 5731
ADMINISTRATION
(Home Org)
5731
ADMINISTRATION
100300
GENERA
L
$0.00 $6,013,895.00 Increase in Intrafund-Trans-Services Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 5731
ADMINISTRATION
(Home Org)
5731
ADMINISTRATION
100300
GENERA
L
$11,601.00 $0.00 Increase in Reimb Gov/Gov (Cnty
vehicles)
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2479:OTHER SPECIAL DPMTAL EXP 5731
ADMINISTRATION
(Home Org)
5731
ADMINISTRATION
100300
GENERA
L
$90,542.00 $0.00 Increase in Other Spec Dept Exp Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2340:OTHER INTRDPTMNTL CHARGES 5731
ADMINISTRATION
(Home Org)
5731
ADMINISTRATION
100300
GENERA
L
$22,678.00 $0.00 Increase in Other IntrDeptmntl Chgs Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2330:OTHER GEN SVCS CHARGES 5731
ADMINISTRATION
(Home Org)
5731
ADMINISTRATION
100300
GENERA
L
$35,268.00 $0.00 Increase in Other Gen. Svcs Chgs Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
Attachment A - County Appropriation Adjustments
23 770
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00207
09:25 AM
09/01/2023
Page 2 of 4
Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
2315:DATA PROCESSING SERVICE 5731
ADMINISTRATION
(Home Org)
5731
ADMINISTRATION
100300
GENERA
L
$32,858.00 $0.00 Increase in Data Processing Services 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 5731
ADMINISTRATION
(Home Org)
5731
ADMINISTRATION
100300
GENERA
L
$0.00 $2,383,694.00 Decrease in Non Cnty Prof,/Spclzd.
Svcs
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2265:BLDG LIFE CYCLE COSTS 5731
ADMINISTRATION
(Home Org)
5731
ADMINISTRATION
100300
GENERA
L
$62,873.00 $0.00 Increase in Bldg Life Cycle Costs Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2262:BLDG OCCUPANCY COSTS 5731
ADMINISTRATION
(Home Org)
5731
ADMINISTRATION
100300
GENERA
L
$336,612.00 $0.00 Increase in Occ. Cost-Own Bldg.Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2260:RENTS & LEASES -PROPERTY 5731
ADMINISTRATION
(Home Org)
5731
ADMINISTRATION
100300
GENERA
L
$0.00 $85,734.00 Decrease in Rent & Lease-Prop Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2250:RENTS & LEASES -EQUIPMENT 5731
ADMINISTRATION
(Home Org)
5731
ADMINISTRATION
100300
GENERA
L
$50,639.00 $0.00 Increase in Rents & LeasesEuipt Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2170:HOUSEHOLD EXPENSE 5731
ADMINISTRATION
(Home Org)
5731
ADMINISTRATION
100300
GENERA
L
$70,535.00 $0.00 Increase in Household Expenses Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2160:CLOTHING & PERSONAL SUPPL 5731
ADMINISTRATION
(Home Org)
5731
ADMINISTRATION
100300
GENERA
L
$24,652.00 $0.00 Increase in Clothing Expenses Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2150:FOOD 5731
ADMINISTRATION
(Home Org)
5731
ADMINISTRATION
100300
GENERA
L
$177,106.00 $0.00 Increase in Food Expenses Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
Attachment A - County Appropriation Adjustments
24 771
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00207
09:25 AM
09/01/2023
Page 3 of 4
Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
2110:COMMUNICATIONS 5731
ADMINISTRATION
(Home Org)
5731
ADMINISTRATION
100300
GENERA
L
$101,244.00 $0.00 Increase in Communications
Expenses
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2100:OFFICE EXPENSE 5731
ADMINISTRATION
(Home Org)
5731
ADMINISTRATION
100300
GENERA
L
$37,971.00 $0.00 Increase in Office Expenses Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 5731
ADMINISTRATION
(Home Org)
5731
ADMINISTRATION
100300
GENERA
L
$0.00 $171,165.00 Decrease in Permanent Salaries Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9975:MISC NON-TAXABLE REVENUE 5731
ADMINISTRATION
(Home Org)
5731
ADMINISTRATION
100300
GENERA
L
$0.00 $158,166.00 Increase in Misc Non-taxable Reveue Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9956:TRANSFERS - GOV/GOVERNMENT 5731
ADMINISTRATION
(Home Org)
5731
ADMINISTRATION
100300
GENERA
L
$0.00 $5,000.00 Increase in Transfer-Gov/Gov Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9951:REIMBURSEMENTS - GOV/GOV 5731
ADMINISTRATION
(Home Org)
5731
ADMINISTRATION
100300
GENERA
L
$0.00 $144,714.00 Increase in Gov/Gov Reimbursement Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9595:MISC GOVT AGENCIES 5731
ADMINISTRATION
(Home Org)
5731
ADMINISTRATION
100300
GENERA
L
$0.00 $287,401.00 Increase in Misc Govt Agencies
revenue
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9569:OTHER FEDERAL AID 5731
ADMINISTRATION
(Home Org)
5731
ADMINISTRATION
100300
GENERA
L
$5,587,789.00 $0.00 Decrease in Other Federal Aid
revenue
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9499:MISC FED HEALTH PROJECTS 5731
ADMINISTRATION
(Home Org)
5731
ADMINISTRATION
100300
GENERA
L
$0.00 $102,793.00 Increase in Misc Fed Health Projects
revenue
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
Attachment A - County Appropriation Adjustments
25 772
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00207
09:25 AM
09/01/2023
Page 4 of 4
Period *Ledger Account/Summary Home Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
9281:ADMIN-STATE HEALTH MISC 5731
ADMINISTRATION
(Home Org)
5731
ADMINISTRATION
100300
GENERA
L
$2,689,994.00 $0.00 Decrease in Admin-State Health Misc
revenue
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9191:RENT ON REAL ESTATE 5731
ADMINISTRATION
(Home Org)
5731
ADMINISTRATION
100300
GENERA
L
$20,200.00 $0.00 Decrease in Rent of Real Estate 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 07/21/2023 02:12:59 PM 07/22/2023 Teresita Foster 1
Budget Amendment Event Review Budget
Amendment
Not Required 07/22/2023 0
Budget Amendment Event Approval by Department
Approver – Budget
Amendment
Approved 07/24/2023 11:11:55 PM Maria Alicia Pormento
(Department Approver –
Budget Amendment)
1
Budget Amendment Event Approval by Added
Approvers
Sent Back 07/25/2023 09:35:10 AM Analiza Pinlac (Budget
Specialist (Auditor Office))
1 Send Back Reason from
Analiza Pinlac: Please
change amendment
date to 6/30/23
Budget Amendment Event Budget Amendment Event Submitted 07/25/2023 09:40:37 AM 07/22/2023 Teresita Foster 1
Budget Amendment Event Review Budget
Amendment
Not Required 07/22/2023 0
Budget Amendment Event Approval by Department
Approver – Budget
Amendment
Approved 07/25/2023 03:40:48 PM Maria Alicia Pormento
(Department Approver –
Budget Amendment)
1
Budget Amendment Event Approval by Budget
Specialist (Auditor Office)
Approvers Added 08/21/2023 12:36:11 PM Yesenia Campos (Budget
Specialist (Auditor Office))
1
Budget Amendment Event Approval by Budget
Specialist (Auditor Office)
Approved 08/21/2023 12:36:11 PM Yesenia Campos (Budget
Specialist (Auditor Office))
1
Budget Amendment Event Approval by Added
Approvers
Approved 08/29/2023 05:41:05 PM Paul Reyes 1
Budget Amendment Event Approval by Budget
Manager
Approved 08/29/2023 08:29:33 PM Analiza Pinlac (Budget
Manager)
1
Budget Amendment Event Approval by Sponsored
Programs Manager
Not Required 07/22/2023 0
Budget Amendment Event Approval by Project
Hierarchy Manager
Not Required 07/22/2023 0
Budget Amendment Event To Do: Project Budget
Amended. Update
Financial Budget?
Not Required 07/22/2023 0
Attachment A - County Appropriation Adjustments
26 773
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00208
09:22 AM
09/01/2023
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-23-00208
Amendment Date 06/30/2023
Description This adjustment is necessary to align the budget with projected annual expenditures
Amendment Type Appropriation / Estimated Revenue Adjustment
Balanced Amendment Yes
Entry Type Mid-Year Adjustments
Status Available
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)
1013:TEMPORARY SALARIES 5900 ADMIN
(Home Org)
0451
CONSERVATOR/GUARDIANSHIP
100300
GENERA
L
$0.00 $9,355.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 5900 ADMIN
(Home Org)
0451
CONSERVATOR/GUARDIANSHIP
100300
GENERA
L
$96,174.00 $0.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9771:CLIENT FEES 5900 ADMIN
(Home Org)
0451
CONSERVATOR/GUARDIANSHIP
100300
GENERA
L
$0.00 $114,041.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9690:ESTATE FEES 5900 ADMIN
(Home Org)
0451
CONSERVATOR/GUARDIANSHIP
100300
GENERA
L
$0.00 $61,054.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9281:ADMIN-STATE HEALTH MISC 5900 ADMIN
(Home Org)
0451
CONSERVATOR/GUARDIANSHIP
100300
GENERA
L
$0.00 $391,242.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
Attachment A - County Appropriation Adjustments
27 774
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00208
09:22 AM
09/01/2023
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)
5022:INTRAFUND-TRANS-SERVICES 5900 ADMIN
(Home Org)
0451
CONSERVATOR/GUARDIANSHIP
100300
GENERA
L
$0.00 $54,670.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 5900 ADMIN
(Home Org)
0451
CONSERVATOR/GUARDIANSHIP
100300
GENERA
L
$0.00 $2,353.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2479:OTHER SPECIAL DPMTAL EXP 5900 ADMIN
(Home Org)
0451
CONSERVATOR/GUARDIANSHIP
100300
GENERA
L
$67,511.00 $0.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2340:OTHER INTRDPTMNTL CHARGES 5900 ADMIN
(Home Org)
0451
CONSERVATOR/GUARDIANSHIP
100300
GENERA
L
$227,300.00 $0.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2320:OUTSIDE MEDICAL SERVICES 5900 ADMIN
(Home Org)
0451
CONSERVATOR/GUARDIANSHIP
100300
GENERA
L
$159,565.00 $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 5900 ADMIN
(Home Org)
0451
CONSERVATOR/GUARDIANSHIP
100300
GENERA
L
$52,237.00 $0.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2301:AUTO MILEAGE EMPLOYEES 5900 ADMIN
(Home Org)
0451
CONSERVATOR/GUARDIANSHIP
100300
GENERA
L
$10,284.00 $0.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2284:REQUESTED MAINTENANCE 5900 ADMIN
(Home Org)
0451
CONSERVATOR/GUARDIANSHIP
100300
GENERA
L
$19,847.00 $0.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2110:COMMUNICATIONS 5900 ADMIN
(Home Org)
0451
CONSERVATOR/GUARDIANSHIP
100300
GENERA
L
$42,914.00 $0.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
Attachment A - County Appropriation Adjustments
28 775
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00208
09:22 AM
09/01/2023
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)
1070:WORKERS COMPENSATION INS 5900 ADMIN
(Home Org)
0451
CONSERVATOR/GUARDIANSHIP
100300
GENERA
L
$4,806.00 $0.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1063:UNEMPLOYMENT INSURANCE 5900 ADMIN
(Home Org)
0451
CONSERVATOR/GUARDIANSHIP
100300
GENERA
L
$222.00 $0.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1061:RETIREE HEALTH INSURANCE 5900 ADMIN
(Home Org)
0451
CONSERVATOR/GUARDIANSHIP
100300
GENERA
L
$5,113.00 $0.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1060:EMPLOYEE GROUP INSURANCE 5900 ADMIN
(Home Org)
0451
CONSERVATOR/GUARDIANSHIP
100300
GENERA
L
$0.00 $56,658.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1044:RETIREMENT EXPENSE 5900 ADMIN
(Home Org)
0451
CONSERVATOR/GUARDIANSHIP
100300
GENERA
L
$0.00 $29,755.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1043:RET EXP-PRE 1997 RETIREES 5900 ADMIN
(Home Org)
0451
CONSERVATOR/GUARDIANSHIP
100300
GENERA
L
$3,222.00 $0.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1042:F.I.C.A.5900 ADMIN
(Home Org)
0451
CONSERVATOR/GUARDIANSHIP
100300
GENERA
L
$6,965.00 $0.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1015:DEFERRED COMP CTY CONTRB 5900 ADMIN
(Home Org)
0451
CONSERVATOR/GUARDIANSHIP
100300
GENERA
L
$2,545.00 $0.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1014:PERMANENT OVERTIME 5900 ADMIN
(Home Org)
0451
CONSERVATOR/GUARDIANSHIP
100300
GENERA
L
$20,423.00 $0.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
CONSERVATORSHIP FY2022-23 (June)_Financial Projection appropriation adjustment 7.14.23.xlsx
Attachment A - County Appropriation Adjustments
29 776
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00208
09:22 AM
09/01/2023
Page 4 of 5
File Name CONSERVATORSHIP FY2022-23 (June)_Financial Projection appropriation adjustment 7.14.23.xlsx
Content Type application/vnd.openxmlformats-officedocument.spreadsheetml.sheet
Updated By Nicholas Carofanello
Upload Date 07/21/2023 02:23:26 PM
Comment
CONSERVATORSHIP FY2022-23 (June)_Financial Projection appropriation adjustment 7.14.23.pdf
File Name CONSERVATORSHIP FY2022-23 (June)_Financial Projection appropriation adjustment 7.14.23.pdf
Content Type application/pdf
Updated By Nicholas Carofanello
Upload Date 07/21/2023 02:23:26 PM
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 07/21/2023 02:48:45
PM
07/22/2023 Nicholas Carofanello 1
Budget Amendment Event Review Budget
Amendment
Not Required 07/22/2023 0
Budget Amendment Event Approval by
Department Approver –
Budget Amendment
Approved 07/24/2023 11:11:51
PM
Maria Alicia Pormento
(Department Approver –
Budget Amendment)
1
Budget Amendment Event Approval by Added
Approvers
Sent Back 07/25/2023 09:35:40
AM
Analiza Pinlac (Budget
Specialist (Auditor Office))
1 Send Back Reason
from Analiza Pinlac:
Please change
amendment date to
6/30/23
Budget Amendment Event Budget Amendment
Event
Submitted 07/25/2023 10:54:27
AM
07/22/2023 Nicholas Carofanello 1
Budget Amendment Event Review Budget
Amendment
Not Required 07/22/2023 0
Budget Amendment Event Approval by
Department Approver –
Budget Amendment
Approved 07/25/2023 03:39:30
PM
Maria Alicia Pormento
(Department Approver –
Budget Amendment)
1
Budget Amendment Event Approval by Budget
Specialist (Auditor
Office)
Approvers Added 08/21/2023 12:35:08
PM
Yesenia Campos (Budget
Specialist (Auditor Office))
1
Budget Amendment Event Approval by Budget
Specialist (Auditor
Office)
Approved 08/21/2023 12:35:08
PM
Yesenia Campos (Budget
Specialist (Auditor Office))
1
Budget Amendment Event Approval by Added
Approvers
Approved 08/29/2023 05:46:45
PM
Paul Reyes 1
Budget Amendment Event Approval by Budget
Manager
Approved 08/29/2023 08:28:24
PM
Analiza Pinlac (Budget
Manager)
1
Attachment A - County Appropriation Adjustments
30 777
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00208
09:22 AM
09/01/2023
Page 5 of 5
Process Step Status Completed On Due Date Person (Up to 5)All Persons Comment
Budget Amendment Event Approval by Sponsored
Programs Manager
Not Required 07/22/2023 0
Budget Amendment Event Approval by Project
Hierarchy Manager
Not Required 07/22/2023 0
Budget Amendment Event To Do: Project Budget
Amended. Update
Financial Budget?
Not Required 07/22/2023 0
Attachment A - County Appropriation Adjustments
31 778
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00209
09:11 AM
09/01/2023
Page 1 of 11
Company Contra Costa County
Budget Template Operating Budget : FY23 Operating Budget
Budget FY23 Operating Budget
Organizing Dimension Type
Amendment ID BDA-23-00209
Amendment Date 06/30/2023
Description To adjust appropriations for revenue and expenditures for FY 22-23.
Amendment Type Appropriation / Estimated Revenue Adjustment
Balanced Amendment Yes
Entry Type Mid-Year Adjustments
Status Available
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)
4971:CAPITALIZED SOFTWARE 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5999 BEHAVIORAL
HEALTH ADMIN
100300
GENERA
L
$693.00 $0.00 To adj county
hospital svcs due
to increase in
contract costs for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
3310:SUPPORT & CARE OF PERSONS 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5994 STATE
HOSPITAL USE
100300
GENERA
L
$0.00 $179.00 To adj county
hospital svcs due
to increase in
contract costs for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2340:OTHER INTRDPTMNTL CHARGES 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5991 CENTRAL
COUNTY ADULT MH
100300
GENERA
L
$0.00 $1,000,000.00 To adj county
hospital svcs due
to increase in
contract costs for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2340:OTHER INTRDPTMNTL CHARGES 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5948 CENTRAL
COUNTY CHILD MH
100300
GENERA
L
$0.00 $250,000.00 To adj county
hospital svcs due
to increase in
contract costs for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2340:OTHER INTRDPTMNTL CHARGES 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5913 AB 109-
REALIGNMENT
100300
GENERA
L
$0.00 $600,000.00 To adj county
hospital svcs due
to increase in
contract costs for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
Attachment A - County Appropriation Adjustments
32 779
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00209
09:11 AM
09/01/2023
Page 2 of 11
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
2340:OTHER INTRDPTMNTL CHARGES 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5901 MH DIVISION
SUMMARY
100300
GENERA
L
$0.00 $400,000.00 To adj county
hospital svcs due
to increase in
contract costs for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2321:COUNTY HOSPITAL SERVICES 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5944 CCRMC I/P
PSYCH & CRISIS
100300
GENERA
L
$10,848,621.00 $0.00 To adj county
hospital svcs due
to increase in
contract costs for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2320:OUTSIDE MEDICAL SERVICES 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5721 MHSA
ADMINISTRATION
100300
GENERA
L
$0.00 $2,563,720.00 To adj county
hospital svcs due
to increase in
contract costs for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1060:EMPLOYEE GROUP INSURANCE 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5991 CENTRAL
COUNTY ADULT MH
100300
GENERA
L
$0.00 $246,060.00 To adj S&B for
vacant positions
left unfilled for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1060:EMPLOYEE GROUP INSURANCE 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5986 EAST COUNTY
ADULT MH
100300
GENERA
L
$0.00 $250,000.00 To adj S&B for
vacant positions
left unfilled for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1060:EMPLOYEE GROUP INSURANCE 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5973 ADULT
VOCATIONAL
SERVICES
100300
GENERA
L
$0.00 $100,000.00 To adj S&B for
vacant positions
left unfilled for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1060:EMPLOYEE GROUP INSURANCE 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5943 MH PROG
UTILIZATION REV
100300
GENERA
L
$0.00 $110,000.00 To adj S&B for
vacant positions
left unfilled for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1060:EMPLOYEE GROUP INSURANCE 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5906 MOBILE
CRISIS/MRT
100300
GENERA
L
$0.00 $180,000.00 To adj S&B for
vacant positions
left unfilled for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1060:EMPLOYEE GROUP INSURANCE 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5957 MENTAL
HEALTH SVCS ACT
100300
GENERA
L
$0.00 $140,000.00 To adj S&B for
vacant positions
left unfilled for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
Attachment A - County Appropriation Adjustments
33 780
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00209
09:11 AM
09/01/2023
Page 3 of 11
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
1060:EMPLOYEE GROUP INSURANCE 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5899 MHSA
INNOVATION
100300
GENERA
L
$0.00 $300,000.00 To adj S&B for
vacant positions
left unfilled for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1060:EMPLOYEE GROUP INSURANCE 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5753 MHSA PRVTN &
ERLY INTRVTN
100300
GENERA
L
$0.00 $80,000.00 To adj S&B for
vacant positions
left unfilled for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1060:EMPLOYEE GROUP INSURANCE 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5721 MHSA
ADMINISTRATION
100300
GENERA
L
$0.00 $130,000.00 To adj S&B for
vacant positions
left unfilled for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1044:RETIREMENT EXPENSE 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5991 CENTRAL
COUNTY ADULT MH
100300
GENERA
L
$0.00 $110,000.00 To adj S&B for
vacant positions
left unfilled for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1044:RETIREMENT EXPENSE 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5986 EAST COUNTY
ADULT MH
100300
GENERA
L
$0.00 $270,000.00 To adj S&B for
vacant positions
left unfilled for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1044:RETIREMENT EXPENSE 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5964 TRANSITION
TEAM
100300
GENERA
L
$0.00 $110,000.00 To adj S&B for
vacant positions
left unfilled for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1044:RETIREMENT EXPENSE 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5955 ADULT MH
PROGRAM ADMIN
100300
GENERA
L
$0.00 $170,000.00 To adj S&B for
vacant positions
left unfilled for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1044:RETIREMENT EXPENSE 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5943 MH PROG
UTILIZATION REV
100300
GENERA
L
$0.00 $140,000.00 To adj S&B for
vacant positions
left unfilled for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1044:RETIREMENT EXPENSE 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5906 MOBILE
CRISIS/MRT
100300
GENERA
L
$0.00 $180,000.00 To adj S&B for
vacant positions
left unfilled for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
Attachment A - County Appropriation Adjustments
34 781
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00209
09:11 AM
09/01/2023
Page 4 of 11
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
1044:RETIREMENT EXPENSE 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5957 MENTAL
HEALTH SVCS ACT
100300
GENERA
L
$0.00 $160,000.00 To adj S&B for
vacant positions
left unfilled for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1044:RETIREMENT EXPENSE 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5899 MHSA
INNOVATION
100300
GENERA
L
$0.00 $180,000.00 To adj S&B for
vacant positions
left unfilled for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1017:PERM PHYSICIANS SALARIES 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5991 CENTRAL
COUNTY ADULT MH
100300
GENERA
L
$0.00 $1,700,000.00 To adj S&B for
vacant positions
left unfilled for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1017:PERM PHYSICIANS SALARIES 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5974 WEST CO
ADULT MH 24TH ST
100300
GENERA
L
$0.00 $240,000.00 To adj S&B for
vacant positions
left unfilled for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1017:PERM PHYSICIANS SALARIES 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5954 EAST COUNTY
CHILD MH
100300
GENERA
L
$0.00 $80,000.00 To adj S&B for
vacant positions
left unfilled for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1017:PERM PHYSICIANS SALARIES 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5948 CENTRAL
COUNTY CHILD MH
100300
GENERA
L
$0.00 $450,000.00 To adj S&B for
vacant positions
left unfilled for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1017:PERM PHYSICIANS SALARIES 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5941 CNTRL MH DIV
ADMIN
100300
GENERA
L
$0.00 $300,000.00 To adj S&B for
vacant positions
left unfilled for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1017:PERM PHYSICIANS SALARIES 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5721 MHSA
ADMINISTRATION
100300
GENERA
L
$0.00 $800,000.00 To adj S&B for
vacant positions
left unfilled for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1013:TEMPORARY SALARIES 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5991 CENTRAL
COUNTY ADULT MH
100300
GENERA
L
$0.00 $260,000.00 To adj S&B for
vacant positions
left unfilled for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
Attachment A - County Appropriation Adjustments
35 782
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00209
09:11 AM
09/01/2023
Page 5 of 11
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
1013:TEMPORARY SALARIES 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5948 CENTRAL
COUNTY CHILD MH
100300
GENERA
L
$0.00 $250,000.00 To adj S&B for
vacant positions
left unfilled for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1013:TEMPORARY SALARIES 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5941 CNTRL MH DIV
ADMIN
100300
GENERA
L
$0.00 $270,000.00 To adj S&B for
vacant positions
left unfilled for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1013:TEMPORARY SALARIES 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5721 MHSA
ADMINISTRATION
100300
GENERA
L
$0.00 $260,000.00 To adj S&B for
vacant positions
left unfilled for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5997 FAMILY
PARTNERSHIP
100300
GENERA
L
$0.00 $340,000.00 To adj S&B for
vacant positions
left unfilled for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5987 CCR/EPSDT
EXPANSION AB403
100300
GENERA
L
$0.00 $190,000.00 To adj S&B for
vacant positions
left unfilled for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5986 EAST COUNTY
ADULT MH
100300
GENERA
L
$0.00 $1,800,000.00 To adj S&B for
vacant positions
left unfilled for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5983 MEDI-CAL O/P
MANAGED CARE
100300
GENERA
L
$0.00 $100,000.00 To adj S&B for
vacant positions
left unfilled for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5973 ADULT
VOCATIONAL
SERVICES
100300
GENERA
L
$0.00 $370,000.00 To adj S&B for
vacant positions
left unfilled for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5971 WEST CO
ADULT MH
ELPORTAL
100300
GENERA
L
$0.00 $480,000.00 To adj S&B for
vacant positions
left unfilled for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
Attachment A - County Appropriation Adjustments
36 783
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00209
09:11 AM
09/01/2023
Page 6 of 11
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5964 TRANSITION
TEAM
100300
GENERA
L
$0.00 $500,000.00 To adj S&B for
vacant positions
left unfilled for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5955 ADULT MH
PROGRAM ADMIN
100300
GENERA
L
$0.00 $700,000.00 To adj S&B for
vacant positions
left unfilled for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5954 EAST COUNTY
CHILD MH
100300
GENERA
L
$0.00 $450,000.00 To adj S&B for
vacant positions
left unfilled for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5950 WEST COUNTY
CHILD MH
100300
GENERA
L
$0.00 $370,000.00 To adj S&B for
vacant positions
left unfilled for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5949 CHILD/FAMILY
MH SVCS
100300
GENERA
L
$0.00 $300,000.00 To adj S&B for
vacant positions
left unfilled for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5947
HOSPITAL/RSDL
SVCS
100300
GENERA
L
$0.00 $280,000.00 To adj S&B for
vacant positions
left unfilled for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5943 MH PROG
UTILIZATION REV
100300
GENERA
L
$0.00 $590,000.00 To adj S&B for
vacant positions
left unfilled for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5913 AB 109-
REALIGNMENT
100300
GENERA
L
$0.00 $200,000.00 To adj S&B for
vacant positions
left unfilled for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5906 MOBILE
CRISIS/MRT
100300
GENERA
L
$0.00 $880,000.00 To adj S&B for
vacant positions
left unfilled for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
Attachment A - County Appropriation Adjustments
37 784
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00209
09:11 AM
09/01/2023
Page 7 of 11
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5957 MENTAL
HEALTH SVCS ACT
100300
GENERA
L
$0.00 $690,000.00 To adj S&B for
vacant positions
left unfilled for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5899 MHSA
INNOVATION
100300
GENERA
L
$0.00 $900,000.00 To adj S&B for
vacant positions
left unfilled for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5753 MHSA PRVTN &
ERLY INTRVTN
100300
GENERA
L
$0.00 $400,000.00 To adj S&B for
vacant positions
left unfilled for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5735 MHSA OLDER
ADULT SERVICES
100300
GENERA
L
$0.00 $590,000.00 To adj S&B for
vacant positions
left unfilled for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5727 PEI FIRST
HOPE
100300
GENERA
L
$0.00 $50,000.00 To adj S&B for
vacant positions
left unfilled for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5725 MHSA HOUSING
SERVICES
100300
GENERA
L
$0.00 $310,000.00 To adj S&B for
vacant positions
left unfilled for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5724 MHSA ADULT
SERVICES
100300
GENERA
L
$0.00 $50,000.00 To adj S&B for
vacant positions
left unfilled for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5722 MHSA
CHILDREN
SERVICES
100300
GENERA
L
$0.00 $280,000.00 To adj S&B for
vacant positions
left unfilled for
FY22-23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5713 LAURA'S LAW
(AOT)
100300
GENERA
L
$0.00 $110,000.00 To adj S&B for
vacant positions
left unfilled for
FY22-23.
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
Attachment A - County Appropriation Adjustments
38 785
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00209
09:11 AM
09/01/2023
Page 8 of 11
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
9975:MISC NON-TAXABLE REVENUE 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5948 CENTRAL
COUNTY CHILD MH
100300
GENERA
L
$0.00 $108,472.00 To adj revenue
resulting from
decrease in Medi-
Cal, realignment
and other
revenues FY 22-
23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9951:REIMBURSEMENTS - GOV/GOV 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5948 CENTRAL
COUNTY CHILD MH
100300
GENERA
L
$0.00 $8,640,443.00 To adj revenue
resulting from
decrease in Medi-
Cal, realignment
and other
revenues FY 22-
23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9951:REIMBURSEMENTS - GOV/GOV 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5913 AB 109-
REALIGNMENT
100300
GENERA
L
$996,126.00 $0.00 To adj revenue
resulting from
decrease in Medi-
Cal, realignment
and other
revenues FY 22-
23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9951:REIMBURSEMENTS - GOV/GOV 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5721 MHSA
ADMINISTRATION
100300
GENERA
L
$7,993,720.00 $0.00 To adj revenue
resulting from
decrease in Medi-
Cal, realignment
and other
revenues FY 22-
23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9782:M/H SVCS-PVT PAY/INSUR 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5944 CCRMC I/P
PSYCH & CRISIS
100300
GENERA
L
$0.00 $123,448.00 To adj revenue
resulting from
decrease in Medi-
Cal, realignment
and other
revenues FY 22-
23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9781:M/H SVCS-MEDICARE 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5944 CCRMC I/P
PSYCH & CRISIS
100300
GENERA
L
$0.00 $589,196.00 To adj revenue
resulting from
decrease in Medi-
Cal, realignment
and other
revenues FY 22-
23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
Attachment A - County Appropriation Adjustments
39 786
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00209
09:11 AM
09/01/2023
Page 9 of 11
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
9569:OTHER FEDERAL AID 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5966 CRISIS HUB-
FED EARMARK
100300
GENERA
L
$0.00 $328,354.00 To adj revenue
resulting from
decrease in Medi-
Cal, realignment
and other
revenues FY 22-
23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9558:FED AID NIMH GRANT 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5941 CNTRL MH DIV
ADMIN
100300
GENERA
L
$568,850.00 $0.00 To adj revenue
resulting from
decrease in Medi-
Cal, realignment
and other
revenues FY 22-
23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9555:FED AID EMPLOY & TRAINING 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5991 CENTRAL
COUNTY ADULT MH
100300
GENERA
L
$146,110.00 $0.00 To adj revenue
resulting from
decrease in Medi-
Cal, realignment
and other
revenues FY 22-
23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9496:FEDERAL MEDI-CAL 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5952 CHILD/MH
PROG CONTRACTS
100300
GENERA
L
$30,421,365.00 $0.00 To adj revenue
resulting from
decrease in Medi-
Cal, realignment
and other
revenues FY 22-
23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9435:MISCELLANEOUS STATE AID 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5991 CENTRAL
COUNTY ADULT MH
100300
GENERA
L
$0.00 $1,089,557.00 To adj revenue
resulting from
decrease in Medi-
Cal, realignment
and other
revenues FY 22-
23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9311:ST AID REALIGNMENT-VLF-MH 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5941 CNTRL MH DIV
ADMIN
100300
GENERA
L
$0.00 $676,957.00 To adj revenue
resulting from
decrease in Medi-
Cal, realignment
and other
revenues FY 22-
23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
Attachment A - County Appropriation Adjustments
40 787
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00209
09:11 AM
09/01/2023
Page 10 of 11
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
9310:ST AID REALIGNMENT-M/H 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5991 CENTRAL
COUNTY ADULT MH
100300
GENERA
L
$0.00 $8,860,339.00 To adj revenue
resulting from
decrease in Medi-
Cal, realignment
and other
revenues FY 22-
23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9307:ST AID MH - SSI/SSP 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5991 CENTRAL
COUNTY ADULT MH
100300
GENERA
L
$0.00 $82,190.00 To adj revenue
resulting from
decrease in Medi-
Cal, realignment
and other
revenues FY 22-
23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9306:ST AID M/H SHORT-DOYLE 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5948 CENTRAL
COUNTY CHILD MH
100300
GENERA
L
$0.00 $3,157,344.00 To adj revenue
resulting from
decrease in Medi-
Cal, realignment
and other
revenues FY 22-
23
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
3570:CONTRIB TO ENTERPRISE FND 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
0465 HLTH SVS-
HOSPITAL SUBSIDY
100300
GENERA
L
$0.00 $41,321.00 Contribution to
Enterprise Fund
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
5022:INTRAFUND-TRANS-SERVICES 5999
BEHAVIORAL
HEALTH ADMIN
(Home Org)
5991 CENTRAL
COUNTY ADULT MH
100300
GENERA
L
$0.00 $4,067,905.00 To adj county
hospital svcs due
to increase in
contract costs for
FY22-23
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 07/21/2023 03:55:51 PM 07/22/2023 Janice Chang 1
Budget Amendment Event Review Budget
Amendment
Not Required 07/22/2023 0
Budget Amendment Event Approval by Department
Approver – Budget
Amendment
Approved 07/21/2023 04:19:13 PM Kathleen Tong (Department
Approver – Budget
Amendment)
1
Budget Amendment Event Approval by Budget
Specialist (Auditor Office)
Approvers Added 08/21/2023 12:32:49 PM Yesenia Campos (Budget
Specialist (Auditor Office))
1
Attachment A - County Appropriation Adjustments
41 788
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00209
09:11 AM
09/01/2023
Page 11 of 11
Process Step Status Completed On Due Date Person (Up to 5)All Persons Comment
Budget Amendment Event Approval by Budget
Specialist (Auditor Office)
Approved 08/21/2023 12:32:49 PM Yesenia Campos (Budget
Specialist (Auditor Office))
1
Budget Amendment Event Approval by Added
Approvers
Approved 08/29/2023 06:36:52 PM Paul Reyes 1
Budget Amendment Event Approval by Budget
Manager
Approved 08/29/2023 08:27:13 PM Analiza Pinlac (Budget
Manager)
1
Budget Amendment Event Approval by Sponsored
Programs Manager
Not Required 07/22/2023 0
Budget Amendment Event Approval by Project
Hierarchy Manager
Not Required 07/22/2023 0
Budget Amendment Event To Do: Project Budget
Amended. Update
Financial Budget?
Not Required 07/22/2023 0
Attachment A - County Appropriation Adjustments
42 789
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00210
09:19 AM
09/01/2023
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-23-00210
Amendment Date 06/30/2023
Description Appropriation Adjustment for 0466 Alcohol & Other Drugs
Amendment Type Appropriation / Estimated Revenue Adjustment
Balanced Amendment Yes
Entry Type Mid-Year Adjustments
Status Available
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)
9150:VEHICLE CODE FINES 5900 ADMIN
(Home Org)
5900
ADMIN
100300
GENERA
L
$13,588.00 $0.00 Vehicle Code Fines Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9975:MISC NON-TAXABLE REVENUE 5900 ADMIN
(Home Org)
5900
ADMIN
100300
GENERA
L
$0.00 $5,163,654.00 Misc Non-Taxable Revenue Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9951:REIMBURSEMENTS - GOV/GOV 5900 ADMIN
(Home Org)
5900
ADMIN
100300
GENERA
L
$0.00 $290,247.00 Reimbursements-Gov to
Gov
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
5022:INTRAFUND-TRANS-SERVICES 5900 ADMIN
(Home Org)
5900
ADMIN
100300
GENERA
L
$0.00 $2,017,872.00 Inter Department Charges Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9770:DRINKING DRIVER PGM FEES 5900 ADMIN
(Home Org)
5900
ADMIN
100300
GENERA
L
$4,228.00 $0.00 Drinking Driver Program Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
Attachment A - County Appropriation Adjustments
43 790
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00210
09:19 AM
09/01/2023
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)
3611:INTERFUND EXP - GOV/GOV 5900 ADMIN
(Home Org)
5900
ADMIN
100300
GENERA
L
$1,067.00 $0.00 Fixed Assets Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9499:MISC FED HEALTH PROJECTS 5900 ADMIN
(Home Org)
5900
ADMIN
100300
GENERA
L
$5,856,290.00 $0.00 Misc Fed Health Projects Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2320:OUTSIDE MEDICAL SERVICES 5900 ADMIN
(Home Org)
5900
ADMIN
100300
GENERA
L
$2,710,688.00 $0.00 Outside Medical Services Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9194:RENT OF OFFICE SPACE 5900 ADMIN
(Home Org)
5900
ADMIN
100300
GENERA
L
$0.00 $2,156.00 Rent on Office Space Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 5900 ADMIN
(Home Org)
5900
ADMIN
100300
GENERA
L
$0.00 $1,130,328.00 Permanent Salaries Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9161:GENERAL FINES 5900 ADMIN
(Home Org)
5900
ADMIN
100300
GENERA
L
$18,396.00 $0.00 General Fines 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 07/21/2023 03:09:45
PM
07/22/2023 Danelyn Razon 1
Budget Amendment Event Review Budget
Amendment
Not Required 07/22/2023 0
Budget Amendment Event Approval by
Department Approver –
Budget Amendment
Approved 07/24/2023 11:11:41
PM
Maria Alicia Pormento
(Department Approver –
Budget Amendment)
1
Attachment A - County Appropriation Adjustments
44 791
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00210
09:19 AM
09/01/2023
Page 3 of 3
Process Step Status Completed On Due Date Person (Up to 5)All Persons Comment
Budget Amendment Event Approval by Added
Approvers
Sent Back 07/25/2023 09:36:31
AM
Analiza Pinlac (Budget
Specialist (Auditor Office))
1 Send Back Reason
from Analiza Pinlac:
Please change
Amendment Date to
6/30/2023
Budget Amendment Event Budget Amendment
Event
Submitted 07/25/2023 11:31:33
AM
07/22/2023 Danelyn Razon 1
Budget Amendment Event Review Budget
Amendment
Not Required 07/22/2023 0
Budget Amendment Event Approval by
Department Approver –
Budget Amendment
Approved 07/25/2023 03:36:54
PM
Maria Alicia Pormento
(Department Approver –
Budget Amendment)
1
Budget Amendment Event Approval by Budget
Specialist (Auditor
Office)
Approvers Added 08/21/2023 12:34:36
PM
Yesenia Campos (Budget
Specialist (Auditor Office))
1
Budget Amendment Event Approval by Budget
Specialist (Auditor
Office)
Approved 08/21/2023 12:34:36
PM
Yesenia Campos (Budget
Specialist (Auditor Office))
1
Budget Amendment Event Approval by Added
Approvers
Approved 08/29/2023 05:52:04
PM
Paul Reyes 1
Budget Amendment Event Approval by Budget
Manager
Approved 08/29/2023 08:28:13
PM
Analiza Pinlac (Budget
Manager)
1
Budget Amendment Event Approval by Sponsored
Programs Manager
Not Required 07/22/2023 0
Budget Amendment Event Approval by Project
Hierarchy Manager
Not Required 07/22/2023 0
Budget Amendment Event To Do: Project Budget
Amended. Update
Financial Budget?
Not Required 07/22/2023 0
Attachment A - County Appropriation Adjustments
45 792
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00211
09:37 AM
09/01/2023
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-23-00211
Amendment Date 06/30/2023
Description Year-end Appropriation adjustment
Amendment Type Appropriation / Estimated Revenue Adjustment
Balanced Amendment Yes
Entry Type Mid-Year Adjustments
Status Available
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)
9975:MISC NON-TAXABLE REVENUE 5700 MARTZ
DETENTION
INFIRMARY
(Home Org)
5700 MARTZ
DETENTION
INFIRMARY
100300
GENERA
L
$0.00 $216.00 Increase Misc Non-Taxable Revenue Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9785:M/H SVCS-MEDI-CAL 5700 MARTZ
DETENTION
INFIRMARY
(Home Org)
5700 MARTZ
DETENTION
INFIRMARY
100300
GENERA
L
$0.00 $153,435.00 Increase M/H Svcs-Medi-Cal Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9263:ST AID RELGNMT-SALES TAX 5700 MARTZ
DETENTION
INFIRMARY
(Home Org)
5700 MARTZ
DETENTION
INFIRMARY
100300
GENERA
L
$0.00 $20,063.00 Increase State Aid Realign. - Sales
Tx.
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9259:ST AID REALIGNMENT-VLF 5700 MARTZ
DETENTION
INFIRMARY
(Home Org)
5700 MARTZ
DETENTION
INFIRMARY
100300
GENERA
L
$0.00 $737.00 Increase State Aid Realign. - VLF Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
5022:INTRAFUND-TRANS-SERVICES 5700 MARTZ
DETENTION
INFIRMARY
(Home Org)
5700 MARTZ
DETENTION
INFIRMARY
100300
GENERA
L
$0.00 $348,212.00 Decrease Intrafund-Trans-Services Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
Attachment A - County Appropriation Adjustments
46 793
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00211
09:37 AM
09/01/2023
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)
5011:REIMBURSEMENTS-GOV/GOV 5700 MARTZ
DETENTION
INFIRMARY
(Home Org)
5700 MARTZ
DETENTION
INFIRMARY
100300
GENERA
L
$6,354.00 $0.00 Increase Reimb Gov/Gov (Cnty
Vehicles)
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
4954:MEDICAL & LAB EQUIPMENT 5700 MARTZ
DETENTION
INFIRMARY
(Home Org)
5700 MARTZ
DETENTION
INFIRMARY
100300
GENERA
L
$0.00 $336,182.00 Increase Medical & Lab Equipment Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
4951:OFFICE EQUIP & FURNITURE 5700 MARTZ
DETENTION
INFIRMARY
(Home Org)
5700 MARTZ
DETENTION
INFIRMARY
100300
GENERA
L
$0.00 $29,420.00 Decrease Office Equip & Furniture Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 5700 MARTZ
DETENTION
INFIRMARY
(Home Org)
5700 MARTZ
DETENTION
INFIRMARY
100300
GENERA
L
$9,527.00 $0.00 Increase Interfund Exp - Gov/Gov Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2321:COUNTY HOSPITAL SERVICES 5700 MARTZ
DETENTION
INFIRMARY
(Home Org)
5700 MARTZ
DETENTION
INFIRMARY
100300
GENERA
L
$3,835,454.00 $0.00 Increase County Hospital Svcs.Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2314:CONTRACTED TEMPORARY HELP 5700 MARTZ
DETENTION
INFIRMARY
(Home Org)
5700 MARTZ
DETENTION
INFIRMARY
100300
GENERA
L
$381,228.00 $0.00 Decrease Temporary Help Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2141:PHARMACEUTICAL SUPPLIES 5700 MARTZ
DETENTION
INFIRMARY
(Home Org)
5700 MARTZ
DETENTION
INFIRMARY
100300
GENERA
L
$1,125,250.00 $0.00 Increase Pharmaceuticals Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1070:WORKERS COMPENSATION INS 5700 MARTZ
DETENTION
INFIRMARY
(Home Org)
5700 MARTZ
DETENTION
INFIRMARY
100300
GENERA
L
$0.00 $18,216.00 Decrease Workers Comp. Insurance Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1063:UNEMPLOYMENT INSURANCE 5700 MARTZ
DETENTION
INFIRMARY
(Home Org)
5700 MARTZ
DETENTION
INFIRMARY
100300
GENERA
L
$0.00 $2,461.00 Decrease Unemployment Insurance Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
Attachment A - County Appropriation Adjustments
47 794
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00211
09:37 AM
09/01/2023
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)
1061:RETIREE HEALTH INSURANCE 5700 MARTZ
DETENTION
INFIRMARY
(Home Org)
5700 MARTZ
DETENTION
INFIRMARY
100300
GENERA
L
$0.00 $22,474.00 Decrease Retiree Health Insurance Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1060:EMPLOYEE GROUP INSURANCE 5700 MARTZ
DETENTION
INFIRMARY
(Home Org)
5700 MARTZ
DETENTION
INFIRMARY
100300
GENERA
L
$0.00 $1,386,370.00 Decrease Employee Group Insurance Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1044:RETIREMENT EXPENSE 5700 MARTZ
DETENTION
INFIRMARY
(Home Org)
5700 MARTZ
DETENTION
INFIRMARY
100300
GENERA
L
$0.00 $1,405,535.00 Decrease Retirement Expense Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1043:RET EXP-PRE 1997 RETIREES 5700 MARTZ
DETENTION
INFIRMARY
(Home Org)
5700 MARTZ
DETENTION
INFIRMARY
100300
GENERA
L
$2,329.00 $0.00 Increase Ret Exp - Pre 1997 Retirees Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1042:F.I.C.A.5700 MARTZ
DETENTION
INFIRMARY
(Home Org)
5700 MARTZ
DETENTION
INFIRMARY
100300
GENERA
L
$0.00 $157,683.00 Increase F.I.C.A.Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1019:COMP & S D I RECOVERIES 5700 MARTZ
DETENTION
INFIRMARY
(Home Org)
5700 MARTZ
DETENTION
INFIRMARY
100300
GENERA
L
$0.00 $23,585.00 Decrease Comp Ins. Recoveries Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1018:PERM PHYS ADDNL DUTY PAY 5700 MARTZ
DETENTION
INFIRMARY
(Home Org)
5700 MARTZ
DETENTION
INFIRMARY
100300
GENERA
L
$12,213.00 $0.00 Increase Perm Phys Addnl Duty Pay Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1017:PERM PHYSICIANS SALARIES 5700 MARTZ
DETENTION
INFIRMARY
(Home Org)
5700 MARTZ
DETENTION
INFIRMARY
100300
GENERA
L
$263,134.00 $0.00 Increase Perm Phys Salaries Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1015:DEFERRED COMP CTY CONTRB 5700 MARTZ
DETENTION
INFIRMARY
(Home Org)
5700 MARTZ
DETENTION
INFIRMARY
100300
GENERA
L
$0.00 $117,281.00 Decrease Deferred Compensation Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
Attachment A - County Appropriation Adjustments
48 795
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00211
09:37 AM
09/01/2023
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)
1014:PERMANENT OVERTIME 5700 MARTZ
DETENTION
INFIRMARY
(Home Org)
5700 MARTZ
DETENTION
INFIRMARY
100300
GENERA
L
$1,078,595.00 $0.00 Increase Permanent Overtime Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1013:TEMPORARY SALARIES 5700 MARTZ
DETENTION
INFIRMARY
(Home Org)
5700 MARTZ
DETENTION
INFIRMARY
100300
GENERA
L
$2,334,395.00 $0.00 Increase Temporary Salaries Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 5700 MARTZ
DETENTION
INFIRMARY
(Home Org)
5700 MARTZ
DETENTION
INFIRMARY
100300
GENERA
L
$0.00 $5,026,609.00 Decrease Permanent Salaries 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 08/02/2023 01:06:11 PM 08/03/2023 Lydia Ngero 1
Budget Amendment Event Review Budget
Amendment
Not Required 08/03/2023 0
Budget Amendment Event Approval by Department
Approver – Budget
Amendment
Sent Back 08/02/2023 06:20:11 PM Maria Alicia Pormento
(Department Approver –
Budget Amendment)
1 Send Back Reason
from Maria Alicia
Pormento: Revise
budget amendment
Budget Amendment Event Budget Amendment
Event
Submitted 08/02/2023 09:25:20 PM 08/03/2023 Lydia Ngero 1
Budget Amendment Event Review Budget
Amendment
Not Required 08/03/2023 0
Budget Amendment Event Approval by Department
Approver – Budget
Amendment
Approved 08/03/2023 10:32:43 AM Maria Alicia Pormento
(Department Approver –
Budget Amendment)
1
Budget Amendment Event Approval by Budget
Specialist (Auditor Office)
Approvers Added 08/21/2023 12:37:31 PM Yesenia Campos (Budget
Specialist (Auditor Office))
1
Budget Amendment Event Approval by Budget
Specialist (Auditor Office)
Approved 08/21/2023 12:37:31 PM Yesenia Campos (Budget
Specialist (Auditor Office))
1
Budget Amendment Event Approval by Added
Approvers
Approved 08/29/2023 05:25:38 PM Paul Reyes 1
Budget Amendment Event Approval by Budget
Manager
Approved 08/29/2023 08:30:08 PM Analiza Pinlac (Budget
Manager)
1
Budget Amendment Event Approval by Sponsored
Programs Manager
Not Required 08/03/2023 0
Attachment A - County Appropriation Adjustments
49 796
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00211
09:37 AM
09/01/2023
Page 5 of 5
Process Step Status Completed On Due Date Person (Up to 5)All Persons Comment
Budget Amendment Event Approval by Project
Hierarchy Manager
Not Required 08/03/2023 0
Budget Amendment Event To Do: Project Budget
Amended. Update
Financial Budget?
Not Required 08/03/2023 0
Attachment A - County Appropriation Adjustments
50 797
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00212
09:23 AM
09/01/2023
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-23-00212
Amendment Date 06/30/2023
Description To align the budget to actual expenditures and revenues for public administrator
Amendment Type Appropriation / Estimated Revenue Adjustment
Balanced Amendment Yes
Entry Type Mid-Year Adjustments
Status Available
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)
3570:CONTRIB TO
ENTERPRISE FND
5900 ADMIN (Home
Org)
0465 HLTH SVS-
HOSPITAL SUBSIDY
100300
GENERAL
$310,554.00 $0.00 To balance the Public
Administrator 0454
budget Amendment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9690:ESTATE FEES 5900 ADMIN (Home
Org)
0454 PUBLIC
ADMINISTRATOR
100300
GENERAL
$0.00 $669,900.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2321:COUNTY
HOSPITAL SERVICES
5900 ADMIN (Home
Org)
0454 PUBLIC
ADMINISTRATOR
100300
GENERAL
$361,710.00 $0.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT
SALARIES
5900 ADMIN (Home
Org)
0454 PUBLIC
ADMINISTRATOR
100300
GENERAL
$0.00 $2,364.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
PUBLIC ADMIN FY2022-23 (June) FINANCIAL PROJECTION appropriation adjustment 7.14.23 30% LM GL.xlsm
File Name PUBLIC ADMIN FY2022-23 (June) FINANCIAL PROJECTION appropriation adjustment 7.14.23 30% LM GL.xlsm
Content Type application/octet-stream
Updated By Nicholas Carofanello
Upload Date 07/21/2023 04:04:17 PM
Comment
PUBLIC ADMIN FY2022-23 (June) FINANCIAL PROJECTION appropriation adjustment 7.14.23 30% LM GL.pdf
Attachment A - County Appropriation Adjustments
51 798
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00212
09:23 AM
09/01/2023
Page 2 of 2
File Name PUBLIC ADMIN FY2022-23 (June) FINANCIAL PROJECTION appropriation adjustment 7.14.23 30% LM GL.pdf
Content Type application/pdf
Updated By Nicholas Carofanello
Upload Date 07/21/2023 04:04:17 PM
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 07/21/2023 04:06:32
PM
07/22/2023 Nicholas Carofanello 1
Budget Amendment Event Review Budget
Amendment
Not Required 07/22/2023 0
Budget Amendment Event Approval by
Department Approver
– Budget Amendment
Approved 07/24/2023 11:11:28
PM
Maria Alicia Pormento
(Department Approver –
Budget Amendment)
1
Budget Amendment Event Approval by Added
Approvers
Sent Back 07/25/2023 09:36:53
AM
Analiza Pinlac (Budget
Specialist (Auditor
Office))
1 Send Back Reason
from Analiza Pinlac:
Please change
amendment date to
6/30/2023
Budget Amendment Event Budget Amendment
Event
Submitted 07/25/2023 10:54:14
AM
07/22/2023 Nicholas Carofanello 1
Budget Amendment Event Review Budget
Amendment
Not Required 07/22/2023 0
Budget Amendment Event Approval by
Department Approver
– Budget Amendment
Approved 07/25/2023 03:39:47
PM
Maria Alicia Pormento
(Department Approver –
Budget Amendment)
1
Budget Amendment Event Approval by Budget
Specialist (Auditor
Office)
Approvers Added 08/21/2023 12:35:36
PM
Yesenia Campos
(Budget Specialist
(Auditor Office))
1
Budget Amendment Event Approval by Budget
Specialist (Auditor
Office)
Approved 08/21/2023 12:35:36
PM
Yesenia Campos
(Budget Specialist
(Auditor Office))
1
Budget Amendment Event Approval by Added
Approvers
Approved 08/29/2023 05:44:45
PM
Paul Reyes 1
Budget Amendment Event Approval by Budget
Manager
Approved 08/29/2023 08:29:22
PM
Analiza Pinlac (Budget
Manager)
1
Budget Amendment Event Approval by
Sponsored Programs
Manager
Not Required 07/22/2023 0
Budget Amendment Event Approval by Project
Hierarchy Manager
Not Required 07/22/2023 0
Budget Amendment Event To Do: Project Budget
Amended. Update
Financial Budget?
Not Required 07/22/2023 0
Attachment A - County Appropriation Adjustments
52 799
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00214
09:34 AM
09/01/2023
Page 1 of 12
Company Contra Costa County
Budget Template Operating Budget : FY23 Operating Budget
Budget FY23 Operating Budget
Organizing Dimension Type
Amendment ID BDA-23-00214
Amendment Date 06/30/2023
Description 0450 (PH) 22/23 YE Appropriation Adjustment
Amendment Type Appropriation / Estimated Revenue Adjustment
Balanced Amendment Yes
Entry Type Mid-Year Adjustments
Status Available
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)
2331:GSD COURIER SERVICE 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$4,000.00 $0.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2330:OTHER GEN SVCS CHARGES 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$314,000.00 $0.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2328:ADMINISTRATIVE SERVICE 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$0.00 $1,400.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2326:INFORMATION SECURITY CHG 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$0.00 $8,000.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2320:OUTSIDE MEDICAL SERVICES 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$6,000.00 $0.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
Attachment A - County Appropriation Adjustments
53 800
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00214
09:34 AM
09/01/2023
Page 2 of 12
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
2315:DATA PROCESSING SERVICE 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$0.00 $7,000.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2314:CONTRACTED TEMPORARY HELP 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$0.00 $8,000.00 0450 22/23 YE
Appropriation
Adjustment
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 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$2,526,000.00 $0.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2305:FREIGHT DRAYAGE EXPRESS 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$0.00 $1,000.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2303:OTHER TRAVEL EMPLOYEES 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$28,000.00 $0.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2302:USE OF CO VEHICLE/EQUIP 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$800.00 $0.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2301:AUTO MILEAGE EMPLOYEES 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$99,000.00 $0.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2300:TRANSPORTATION AND TRAVEL 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$32,000.00 $0.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2286:NON-CAP IMPS-MTCE 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$3,400.00 $0.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
Attachment A - County Appropriation Adjustments
54 801
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00214
09:34 AM
09/01/2023
Page 3 of 12
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
2284:REQUESTED MAINTENANCE 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$78,000.00 $0.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2281:MAINTENANCE OF BUILDINGS 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$0.00 $700.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2270:MAINTENANCE -EQUIPMENT 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$0.00 $15,500.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2262:BLDG OCCUPANCY COSTS 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$543,578.00 $0.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2260:RENTS & LEASES -PROPERTY 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$15,000.00 $0.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2251:COMPUTER SOFTWARE COST 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$1,703,000.00 $0.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2250:RENTS & LEASES -EQUIPMENT 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$0.00 $134,000.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2200:MEMBERSHIPS 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$0.00 $16,000.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2190:PUBLICATNS & LEGL NOTICES 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$0.00 $11,800.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
Attachment A - County Appropriation Adjustments
55 802
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00214
09:34 AM
09/01/2023
Page 4 of 12
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
2170:HOUSEHOLD EXPENSE 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$41,000.00 $0.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2160:CLOTHING & PERSONAL SUPPL 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$0.00 $20,500.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2150:FOOD 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$17,000.00 $0.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2141:PHARMACEUTICAL SUPPLIES 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$60,000.00 $0.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2140:MEDICAL & LAB SUPPLIES 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$0.00 $8,040,000.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2132:MINOR COMPUTER EQUIPMENT 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$125,000.00 $0.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2131:MINOR FURNITURE/EQUIPMENT 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$540,000.00 $0.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2130:SMALL TOOLS & INSTRUMENTS 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$0.00 $36,000.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2120:UTILITIES 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$0.00 $18,000.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
Attachment A - County Appropriation Adjustments
56 803
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00214
09:34 AM
09/01/2023
Page 5 of 12
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
2111:TELEPHONE EXCHNGE SERVICE 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$6,222.00 $0.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2110:COMMUNICATIONS 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$0.00 $687,000.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2103:POSTAGE 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$0.00 $15,000.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2102:BOOKS-PERIODICLS-SUBSCRPT 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$0.00 $2,000.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2100:OFFICE EXPENSE 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$0.00 $93,000.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1070:WORKERS COMPENSATION INS 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$0.00 $384,358.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1063:UNEMPLOYMENT INSURANCE 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$0.00 $746.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1061:RETIREE HEALTH INSURANCE 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$254,365.00 $0.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1060:EMPLOYEE GROUP INSURANCE 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$0.00 $2,782,415.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
Attachment A - County Appropriation Adjustments
57 804
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00214
09:34 AM
09/01/2023
Page 6 of 12
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
1044:RETIREMENT EXPENSE 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$0.00 $1,501,292.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1043:RET EXP-PRE 1997 RETIREES 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$577,618.00 $0.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1042:F.I.C.A.5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$0.00 $597,640.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1019:COMP & S D I RECOVERIES 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$26,000.00 $0.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1018:PERM PHYS ADDNL DUTY PAY 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$0.00 $58,075.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1017:PERM PHYSICIANS SALARIES 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$0.00 $116,648.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1016:HOURLY PHYSICIAN SALARIES 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$16,129.00 $0.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1015:DEFERRED COMP CTY CONTRB 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$0.00 $176,196.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1014:PERMANENT OVERTIME 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$0.00 $364,950.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
Attachment A - County Appropriation Adjustments
58 805
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00214
09:34 AM
09/01/2023
Page 7 of 12
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
1013:TEMPORARY SALARIES 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$0.00 $619,537.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$0.00 $7,228,783.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
3570:CONTRIB TO ENTERPRISE FND 5761 PH ADMIN
& MANAGEMENT
(Home Org)
0465 HLTH SVS-
HOSPITAL
SUBSIDY
100300
GENERA
L
$0.00 $1,079,124.00 Contribution to
Enterprise Fund -
PH 0450
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9975:MISC NON-TAXABLE REVENUE 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$0.00 $182,633.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9951:REIMBURSEMENTS - GOV/GOV 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$24,477.00 $0.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9895:MISC CURRENT SERVICES 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$0.00 $14,120.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9852:INTERFUND REV - GOV/ENT 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$0.00 $1,100.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9851:INTERFUND REV - GOV/GOV 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$0.00 $39,340.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9776:LABORATORY SERVICES 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$189,743.00 $0.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
Attachment A - County Appropriation Adjustments
59 806
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00214
09:34 AM
09/01/2023
Page 8 of 12
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
9775:MISC HEALTH FEES 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$29,071.00 $0.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9773:PATIENT FEES-T.B. TESTING 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$0.00 $8,309.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9772:PATIENT FEES-IMMUNIZATION 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$0.00 $14,008.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9763:PATIENT FEES 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$0.00 $46,965.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9745:RECORDING FEES 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$0.00 $110,334.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9595:MISC GOVT AGENCIES 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$0.00 $114,163.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9499:MISC FED HEALTH PROJECTS 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$9,631,111.00 $0.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9494:FED W.I.C. PROGRAM 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$0.00 $883,653.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9492:FED IMMUNIZATION ASSIST 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$16,050.00 $0.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
Attachment A - County Appropriation Adjustments
60 807
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00214
09:34 AM
09/01/2023
Page 9 of 12
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
9491:FED HLTH ADMIN(MCH&314D)5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$311,013.00 $0.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9435:MISCELLANEOUS STATE AID 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$0.00 $158,754.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9325:MISC ST AID FOR HEALTH 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$0.00 $2,027,009.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9283:STATE C.H.D.P. PROGRAM 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$434,814.00 $0.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9281:ADMIN-STATE HEALTH MISC 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$4,733,171.00 $0.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9150:VEHICLE CODE FINES 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$0.00 $4,285.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9140:OTHER LICENSES & PERMITS 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$6,328.00 $0.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
5022:INTRAFUND-TRANS-SERVICES 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$5,996,722.00 $0.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$0.00 $2,000.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
Attachment A - County Appropriation Adjustments
61 808
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00214
09:34 AM
09/01/2023
Page 10 of 12
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
4971:CAPITALIZED SOFTWARE 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$0.00 $76,000.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
4954:MEDICAL & LAB EQUIPMENT 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$129,000.00 $0.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
4952:INSTITUTIONL EQUIP & FURN 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$0.00 $150,000.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
4314:201-COVID TESTING MACHINE 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$40,000.00 $0.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
4310:157-REMODEL RESTROOMS 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$0.00 $1,000.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$25.00 $0.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2490:MISC SERVICES & SUPPLIES 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$0.00 $77,000.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2479:OTHER SPECIAL DPMTAL EXP 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$0.00 $933,000.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2467:TRAINING & REGISTRATIONS 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$32,000.00 $0.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
Attachment A - County Appropriation Adjustments
62 809
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00214
09:34 AM
09/01/2023
Page 11 of 12
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
2463:AUDIO-VISUAL SUPPLIES 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$0.00 $300.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2340:OTHER INTRDPTMNTL CHARGES 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$0.00 $227,000.00 0450 22/23 YE
Appropriation
Adjustment
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2335:OTHER TELECOM CHARGES 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5750 PH
DIVISION
SUMMARY
100300
GENERA
L
$506,000.00 $0.00 0450 22/23 YE
Appropriation
Adjustment
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 07/24/2023 11:21:21
AM
07/25/2023 Christine Austin 1
Budget Amendment Event Review Budget
Amendment
Not Required 07/25/2023 0
Budget Amendment Event Approval by Department
Approver – Budget
Amendment
Approved 07/25/2023 03:22:51
PM
Ida Anderson (Department
Approver – Budget
Amendment)
1
Budget Amendment Event Approval by Budget
Specialist (Auditor
Office)
Sent Back 07/26/2023 09:27:00
AM
Yesenia Campos (Budget
Specialist (Auditor Office))
1 Send Back Reason
from Yesenia
Campos: Update
amendment date to
6/30/23
Budget Amendment Event Budget Amendment
Event
Submitted 07/26/2023 09:29:05
AM
07/25/2023 Christine Austin 1
Budget Amendment Event Review Budget
Amendment
Not Required 07/25/2023 0
Budget Amendment Event Approval by Department
Approver – Budget
Amendment
Approved 07/26/2023 10:45:37
AM
Ida Anderson (Department
Approver – Budget
Amendment)
1
Budget Amendment Event Approval by Budget
Specialist (Auditor
Office)
Approvers Added 08/21/2023 12:37:07
PM
Yesenia Campos (Budget
Specialist (Auditor Office))
1
Budget Amendment Event Approval by Budget
Specialist (Auditor
Office)
Approved 08/21/2023 12:37:07
PM
Yesenia Campos (Budget
Specialist (Auditor Office))
1
Attachment A - County Appropriation Adjustments
63 810
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00214
09:34 AM
09/01/2023
Page 12 of 12
Process Step Status Completed On Due Date Person (Up to 5)All Persons Comment
Budget Amendment Event Approval by Added
Approvers
Approved 08/29/2023 05:30:29
PM
Paul Reyes 1
Budget Amendment Event Approval by Budget
Manager
Approved 08/29/2023 08:29:56
PM
Analiza Pinlac (Budget
Manager)
1
Budget Amendment Event Approval by Sponsored
Programs Manager
Not Required 07/25/2023 0
Budget Amendment Event Approval by Project
Hierarchy Manager
Not Required 07/25/2023 0
Budget Amendment Event To Do: Project Budget
Amended. Update
Financial Budget?
Not Required 07/25/2023 0
Attachment A - County Appropriation Adjustments
64 811
Attachment A - County Appropriation Adjustments
65 812
Attachment A - County Appropriation Adjustments
66 813
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00216
09:17 AM
09/01/2023
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-23-00216
Amendment Date 06/30/2023
Description Appropriations Adj - 146100
Amendment Type Appropriation / Estimated Revenue Adjustment
Balanced Amendment Yes
Entry Type Mid-Year Adjustments
Status Available
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)
2861:MEDICAL-PURCHASED
SERVICE
6100 CC HEALTH
PLAN REVENUE
(Home Org)
6269
CCHP/CCRMC
EMP PLN
A/PERS
146100 HMO
ENTERPRISE-COMM
PLAN
$3,823,020.00 $0.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
8330:OTHER EXTERNAL PLAN
REV
6100 CC HEALTH
PLAN REVENUE
(Home Org)
6269
CCHP/CCRMC
EMP PLN
A/PERS
146100 HMO
ENTERPRISE-COMM
PLAN
$0.00 $9,045,111.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
8317:C C HEALTH PLAN
PREMIUMS
6100 CC HEALTH
PLAN REVENUE
(Home Org)
6269
CCHP/CCRMC
EMP PLN
A/PERS
146100 HMO
ENTERPRISE-COMM
PLAN
$5,222,091.00 $0.00 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 07/24/2023 02:28:38
PM
07/25/2023 Renato Peregrino 1
Budget Amendment Event Review Budget
Amendment
Not Required 07/25/2023 0
Budget Amendment Event Approval by
Department Approver –
Budget Amendment
Approved 07/24/2023 04:44:21
PM
Paralee Purviance
(Department Approver –
Budget Amendment)
1
Attachment A - County Appropriation Adjustments
67 814
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00216
09:17 AM
09/01/2023
Page 2 of 2
Process Step Status Completed On Due Date Person (Up to 5)All Persons Comment
Budget Amendment Event Approval by Budget
Specialist (Auditor
Office)
Approvers Added 08/21/2023 12:34:02
PM
Yesenia Campos (Budget
Specialist (Auditor
Office))
1
Budget Amendment Event Approval by Budget
Specialist (Auditor
Office)
Approved 08/21/2023 12:34:02
PM
Yesenia Campos (Budget
Specialist (Auditor
Office))
1
Budget Amendment Event Approval by Added
Approvers
Approved 08/29/2023 06:18:23
PM
Paul Reyes 1
Budget Amendment Event Approval by Budget
Manager
Approved 08/29/2023 08:28:06
PM
Analiza Pinlac (Budget
Manager)
1
Budget Amendment Event Approval by Sponsored
Programs Manager
Not Required 07/25/2023 0
Budget Amendment Event Approval by Project
Hierarchy Manager
Not Required 07/25/2023 0
Budget Amendment Event To Do: Project Budget
Amended. Update
Financial Budget?
Not Required 07/25/2023 0
Attachment A - County Appropriation Adjustments
68 815
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00217
09:38 AM
09/01/2023
Page 1 of 4
Company Contra Costa County
Budget Template Operating Budget : FY23 Operating Budget
Budget FY23 Operating Budget
Organizing Dimension Type
Amendment ID BDA-23-00217
Amendment Date 06/30/2023
Description CCS Appropriations
Amendment Type Appropriation / Estimated Revenue Adjustment
Balanced Amendment Yes
Entry Type Mid-Year Adjustments
Status Available
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)
2300:TRANSPORTATION AND TRAVEL 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5890 CAL CHILD
SVCS-ADMIN
100300
GENERA
L
$0.00 $25,724.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2140:MEDICAL & LAB SUPPLIES 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5890 CAL CHILD
SVCS-ADMIN
100300
GENERA
L
$4,500.00 $0.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2100:OFFICE EXPENSE 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5890 CAL CHILD
SVCS-ADMIN
100300
GENERA
L
$0.00 $3,164.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1044:RETIREMENT EXPENSE 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5890 CAL CHILD
SVCS-ADMIN
100300
GENERA
L
$0.00 $584,403.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1042:F.I.C.A.5761 PH ADMIN
& MANAGEMENT
(Home Org)
5890 CAL CHILD
SVCS-ADMIN
100300
GENERA
L
$0.00 $69,538.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
Attachment A - County Appropriation Adjustments
69 816
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00217
09:38 AM
09/01/2023
Page 2 of 4
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
1017:PERM PHYSICIANS SALARIES 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5890 CAL CHILD
SVCS-ADMIN
100300
GENERA
L
$0.00 $62,110.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1015:DEFERRED COMP CTY CONTRB 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5890 CAL CHILD
SVCS-ADMIN
100300
GENERA
L
$0.00 $19,067.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1013:TEMPORARY SALARIES 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5890 CAL CHILD
SVCS-ADMIN
100300
GENERA
L
$0.00 $273,000.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5890 CAL CHILD
SVCS-ADMIN
100300
GENERA
L
$0.00 $1,118,556.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
3570:CONTRIB TO ENTERPRISE FND 5761 PH ADMIN
& MANAGEMENT
(Home Org)
0465 HLTH SVS-
HOSPITAL
SUBSIDY
100300
GENERA
L
$1,103,282.00 $0.00 Contribution to
Enterprise Fund -
CCS 0460
Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9975:MISC NON-TAXABLE REVENUE 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5890 CAL CHILD
SVCS-ADMIN
100300
GENERA
L
$0.00 $50.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9895:MISC CURRENT SERVICES 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5890 CAL CHILD
SVCS-ADMIN
100300
GENERA
L
$281,288.00 $0.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9763:PATIENT FEES 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5890 CAL CHILD
SVCS-ADMIN
100300
GENERA
L
$0.00 $7,000.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
9296:CCS MEDICAL CASES MGMT 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5890 CAL CHILD
SVCS-ADMIN
100300
GENERA
L
$223,726.00 $0.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
Attachment A - County Appropriation Adjustments
70 817
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00217
09:38 AM
09/01/2023
Page 3 of 4
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
9295:ST AID FOR CRIPPLED CHILD 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5890 CAL CHILD
SVCS-ADMIN
100300
GENERA
L
$382,232.00 $0.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
5022:INTRAFUND-TRANS-SERVICES 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5890 CAL CHILD
SVCS-ADMIN
100300
GENERA
L
$0.00 $161,649.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2477:ED SUPPLIES AND COURSES 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5890 CAL CHILD
SVCS-ADMIN
100300
GENERA
L
$485,595.00 $0.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2335:OTHER TELECOM CHARGES 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5890 CAL CHILD
SVCS-ADMIN
100300
GENERA
L
$0.00 $2,862.00 Critical : - Home
Org on Budget
Line Not Equal
Initiator's Home
Org
FY 2022-23 Year
(FY23 Operating
Budget)
2314:CONTRACTED TEMPORARY HELP 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5890 CAL CHILD
SVCS-ADMIN
100300
GENERA
L
$500.00 $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 5761 PH ADMIN
& MANAGEMENT
(Home Org)
5890 CAL CHILD
SVCS-ADMIN
100300
GENERA
L
$0.00 $154,000.00 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 07/24/2023 12:54:49
PM
07/25/2023 Durae Jackson 1
Budget Amendment Event Review Budget
Amendment
Not Required 07/25/2023 0
Budget Amendment Event Approval by
Department Approver –
Budget Amendment
Approved 07/24/2023 02:48:51
PM
Christine Austin
(Department Approver –
Budget Amendment)
1
Attachment A - County Appropriation Adjustments
71 818
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00217
09:38 AM
09/01/2023
Page 4 of 4
Process Step Status Completed On Due Date Person (Up to 5)All Persons Comment
Budget Amendment Event Approval by Added
Approvers
Sent Back 07/25/2023 06:52:05
AM
Analiza Pinlac (Budget
Specialist (Auditor Office))
1 Send Back Reason
from Analiza Pinlac:
Hi Durae. Can you
please change the
amendment date
changed to 6/30/23.
Budget Amendment Event Budget Amendment
Event
Submitted 08/03/2023 05:03:09
PM
07/25/2023 Durae Jackson 1
Budget Amendment Event Review Budget
Amendment
Not Required 07/25/2023 0
Budget Amendment Event Approval by
Department Approver –
Budget Amendment
Approved 08/03/2023 05:04:06
PM
Christine Austin
(Department Approver –
Budget Amendment)
1
Budget Amendment Event Approval by Budget
Specialist (Auditor
Office)
Approvers Added 08/21/2023 12:37:59
PM
Yesenia Campos (Budget
Specialist (Auditor Office))
1
Budget Amendment Event Approval by Budget
Specialist (Auditor
Office)
Approved 08/21/2023 12:37:59
PM
Yesenia Campos (Budget
Specialist (Auditor Office))
1
Budget Amendment Event Approval by Added
Approvers
Approved 08/29/2023 05:21:53
PM
Paul Reyes 1
Budget Amendment Event Approval by Budget
Manager
Approved 08/29/2023 08:30:25
PM
Analiza Pinlac (Budget
Manager)
1
Budget Amendment Event Approval by Sponsored
Programs Manager
Not Required 07/25/2023 0
Budget Amendment Event Approval by Project
Hierarchy Manager
Not Required 07/25/2023 0
Budget Amendment Event To Do: Project Budget
Amended. Update
Financial Budget?
Not Required 07/25/2023 0
Attachment A - County Appropriation Adjustments
72 819
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00256
10:12 AM
09/01/2023
Page 1 of 19
Company Contra Costa County
Budget Template Operating Budget : FY23 Operating Budget
Budget FY23 Operating Budget
Organizing Dimension Type
Amendment ID BDA-23-00256
Amendment Date 06/30/2023
Description FY2022-23 COUNTY YEAR-END CLEAN-UP
Amendment Type Appropriation / Estimated Revenue Adjustment
Balanced Amendment Yes
Entry Type Mid-Year Adjustments
Status Available
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)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
3754 PLEASANT HILL 120600 COUNTY LIBRARY $150.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3620:GEN SVC-REQUESTED MNTCE 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
3754 PLEASANT HILL 120600 COUNTY LIBRARY $374,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
3754 PLEASANT HILL 120600 COUNTY LIBRARY $0.00 $374,150.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
9433:ST AID LIBRARY -CLSA 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
3702 ADMINISTRATIVE
SERVICES
120600 COUNTY LIBRARY $0.00 $206,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
3702 ADMINISTRATIVE
SERVICES
120600 COUNTY LIBRARY $16,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3620:GEN SVC-REQUESTED MNTCE 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
3702 ADMINISTRATIVE
SERVICES
120600 COUNTY LIBRARY $140,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2479:OTHER SPECIAL DPMTAL EXP 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
3702 ADMINISTRATIVE
SERVICES
120600 COUNTY LIBRARY $1,204,000.00 $0.00 FY22-23
Year-End
County
Clean-up
Attachment A - County Appropriation Adjustments
73 820
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00256
10:12 AM
09/01/2023
Page 2 of 19
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 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
3702 ADMINISTRATIVE
SERVICES
120600 COUNTY LIBRARY $0.00 $185,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
3702 ADMINISTRATIVE
SERVICES
120600 COUNTY LIBRARY $0.00 $969,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2479:OTHER SPECIAL DPMTAL EXP 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
4282 OPERATIONS 150100 FLEET ISF $2,000,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
4282 OPERATIONS 150100 FLEET ISF $0.00 $2,000,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2310:NON CNTY PROF SPCLZD SVCS 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
4855 BUCHANAN FLD FAA
IMP PROJ
140100 AIRPORT
ENTERPRISE
$22,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
4664:BFA AIP28 ARFF TRMNL CNST 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
4855 BUCHANAN FLD FAA
IMP PROJ
140100 AIRPORT
ENTERPRISE
$0.00 $22,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
0682 ROAD IMPRVMNT
FEE
139200 ROAD IMPRVMNT
FEE
$500.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
0682 ROAD IMPRVMNT
FEE
139200 ROAD IMPRVMNT
FEE
$0.00 $500.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
9752:ROAD DEVELOPMENT FEES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
0653 BETHEL ISL AREA
OF BENEFT
129000 BETHEL ISL AREA
OF BENEFT
$0.00 $300.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2479:OTHER SPECIAL DPMTAL EXP 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
0653 BETHEL ISL AREA
OF BENEFT
129000 BETHEL ISL AREA
OF BENEFT
$300.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
9990:APPROPRIATED FUND BAL 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
0638 SO WAL CRK AREA
OF BENEFT
124300 SO WAL CRK
AREA OF BENEFT
$0.00 $25.00 FY22-23
Year-End
County
Clean-up
Attachment A - County Appropriation Adjustments
74 821
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00256
10:12 AM
09/01/2023
Page 3 of 19
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
0638 SO WAL CRK AREA
OF BENEFT
124300 SO WAL CRK
AREA OF BENEFT
$25.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
0651 PUB WKS-LAND
DEVELOPMENT
110300 LAND
DEVELOPMENT FUND
$300.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
0651 PUB WKS-LAND
DEVELOPMENT
110300 LAND
DEVELOPMENT FUND
$0.00 $300.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5022:INTRAFUND-TRANS-SERVICES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
4660 NON-CTY ROAD
CONSTRUCTION
100300 GENERAL $2,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
4660 NON-CTY ROAD
CONSTRUCTION
100300 GENERAL $0.00 $2,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5022:INTRAFUND-TRANS-SERVICES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
4500 PUBLIC WORKS
ADMIN
100300 GENERAL $1,400,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
4500 PUBLIC WORKS
ADMIN
100300 GENERAL $0.00 $1,400,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2479:OTHER SPECIAL DPMTAL EXP 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
4210 ADMINISTRATION 100300 GENERAL $150,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
4210 ADMINISTRATION 100300 GENERAL $0.00 $150,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
9879:BLDG MTCE SERVICES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
4070 COUNTY BUILDINGS
COSTS
100300 GENERAL $0.00 $6,290,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
4953:AUTOS & TRUCKS 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
4070 COUNTY BUILDINGS
COSTS
100300 GENERAL $68,000.00 $0.00 FY22-23
Year-End
County
Clean-up
Attachment A - County Appropriation Adjustments
75 822
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00256
10:12 AM
09/01/2023
Page 4 of 19
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
2120:UTILITIES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
4070 COUNTY BUILDINGS
COSTS
100300 GENERAL $12,322,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5022:INTRAFUND-TRANS-SERVICES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
4070 COUNTY BUILDINGS
COSTS
100300 GENERAL $0.00 $3,370,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
4070 COUNTY BUILDINGS
COSTS
100300 GENERAL $0.00 $263,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
4070 COUNTY BUILDINGS
COSTS
100300 GENERAL $0.00 $2,650,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
9975:MISC NON-TAXABLE REVENUE 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
4309 CONSDTD COURTS-
NON COUNTY
100300 GENERAL $0.00 $474,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
4309 CONSDTD COURTS-
NON COUNTY
100300 GENERAL $95,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2479:OTHER SPECIAL DPMTAL EXP 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
4309 CONSDTD COURTS-
NON COUNTY
100300 GENERAL $562,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2479:OTHER SPECIAL DPMTAL EXP 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
4301 BLDG COST-MISC
SERVICES
100300 GENERAL $841,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
4301 BLDG COST-MISC
SERVICES
100300 GENERAL $0.00 $824,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
9951:REIMBURSEMENTS - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
4263 FLEET OPERATIONS 100300 GENERAL $0.00 $176,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
4263 FLEET OPERATIONS 100300 GENERAL $176,000.00 $0.00 FY22-23
Year-End
County
Clean-up
Attachment A - County Appropriation Adjustments
76 823
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00256
10:12 AM
09/01/2023
Page 5 of 19
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 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
0020 PURCHASING 100300 GENERAL $39,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
0020 PURCHASING 100300 GENERAL $39,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5022:INTRAFUND-TRANS-SERVICES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
0020 PURCHASING 100300 GENERAL $0.00 $95,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
2909 PUB DEFEND ADULT
CRIMINAL
100300 GENERAL $60.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2310:NON CNTY PROF SPCLZD SVCS 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
2909 PUB DEFEND ADULT
CRIMINAL
100300 GENERAL $263,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
2909 PUB DEFEND ADULT
CRIMINAL
100300 GENERAL $0.00 $263,060.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
0251 DA ENVIRON/OSHA 113000 DA
ENVIRON/OSHA
$65,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2479:OTHER SPECIAL DPMTAL EXP 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
0251 DA ENVIRON/OSHA 113000 DA
ENVIRON/OSHA
$0.00 $65,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
9951:REIMBURSEMENTS - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
0234 DA FORFEITURE-
FED-DOJ
113100 DA FORFEITURE-
FED-DOJ
$0.00 $1,031.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2479:OTHER SPECIAL DPMTAL EXP 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
0234 DA FORFEITURE-
FED-DOJ
113100 DA FORFEITURE-
FED-DOJ
$1,031.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2479:OTHER SPECIAL DPMTAL EXP 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
2800 DISTRICT
ATTORNEY ADMIN
100300 GENERAL $570,000.00 $0.00 FY22-23
Year-End
County
Clean-up
Attachment A - County Appropriation Adjustments
77 824
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00256
10:12 AM
09/01/2023
Page 6 of 19
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
2800 DISTRICT
ATTORNEY ADMIN
100300 GENERAL $0.00 $570,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
1780 CCC CHILD SPPRT
SVCS-OPS
113400 CCC DEPT CHILD
SPPRT SVCS
$190,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2479:OTHER SPECIAL DPMTAL EXP 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
1780 CCC CHILD SPPRT
SVCS-OPS
113400 CCC DEPT CHILD
SPPRT SVCS
$355,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
1780 CCC CHILD SPPRT
SVCS-OPS
113400 CCC DEPT CHILD
SPPRT SVCS
$0.00 $545,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
9660:PLANNING & ENGINEER SVCS 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
0595 PRIVATE ACTIVITY
BONDS
111100 PRIVATE
ACTIVITY BOND
$0.00 $145,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
0595 PRIVATE ACTIVITY
BONDS
111100 PRIVATE
ACTIVITY BOND
$121,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
0595 PRIVATE ACTIVITY
BONDS
111100 PRIVATE
ACTIVITY BOND
$264,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2479:OTHER SPECIAL DPMTAL EXP 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
0595 PRIVATE ACTIVITY
BONDS
111100 PRIVATE
ACTIVITY BOND
$0.00 $240,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
1598 COMM DEVELOP
HOME-PRJECTS
100300 GENERAL $13,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2310:NON CNTY PROF SPCLZD SVCS 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
1598 COMM DEVELOP
HOME-PRJECTS
100300 GENERAL $0.00 $13,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
1593 ESG STATE
PROJECT
100300 GENERAL $320,000.00 $0.00 FY22-23
Year-End
County
Clean-up
Attachment A - County Appropriation Adjustments
78 825
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00256
10:12 AM
09/01/2023
Page 7 of 19
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
2479:OTHER SPECIAL DPMTAL EXP 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
1593 ESG STATE
PROJECT
100300 GENERAL $0.00 $320,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
1583 CDBG SPECIAL
PROJECTS
100300 GENERAL $56,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2479:OTHER SPECIAL DPMTAL EXP 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
1583 CDBG SPECIAL
PROJECTS
100300 GENERAL $0.00 $56,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
0591 ECON
DEV/SUSTAINABILITY
100300 GENERAL $765,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2479:OTHER SPECIAL DPMTAL EXP 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
0591 ECON
DEV/SUSTAINABILITY
100300 GENERAL $0.00 $765,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
9569:OTHER FEDERAL AID 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
1586 COMM DEVELOP
HOPWA-PRJCTS
100300 GENERAL $0.00 $151,843.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2310:NON CNTY PROF SPCLZD SVCS 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
1586 COMM DEVELOP
HOPWA-PRJCTS
100300 GENERAL $163,711.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
1586 COMM DEVELOP
HOPWA-PRJCTS
100300 GENERAL $0.00 $11,868.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2479:OTHER SPECIAL DPMTAL EXP 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
0285 ENERGY
EFFICIENCY PROGS
112000 CONSERVATION &
DEVELOPMEN
$11,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
0285 ENERGY
EFFICIENCY PROGS
112000 CONSERVATION &
DEVELOPMEN
$0.00 $43,500.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
0284 SB1383 LOCAL ASST
GRANT
112000 CONSERVATION &
DEVELOPMEN
$2,500.00 $0.00 FY22-23
Year-End
County
Clean-up
Attachment A - County Appropriation Adjustments
79 826
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00256
10:12 AM
09/01/2023
Page 8 of 19
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
2479:OTHER SPECIAL DPMTAL EXP 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
0284 SB1383 LOCAL ASST
GRANT
112000 CONSERVATION &
DEVELOPMEN
$30,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5022:INTRAFUND-TRANS-SERVICES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
2636 CDBG 112000 CONSERVATION &
DEVELOPMEN
$3,600,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
2636 CDBG 112000 CONSERVATION &
DEVELOPMEN
$86,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2479:OTHER SPECIAL DPMTAL EXP 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
2636 CDBG 112000 CONSERVATION &
DEVELOPMEN
$0.00 $3,686,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
3331 FIELD OPERATIONS 100300 GENERAL $1,500.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2310:NON CNTY PROF SPCLZD SVCS 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
3331 FIELD OPERATIONS 100300 GENERAL $412,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
3331 FIELD OPERATIONS 100300 GENERAL $0.00 $413,500.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2310:NON CNTY PROF SPCLZD SVCS 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
3065 COURT ORDERED
PROGRAMS
100300 GENERAL $1,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
3065 COURT ORDERED
PROGRAMS
100300 GENERAL $0.00 $1,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
4952:INSTITUTIONL EQUIP & FURN 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
3120 JUVENILE HALL 100300 GENERAL $33,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
3120 JUVENILE HALL 100300 GENERAL $31,000.00 $0.00 FY22-23
Year-End
County
Clean-up
Attachment A - County Appropriation Adjustments
80 827
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00256
10:12 AM
09/01/2023
Page 9 of 19
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
3120 JUVENILE HALL 100300 GENERAL $0.00 $64,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2479:OTHER SPECIAL DPMTAL EXP 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
3622 COMMUNITY
WARNING SYSTEM
100300 GENERAL $600,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5022:INTRAFUND-TRANS-SERVICES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
3622 COMMUNITY
WARNING SYSTEM
100300 GENERAL $0.00 $600,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
0359 CORONER 100300 GENERAL $300.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2479:OTHER SPECIAL DPMTAL EXP 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
0359 CORONER 100300 GENERAL $238,500.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
0359 CORONER 100300 GENERAL $108,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
0359 CORONER 100300 GENERAL $0.00 $49,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2284:REQUESTED MAINTENANCE 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
2578 MTZ DETENTION
FACILITY
100300 GENERAL $3,700,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
2578 MTZ DETENTION
FACILITY
100300 GENERAL $0.00 $3,700,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
2592 PERIMETER
SECURITY SVCS
100300 GENERAL $200.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
2592 PERIMETER
SECURITY SVCS
100300 GENERAL $0.00 $200.00 FY22-23
Year-End
County
Clean-up
Attachment A - County Appropriation Adjustments
81 828
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00256
10:12 AM
09/01/2023
Page 10 of 19
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
0262 SLESF-JAIL CONSTR
& OPS
114300 SUPPLEMENTAL
LAW ENF SVCS
$7,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
0263 SLESF-FRONT LINE
ENF-CO
114300 SUPPLEMENTAL
LAW ENF SVCS
$0.00 $7,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2479:OTHER SPECIAL DPMTAL EXP 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
2553 BASIC ACADEMY 142000 SHERIFF LAW
ENF TRNG CNTR
$20,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
2553 BASIC ACADEMY 142000 SHERIFF LAW
ENF TRNG CNTR
$0.00 $20,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2479:OTHER SPECIAL DPMTAL EXP 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
2500 SHERIFF CENTRAL
ADMIN
100300 GENERAL $1,700,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
2500 SHERIFF CENTRAL
ADMIN
100300 GENERAL $0.00 $1,997,800.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
2454 ELECTRNC REC
DLVRY SYSTM
110000 RECORDER
MODERNIZATION
$145,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2479:OTHER SPECIAL DPMTAL EXP 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
2454 ELECTRNC REC
DLVRY SYSTM
110000 RECORDER
MODERNIZATION
$0.00 $145,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
2353 ELECTION
SERVICES
100300 GENERAL $500.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2479:OTHER SPECIAL DPMTAL EXP 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
2353 ELECTION
SERVICES
100300 GENERAL $12,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
4951:OFFICE EQUIP & FURNITURE 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
2353 ELECTION
SERVICES
100300 GENERAL $0.00 $12,500.00 FY22-23
Year-End
County
Clean-up
Attachment A - County Appropriation Adjustments
82 829
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00256
10:12 AM
09/01/2023
Page 11 of 19
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
0246 DISPUTE
RESOLUTION PROG
112600 DISPUTE
RESOLUTION PROG
$1,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2310:NON CNTY PROF SPCLZD SVCS 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
0246 DISPUTE
RESOLUTION PROG
112600 DISPUTE
RESOLUTION PROG
$0.00 $1,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
1081:LABOR RECEIVED/PROVIDED 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
2124 COURT SUPPORT
SERVICES
100300 GENERAL $30,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3580:CONTRIB TO OTHER AGENCIES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
2105 COURT
COLLECTIONS
100300 GENERAL $0.00 $30,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
1802 OPERATION/CSPP-
FD
111600 CHILD
DEVELOPMENT FUND
$4,000,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
1802 OPERATION/CSPP-
FD
111600 CHILD
DEVELOPMENT FUND
$0.00 $1,800,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
4953:AUTOS & TRUCKS 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
1802 OPERATION/CSPP-
FD
111600 CHILD
DEVELOPMENT FUND
$0.00 $300,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2310:NON CNTY PROF SPCLZD SVCS 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
1802 OPERATION/CSPP-
FD
111600 CHILD
DEVELOPMENT FUND
$0.00 $1,400,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
1802 OPERATION/CSPP-
FD
111600 CHILD
DEVELOPMENT FUND
$0.00 $500,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
1454 LIHEAP
WEATHERIZATION
100300 GENERAL $1,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2479:OTHER SPECIAL DPMTAL EXP 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
1454 LIHEAP
WEATHERIZATION
100300 GENERAL $0.00 $1,000.00 FY22-23
Year-End
County
Clean-up
Attachment A - County Appropriation Adjustments
83 830
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00256
10:12 AM
09/01/2023
Page 12 of 19
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
0586 ZERO TOLRNCE-
DOM VIOLENCE
112700 ZERO TOLRNCE-
DOM VIOLENCE
$30,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2479:OTHER SPECIAL DPMTAL EXP 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
0586 ZERO TOLRNCE-
DOM VIOLENCE
112700 ZERO TOLRNCE-
DOM VIOLENCE
$0.00 $30,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
9990:APPROPRIATED FUND BAL 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
0585 DOM VIOLENCE
VICTIM ASIST
112500 DOM VIOLENCE
VICTIM ASIST
$0.00 $30,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
0585 DOM VIOLENCE
VICTIM ASIST
112500 DOM VIOLENCE
VICTIM ASIST
$30,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
5610 SLINGSHOT 100300 GENERAL $140,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2479:OTHER SPECIAL DPMTAL EXP 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
5610 SLINGSHOT 100300 GENERAL $0.00 $140,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
5561 ZERO TOLERANCE
CENTRALIZE
100300 GENERAL $40,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
5561 ZERO TOLERANCE
CENTRALIZE
100300 GENERAL $175,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2479:OTHER SPECIAL DPMTAL EXP 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
5561 ZERO TOLERANCE
CENTRALIZE
100300 GENERAL $0.00 $215,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
0508 EHSD-IHSS PUBLIC
AUTHORIT
115500 IHSS PUBLIC
AUTHORITY
$107,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2479:OTHER SPECIAL DPMTAL EXP 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
0508 EHSD-IHSS PUBLIC
AUTHORIT
115500 IHSS PUBLIC
AUTHORITY
$30,000.00 $0.00 FY22-23
Year-End
County
Clean-up
Attachment A - County Appropriation Adjustments
84 831
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00256
10:12 AM
09/01/2023
Page 13 of 19
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
0508 EHSD-IHSS PUBLIC
AUTHORIT
115500 IHSS PUBLIC
AUTHORITY
$0.00 $137,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5022:INTRAFUND-TRANS-SERVICES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
5214 CFS FOSTER CARE
ELIG
100300 GENERAL $1,810,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3313:COUNTY AID BASIC 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
5251 CFS FC
ASSISTANCE PMTS
100300 GENERAL $0.00 $1,810,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5022:INTRAFUND-TRANS-SERVICES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
5101 ADMINISTRATION 100300 GENERAL $1,300,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2310:NON CNTY PROF SPCLZD SVCS 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
5101 ADMINISTRATION 100300 GENERAL $0.00 $1,300,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5022:INTRAFUND-TRANS-SERVICES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
1700 COUNTY COUNSEL
ADMIN
100300 GENERAL $483,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
1700 COUNTY COUNSEL
ADMIN
100300 GENERAL $0.00 $483,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2310:NON CNTY PROF SPCLZD SVCS 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
0019 ASSMT LITIGATION
SVCS
100300 GENERAL $372,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2479:OTHER SPECIAL DPMTAL EXP 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
1600 ASSESSOR -
ADMINISTRATION
100300 GENERAL $3,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
1600 ASSESSOR -
ADMINISTRATION
100300 GENERAL $0.00 $375,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
9951:REIMBURSEMENTS - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
4405 PLANT ACQ-OFFICE
BLDGS
100300 GENERAL $0.00 $6,642,000.00 FY22-23
Year-End
County
Clean-up
Attachment A - County Appropriation Adjustments
85 832
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00256
10:12 AM
09/01/2023
Page 14 of 19
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
5022:INTRAFUND-TRANS-SERVICES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
4405 PLANT ACQ-OFFICE
BLDGS
100300 GENERAL $321,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
4470:UNDESIGNATED CAP PROJECTS 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
4405 PLANT ACQ-OFFICE
BLDGS
100300 GENERAL $6,300,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2479:OTHER SPECIAL DPMTAL EXP 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
4405 PLANT ACQ-OFFICE
BLDGS
100300 GENERAL $21,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2284:REQUESTED MAINTENANCE 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
4110 FLIP 100300 GENERAL $71,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
4470:UNDESIGNATED CAP PROJECTS 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
4110 FLIP 100300 GENERAL $0.00 $71,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
0015 TREASURER-TAX
COLLECTOR
100300 GENERAL $5,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
0015 TREASURER-TAX
COLLECTOR
100300 GENERAL $0.00 $5,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2310:NON CNTY PROF SPCLZD SVCS 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
1000 AUD-ADMIN 100300 GENERAL $70,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
1000 AUD-ADMIN 100300 GENERAL $0.00 $70,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5022:INTRAFUND-TRANS-SERVICES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
1351 PERSONNEL
SERVICE UNIT
100300 GENERAL $700,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
1351 PERSONNEL
SERVICE UNIT
100300 GENERAL $0.00 $700,000.00 FY22-23
Year-End
County
Clean-up
Attachment A - County Appropriation Adjustments
86 833
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00256
10:12 AM
09/01/2023
Page 15 of 19
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
5022:INTRAFUND-TRANS-SERVICES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
1050 ADMINISTRATION 100300 GENERAL $234,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2479:OTHER SPECIAL DPMTAL EXP 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
1050 ADMINISTRATION 100300 GENERAL $1,700,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
4951:OFFICE EQUIP & FURNITURE 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
1050 ADMINISTRATION 100300 GENERAL $0.00 $310,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3505:RETIRE OTH LONG TERM DEBT 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
1050 ADMINISTRATION 100300 GENERAL $0.00 $630,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
1050 ADMINISTRATION 100300 GENERAL $0.00 $1,049,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
9854:DOIT PHONE EXCHANGE CHARGES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
4280
TELECOMMUNICATIONS
100300 GENERAL $0.00 $200,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5022:INTRAFUND-TRANS-SERVICES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
4280
TELECOMMUNICATIONS
100300 GENERAL $241,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
4955:RADIO & COMMUNICATN EQUIP 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
4280
TELECOMMUNICATIONS
100300 GENERAL $0.00 $647,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
4280
TELECOMMUNICATIONS
100300 GENERAL $0.00 $428,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2479:OTHER SPECIAL DPMTAL EXP 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
4280
TELECOMMUNICATIONS
100300 GENERAL $1,366,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
4280
TELECOMMUNICATIONS
100300 GENERAL $0.00 $277,000.00 FY22-23
Year-End
County
Clean-up
Attachment A - County Appropriation Adjustments
87 834
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00256
10:12 AM
09/01/2023
Page 16 of 19
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
9877:ADMINISTRATIVE SERVICES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
0002 CLERK OF THE
BOARD
100300 GENERAL $0.00 $18,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2479:OTHER SPECIAL DPMTAL EXP 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
0002 CLERK OF THE
BOARD
100300 GENERAL $126,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5022:INTRAFUND-TRANS-SERVICES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
0002 CLERK OF THE
BOARD
100300 GENERAL $0.00 $20,600.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
0002 CLERK OF THE
BOARD
100300 GENERAL $35,500.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
9990:APPROPRIATED FUND BAL 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
0791 RETIREMENT UAAL
BOND FUND
135000 RETIREMENT
UAAL BOND FUND
$0.00 $281,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3510:INTEREST ON BONDS 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
0791 RETIREMENT UAAL
BOND FUND
135000 RETIREMENT
UAAL BOND FUND
$281,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
9569:OTHER FEDERAL AID 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
1566 PANDEMIC
FEDERAL REVENUE
100300 GENERAL $0.00 $44,963,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
1566 PANDEMIC
FEDERAL REVENUE
100300 GENERAL $41,000,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
1565 FEMA-PANDEMIC 100300 GENERAL $13,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2479:OTHER SPECIAL DPMTAL EXP 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
1565 FEMA-PANDEMIC 100300 GENERAL $3,950,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
1509 EQUAL EMPLYMNT
OPPRTUNITY
100300 GENERAL $5,500.00 $0.00 FY22-23
Year-End
County
Clean-up
Attachment A - County Appropriation Adjustments
88 835
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00256
10:12 AM
09/01/2023
Page 17 of 19
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 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
1509 EQUAL EMPLYMNT
OPPRTUNITY
100300 GENERAL $0.00 $5,500.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2310:NON CNTY PROF SPCLZD SVCS 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
1508 LOSS CONTROL 100300 GENERAL $90,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
1505 RISK MANAGEMENT 100300 GENERAL $11,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2310:NON CNTY PROF SPCLZD SVCS 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
1505 RISK MANAGEMENT 100300 GENERAL $190,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
1505 RISK MANAGEMENT 100300 GENERAL $0.00 $291,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2270:MAINTENANCE -EQUIPMENT 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
1500 INSURANCE 100300 GENERAL $1,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5022:INTRAFUND-TRANS-SERVICES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
1500 INSURANCE 100300 GENERAL $0.00 $1,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5022:INTRAFUND-TRANS-SERVICES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
1695 EMPLOYEE
BENEFITS
100300 GENERAL $5,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2479:OTHER SPECIAL DPMTAL EXP 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
1695 EMPLOYEE
BENEFITS
100300 GENERAL $0.00 $5,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
1691 FINANCE SYSTEM 100300 GENERAL $0.00 $6,500.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2310:NON CNTY PROF SPCLZD SVCS 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
1691 FINANCE SYSTEM 100300 GENERAL $0.00 $162,000.00 FY22-23
Year-End
County
Clean-up
Attachment A - County Appropriation Adjustments
89 836
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00256
10:12 AM
09/01/2023
Page 18 of 19
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
1691 FINANCE SYSTEM 100300 GENERAL $372,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
0478 NO RICH
WST&RCVY MTGN FEE
115800 NO RICH
WST&RCVY MTGN FND
$70,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
0478 NO RICH
WST&RCVY MTGN FEE
115800 NO RICH
WST&RCVY MTGN FND
$0.00 $70,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
0036 PERSONNEL MERIT
BOARD
100300 GENERAL $1,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5022:INTRAFUND-TRANS-SERVICES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
0036 PERSONNEL MERIT
BOARD
100300 GENERAL $40,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2479:OTHER SPECIAL DPMTAL EXP 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
0036 PERSONNEL MERIT
BOARD
100300 GENERAL $0.00 $41,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
9851:INTERFUND REV - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
1100 BD SUPERVISORS
GEN ADMIN
100300 GENERAL $0.00 $67,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
1100 BD SUPERVISORS
GEN ADMIN
100300 GENERAL $15,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
1100 BD SUPERVISORS
GEN ADMIN
100300 GENERAL $20.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2479:OTHER SPECIAL DPMTAL EXP 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
1100 BD SUPERVISORS
GEN ADMIN
100300 GENERAL $222,000.00 $0.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
4952:INSTITUTIONL EQUIP & FURN 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
1100 BD SUPERVISORS
GEN ADMIN
100300 GENERAL $0.00 $9,000.00 FY22-23
Year-End
County
Clean-up
Attachment A - County Appropriation Adjustments
90 837
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00256
10:12 AM
09/01/2023
Page 19 of 19
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
1100 BD SUPERVISORS
GEN ADMIN
100300 GENERAL $0.00 $150,000.00 FY22-23
Year-End
County
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
9011:PROP TAX-SUPPLEMENTAL 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
0005 REVENUE -
GENERAL COUNTY
100300 GENERAL $0.00 $337,420.00 FY22-23
Year-End
County
Clean-up
Process History
Process Step Status Completed On Due Date Person (Up to 5)All Persons Comment
Budget Amendment Event Budget Amendment
Event
Step Completed 08/29/2023 04:06:08
PM
08/30/2023 Analiza.Pinlac@ac.cccounty.us / Analiza Pinlac (external load)1
Budget Amendment Event Review Budget
Amendment
Not Required 08/30/2023 0
Budget Amendment Event Approval by
Department Approver
– Budget Amendment
Approved 08/30/2023 02:57:12
PM
Harjit Nahal (Department Approver – Budget Amendment)1
Budget Amendment Event Approval by Budget
Specialist (Auditor
Office)
Not Required 08/30/2023 0
Budget Amendment Event Approval by Budget
Manager
Automatic Approval 08/30/2023 02:57:15
PM
Harjit Nahal (Budget Manager)1
Budget Amendment Event Approval by
Sponsored Programs
Manager
Not Required 08/30/2023 0
Budget Amendment Event Approval by Project
Hierarchy Manager
Not Required 08/30/2023 0
Budget Amendment Event To Do: Project Budget
Amended. Update
Financial Budget?
Not Required 08/30/2023 0
Attachment A - County Appropriation Adjustments
91 838
OBLIGATED TOTAL
FUND BALANCE OBLIGATED
AS OF CANCELLATIONS INCREASES FUND BALANCE
FUND 6/30/2023 RECOMMEND ADOPT RECOMMEND ADOPT FOR BUDGET YEAR
1003 NONSPENDABLE -INVENTORIES 2,588,722 2,588,722
1003 ASSIGNED -EQUIPMENT REPLACEMENT 7,131,950 7,131,950
1003 NONSPENDABLE -DEPARTMENTAL PETTY CASH 296,360 296,360
1003 NONSPENDABLE -PREPAID EXPENSE 13,535,484 13,535,484
1003 RESTRICTED - EBRCS INVESTMENTS 863,700 863,700
1003 RESTRICTED-CCTV/PEG 3,186,781 3,186,781
1003 RESTRICTED-MEDICARE PART D 22,780,755 1,687,907 1,687,907 24,468,662
1003 ASSIGNED -LITIGATION & AUDIT EXCEPTIONS 15,108,453 4,891,547 4,891,547 20,000,000
1003 ASSIGNED WORKDAY PROCUREMENT MODULE 2,000,000 2,000,000 2,000,000 0
1003 ASSIGNED - CYBER SECURITY 2,200,000 2,200,000 2,200,000 0
1003 ASSIGNED - LJIS RESERVE 0 585,000 585,000 585,000
1003 ASSIGNED - DEPENDENT CARE ASSISTANCE PLAN (DCAP)0 507,864 507,864 507,864
1003 ASSIGNED - HEALTH CARE SPENDING ACCOUNT (HCSA)0 964,701 964,701 964,701
1003 ASSIGNED - FACILITY IMPROVEMENTS FOR JUVENILE HALL 0 2,937,964 2,937,964 2,937,964
1003 ASSIGNED - VEHICLE THEFT 0 2,419,457 2,419,457 2,419,457
1003 ASSIGNED - ELECTIONS CAPITAL REPLACEMENT SURCHARGE 0 2,049,509 2,049,509 2,049,509
1003 ASSIGNED - ORJ PLANNING & IMPLEMENTATION 0 1,106,367 1,106,367 1,106,367
1003 ASSIGNED- MEASURE X RSRV 20,000,000 20,000,000
1003 ASSIGNED -GENERAL FUND CAPITAL RESERVE 93,078,713 21,063,723 21,063,723 114,142,436
1003 ASSIGNED -GENERAL FUND RESERVE 377,731,309 164,378,103 164,378,103 542,109,412
SUBTOTAL GENERAL FUND 560,502,227 4,200,000 4,200,000 202,592,142 202,592,142 758,894,369
1041 ASSIGNED - CO SERVICE AREA REV RESERVE 100,000 100,000
1100 NONSPENDABLE- PREPAID EXP (RECORDER MODERNIZATION)25,755 25,755
1102 ASSIGNED FUND BALANCE 0 780,109 780,109 780,109
1103 ASSIGNED FUND BALANCE 0 59,407 59,407 59,407
1104 ASSIGNED -EQUIP REPL (CRIMINALISTICS LAB)14,299 14,299
1104 ASSIGNED FUND BALANCE 0 211,564 211,564 211,564
1105 ASSIGNED FUND BALANCE 0 42,121 42,121 42,121
1107 ASSIGNED FUND BALANCE 0 477,904 477,904 477,904
1108 ASSIGNED -EQUIPMENT REPLACEMENT (ROAD)7,255,783 7,255,783
1108 ASSIGNED FUND BALANCE 0 12,385,825 12,385,825 12,385,825
1109 ASSIGNED FUND BALANCE 0 9,896 9,896 9,896
1111 ASSIGNED - PRIVATE ACTIVITY BOND 4,255,582 940,070 940,070 5,195,652
1113 ASSIGNED -AFFORDABLE HOUSING 12,260,678 755,182 755,182 13,015,860
1115 ASSIGNED -TOSCO/SOLANO TRANS MITIGATION 5,318,987 520,532 520,532 5,839,519
1116 NONSPENDABLE- PREPAID EXP (CHILD DEVLPMT)254,022 254,022
1116 ASSIGNED FUND BALANCE 0 2,485,365 2,485,365 2,485,365
1118 ASSIGNED FUND BALANCE 0 453,984 453,984 453,984
1119 ASSIGNED FUND BALANCE 0 45,792 45,792 45,792
SCHEDULE A
CONTRA COSTA COUNTY
DETAIL OF PROVISIONS FOR OBLIGATED FUND BALANCES
FOR FISCAL YEAR 2023-2024 ADOPTED BUDGET
Page 1 of 10
Attachment B - County Schedules ABC
839
OBLIGATED TOTAL
FUND BALANCE OBLIGATED
AS OF CANCELLATIONS INCREASES FUND BALANCE
FUND 6/30/2023 RECOMMEND ADOPT RECOMMEND ADOPT FOR BUDGET YEAR
SCHEDULE A
CONTRA COSTA COUNTY
DETAIL OF PROVISIONS FOR OBLIGATED FUND BALANCES
FOR FISCAL YEAR 2023-2024 ADOPTED BUDGET
1120 ASSIGNED -DEPT CONSERVATION & DEVLPMNT 35,423,170 4,274,716 4,274,716 39,697,886
1120 ASSIGNED -EQUIP REPL (DCD)809,257 809,257
1121 ASSIGNED FUND BALANCE 0 78,275 78,275 78,275
1123 ASSIGNED FUND BALANCE 0 184,874 184,874 184,874
1124 ASSIGNED FUND BALANCE 0 1,213,964 1,213,964 1,213,964
1126 ASSIGNED -DISPUTE RESOLUTION PROG 224,626 60,931 60,931 285,557
1127 ASSIGNED FUND BALANCE 0 783,346 783,346 783,346
1129 ASSIGNED FUND BALANCE 0 787,380 787,380 787,380
1130 ASSIGNED FUND BALANCE 0 2,389,098 2,389,098 2,389,098
1131 NONSPENDABLE -PETTY CASH (DA FORFEITURE-FED)3,500 3,500
1133 ASSIGNED FUND BALANCE 0 343,259 343,259 343,259
1134 NONSPENDABLE -PETTY CASH (DCSS)100 100
1134 ASSIGNED -EQUIP REPLACEMENT (DCSS)57,045 57,045
1135 ASSIGNED FUND BALANCE 0 1,011,460 1,011,460 1,011,460
1137 ASSIGNED FUND BALANCE 0 30 30 30
1138 ASSIGNED FUND BALANCE 0 598,557 598,557 598,557
1140 ASSIGNED FUND BALANCE 0 328,986 328,986 328,986
1141 ASSIGNED FUND BALANCE 0 386,932 386,932 386,932
1142 ASSIGNED FUND BALANCE 0 468,838 468,838 468,838
1145 ASSIGNED FUND BALANCE 0 595,023 595,023 595,023
1146 ASSIGNED -PROP 63 86,063,806 543,964 543,964 85,519,842
1147 ASSIGNED FUND BALANCE 0 3,294,722 3,294,722 3,294,722
1149 ASSIGNED FUND BALANCE 0 20,973 20,973 20,973
1150 ASSIGNED -AUTOMATED SYSTEMS DEVELOPMENT 2,515,302 104,991 104,991 2,410,311
1151 ASSIGNED FUND BALANCE 0 110,878 110,878 110,878
1153 ASSIGNED -CTY LOCAL REV FUND 2011 97,683,275 12,393,831 12,393,831 110,077,106
1154 ASSIGNED FUND BALANCE 0 5,443 5,443 5,443
1155 NONSPENDABLE -PREPAID EXPENSE (IHSS PUBLIC)64,784 64,784
1155 ASSIGNED FUND BALANCE 0 78,374 78,374 78,374
1156 ASSIGNED FUND BALANCE 0 285,459 285,459 285,459
1157 ASSIGNED - COMM CORR PRFMC INCNTV RSRV 13,366,288 13,366,288
1158 ASSIGNED FUND BALANCE 0 1,416,149 1,416,149 1,416,149
1159 NONSPENDABLE - DEPOSIT W/OTHERS (L/M HSG ASSET FD)0 0
1159 RESTRICTED - L/M HSG ASSET FD-LMIHAF 15,015,269 71,266 71,266 14,944,003
1160 ASSIGNED FUND BALANCE 0 207,631 207,631 207,631
1161 ASSIGNED FUND BALANCE 0 3,360,209 3,360,209 3,360,209
1162 ASSIGNED FUND BALANCE 0 126,883 126,883 126,883
1206 ASSIGNED -LIBRARY AUTOMATION 8,617,211 382,789 382,789 9,000,000
1206 ASSIGNED -LIBRARY FACILITIES 9,984,584 8,015,416 8,015,416 18,000,000
Page 2 of 10
Attachment B - County Schedules ABC
840
OBLIGATED TOTAL
FUND BALANCE OBLIGATED
AS OF CANCELLATIONS INCREASES FUND BALANCE
FUND 6/30/2023 RECOMMEND ADOPT RECOMMEND ADOPT FOR BUDGET YEAR
SCHEDULE A
CONTRA COSTA COUNTY
DETAIL OF PROVISIONS FOR OBLIGATED FUND BALANCES
FOR FISCAL YEAR 2023-2024 ADOPTED BUDGET
1206 ASSIGNED -LIBRARY BRANCH OPERATIONS 12,175,232 824,768 824,768 13,000,000
1206 ASSIGNED -EQUIPMENT REPLACEMENT (LIBRARY)98,161 98,161
1206 NONSPENDABLE -PETTY CASH (LIBRARY)2,710 2,710
1206 NONSPENDABLE -PREPAID EXP (LIBRARY)43,435 43,435
1231 ASSIGNED -HERCUL/RODEO/CROCK AREA OF BENEFIT 0 35,407 35,407 35,407
1232 ASSIGNED -WEST COUNTY AREA OF BENEFIT 130,055 22,849 22,849 152,904
1234 ASSIGNED -NORTH RICHMOND AOB 5,740,406 345,708 345,708 5,394,698
1240 ASSIGNED -MARTINEZ AREA OF BENEFIT 2,605,827 30,483 30,483 2,636,310
1241 ASSIGNED -BRIONES AREA OF BENEFIT 542,143 1,575 1,575 543,718
1242 ASSIGNED -CENTRAL COUNTY AREA OF BENEFIT 5,299,662 94,227 94,227 5,393,889
1243 ASSIGNED -SO WC AREA OF BENEFIT 133,703 15 15 133,718
1260 ASSIGNED -ALAMO AREA OF BENEFIT 1,223,218 1,223,218
1270 ASSIGNED -SOUTH COUNTY AREA OF BENEFIT 2,696,247 133,588 133,588 2,829,835
1282 ASSIGNED -EAST COUNTY AREA OF BENEFIT 4,179,672 182,395 182,395 4,362,067
1290 ASSIGNED -BETHEL ISLAND AREA OF BENEFIT 295,412 9,100 9,100 304,512
1328 ASSIGNED FUND BALANCE 0 202,031 202,031 202,031
1332 ASSIGNED FUND BALANCE 0 57,619 57,619 57,619
1334 ASSIGNED FUND BALANCE 0 656,347 656,347 656,347
1337 ASSIGNED -LIVABLE COMMUNITIES 5,035,649 5,035,649
1349 ASSIGNED FUND BALANCE 0 315,239 315,239 315,239
1360 ASSIGNED FUND BALANCE 0 1,346,432 1,346,432 1,346,432
1388 ASSIGNED FUND BALANCE 0 749,521 749,521 749,521
1390 ASSIGNED -ROAD DEVLPMNT DISCOVERY BAY 123,295 44,549 44,549 167,844
1392 ASSIGNED -ROAD IMPROVEMENT FEE 21,171,399 693,794 693,794 21,865,193
1394 ASSIGNED -ROAD DEVLPMNT RICH/EL SOBRANTE 366,993 366,993
1395 ASSIGNED -ROAD DEVLPMNT BAY POINT AREA 2,004,577 1,208,039 1,208,039 3,212,616
1399 ASSIGNED -ROAD DEVLPMNT PACHECO AREA 253,106 321,512 321,512 574,618
TOTAL GENERAL COUNTY FUNDS 923,936,452 5,265,929 5,265,929 271,893,809 271,893,809 1,190,564,332
Page 3 of 10
Attachment B - County Schedules ABC
841
FUND BALANCE
PER AUDITOR
AS OF FUND BALANCE
FUND 6/30/2023 ENCUMBRANCES ASSIGNED AVAILABLE
1003 GENERAL 918,551,751 83,898,983 44,939,709 713,954,660 75,758,399
1041 COUNTY SERVICE AREA ADVANCES 100,000 100,000 0
1056 LAW ENFORCEMENT - EQUIP REPLACE 3,911,814 3,911,814
1100 RECORDER MODERNIZATION 8,901,611 8,842 25,755 8,867,014
1101 COURT/CLERK AUTOMATION 78 78
1102 FISH & GAME 780,109 780,109 0
1103 LAND DEVELOPMENT FUND 59,407 59,407 0
1104 CRIMINALISTICS LABORATORY 225,863 225,863 0
1105 SURVEY MONUMENT PRESERVATION 373,121 42,121 331,000
1106 CRIMINAL JUSTICE CONSTRUCTION 891,358 891,358
1107 COURTHOUSE CONSTRUCTION 3,702,989 477,904 3,225,085
1108 ROAD 27,643,608 19,641,608 8,002,000
1109 TRANSPORTATION IMPROVEMENT 9,896 9,896 0
1110 DRAINAGE AREA 9 322,839 322,839
1111 PRIVATE ACTIVITY BOND 5,195,652 5,195,652 0
1113 AFFORDABLE HOUSING 13,015,860 13,015,860 0
1114 NAVY TRANSPORTATION MITIGATION 4,973,653 4,973,653
1115 TOSCO/SOLANO TRANSPORTATION MITIGATION 5,840,519 5,839,519 1,000
1116 CHILD DEVELOPMENT 2,739,387 254,022 2,485,365 0
1118 HUD NSP 453,984 453,984 0
1119 USED OIL RECYCLING GRANT 45,792 45,792 0
1120 CONSERVATION AND DEVELOPMENT 40,507,143 40,507,143 0
1121 CDD/PWD JOINT REVIEW FEE 242,275 78,275 164,000
1122 DRAINAGE DEFICIENCY 2,622,392 2,622,392
1123 PUBLIC WORKS TRUST 184,874 184,874 0
1124 D.A. CONSUMER PROTECTION 1,213,964 1,213,964 0
1125 DOM. VIOLENCE VICTIM ASSIST.(128,787)(128,787)
1126 DISPUTE RESOLUTION PROG.263,659 285,557 (21,898)
1127 ZERO TOLERANCE-DOM VIOLENCE 783,346 783,346 0
1129 D.A. REVENUE NARCOTICS 787,380 787,380 0
1130 D.A. ENVIRON/OSHA 2,389,098 2,389,098 0
1131 D.A. FORFEITURE-FED-DOJ 3,499 3,500 (1)
1132 WALDEN GREEN MAINTENANCE 70,351 70,351
1133 R/ESTATE FRAUD PROSECUTE 343,259 343,259 0
1134 CHILD SUPPORT SERVICES (4,669,440)2,497 100 57,045 (4,729,082)
& COMMITTED
SCHEDULE B
CONTRA COSTA COUNTY
FUND BALANCE AVAILABLE
LESS: OBLIGATED FUND BALANCES
NONSPENDABLE, RESTRICTED
Page 4 of 10
Attachment B - County Schedules ABC
842
FUND BALANCE
PER AUDITOR
AS OF FUND BALANCE
FUND 6/30/2023 ENCUMBRANCES ASSIGNED AVAILABLE
& COMMITTED
SCHEDULE B
CONTRA COSTA COUNTY
FUND BALANCE AVAILABLE
LESS: OBLIGATED FUND BALANCES
NONSPENDABLE, RESTRICTED
1135 EMERGENCY MED SVCS FUND 1,011,460 1,011,460 0
1137 HLT SVC - CHIP/AB75 TOBACCO 30 30 0
1138 LOS MEDANOS COMM HC REV 598,557 598,557 0
1139 TRAFFIC SAFETY 396,266 396,266
1140 PUB PROTECT-SPEC REV FND 1,175,128 328,986 846,142
1141 SHERIFF NARCOTICS FORFEIT-ST/LOCAL 386,932 386,932 0
1142 SHERIFF NARCOTICS FORFEIT-FEDERAL 468,838 468,838 0
1143 SUP LAW ENFORCEMENT SVCS 14,130,291 14,130,291
1145 SHERIFF FORFEIT-FEDERAL DEPT OF TREASURY 595,023 595,023 0
1146 PROP 63 MH SVCS ACT 85,519,842 85,519,842 0
1147 PRISONERS WELFARE FUND 3,390,517 3,294,722 95,795
1149 PROBATION OFFICERS SPEC 20,973 20,973 0
1150 AUTOMATED SYSTEMS DEVELOPMENT 2,595,311 2,410,311 185,000
1151 PROPERTY TAX ADMIN PROGRAM 3,288,633 110,878 3,177,755
1153 CTY LOCAL REV FUND 2011 111,301,597 110,077,106 1,224,491
1154 OBSCENE MATTER-MINORS 5,443 5,443 0
1155 IHSS PUBLIC AUTHORITY 143,158 64,784 78,374 0
1156 DNA IDENTIFICATION 285,459 285,459 0
1157 COMM CORR PRFMC INCNTV FD 15,893,681 13,366,288 2,527,393
1158 NO RICH WST&RCVY MTGN FD 1,416,149 1,416,149 0
1159 L/M HSG ASSET FD-LMIHAF 14,944,003 14,944,003 0
1160 BAILEY RD MNTC SURCHARGE 3,597,631 207,631 3,390,000
1161 HOME INVSTMT PRTNRSHP ACT 3,360,209 3,360,209 0
1162 CASP CERT & TRAINING FUND 126,883 126,883 0
1206 LIBRARY 51,189,634 796,998 46,145 40,098,161 10,248,330
1207 CASEY LIBRARY GIFT TRUST 267,635 267,635
1231 HERCUL/RODEO/CROCK AREA OF BENEFIT 30,407 35,407 (5,000)
1232 WEST COUNTY AREA OF BENEFIT 151,904 152,904 (1,000)
1234 NORTH RICHMOND AREA OF BENEFIT 6,098,698 5,394,698 704,000
1240 MARTINEZ AREA OF BENEFIT 2,664,310 2,636,310 28,000
1241 BRIONES AREA OF BENEFIT 547,718 543,718 4,000
1242 CENTRAL COUNTY AREA OF BENEFIT 5,427,889 5,393,889 34,000
1243 SOUTH WALNUT CREEK AREA OF BENEFIT 133,718 133,718 0
1260 ALAMO AREA OF BENEFIT 1,356,851 1,223,218 133,633
1270 SOUTH COUNTY AREA OF BENEFIT 2,790,835 2,829,835 (39,000)
1282 EAST COUNTY AREA OF BENEFIT 4,638,067 4,362,067 276,000
Page 5 of 10
Attachment B - County Schedules ABC
843
FUND BALANCE
PER AUDITOR
AS OF FUND BALANCE
FUND 6/30/2023 ENCUMBRANCES ASSIGNED AVAILABLE
& COMMITTED
SCHEDULE B
CONTRA COSTA COUNTY
FUND BALANCE AVAILABLE
LESS: OBLIGATED FUND BALANCES
NONSPENDABLE, RESTRICTED
1290 BETHEL ISLAND AREA OF BENEFIT 312,512 304,512 8,000
1328 COUNTY CHILDRENS 202,031 202,031 0
1332 ANIMAL BENEFIT 872,587 57,619 814,968
1334 CO-WIDE GANG & DRUG 656,347 656,347 0
1337 LIVABLE COMMUNITIES FUND 6,635,151 5,035,649 1,599,502
1349 HUD BLDG INSP NPP 315,239 315,239 0
1350 RETIREMENT UAAL BOND FUND (255,332)(255,332)
1360 CENTRAL IDENTIFY BUREAU 1,346,432 1,346,432 0
1388 SOUTHERN PACIFIC RIGHT OF WAY 4,863,521 749,521 4,114,000
1390 ROAD DEVELOPMENT DISCOVERY BAY 147,844 167,844 (20,000)
1392 ROAD IMPROVEMENT FEE 21,865,193 21,865,193 0
1394 ROAD DEVELOPMENT RICHMOND/EL SOBRANTE 368,422 366,993 1,429
1395 ROAD DEVELOPMENT BAY POINT AREA 3,108,616 3,212,616 (104,000)
1399 ROAD DEVELOPMENT PACHECO AREA 580,618 574,618 6,000
TOTAL GENERAL COUNTY FUNDS 1,423,321,165 84,707,320 60,278,018 1,130,286,314 148,049,513
Page 6 of 10
Attachment B - County Schedules ABC
844
2023-24 2023-24
RECOMMENDED ADOPTED FINAL
BUDGET BUDGET YEAR-END
FUND FUND FUND
FUND BALANCE BALANCE BALANCE CHANGE AMOUNT B/U ACCT
1003 GENERAL FUND 0 0 75,758,399 75,758,399 114,842 0002-2251
576,222 0003-1011
2,095,135 0003-2310
740,200 0003-2479
600,000 0004-2479
1,537,092 0007-2479
957,000 0015-2479
280,000 0015-4951
1,810,000 0025-2479
482,000 0030-2479
315,500 0043-2479
7,000 0079-2130
170,000 0079-4953
53,000 0079-4956
3,717,474 0085-4470
5,993,217 0111-4356
2,500,000 0111-4470
644,755 0111-4328
208,671 0135-2310
37,244 0135-2479
385,000 0147-2479
245,000 0147-4951
50,000 0148-4951
825,000 0235-2310
500,000 0242-2262
300,000 0242-2479
78,276 0242-4948
298,402 0255-4948
2,072,000 0308-2479
40,000 0335-2479
150,000 0355-2479
250,500 0366-2479
SCHEDULE C
LINE ITEM
CHANGES
RECOMMENDED VS. FINAL BUDGET
FUND BALANCE CHANGES
APPROPRIATIONS AND ESTIMATED REVENUE RECOMMENDATIONS
FOR 2023-24 ADOPTED BUDGET
RECOMMENDED
Page 7 of 10
Attachment B - County Schedules ABC
845
2023-24 2023-24
RECOMMENDED ADOPTED FINAL
BUDGET BUDGET YEAR-END
FUND FUND FUND
FUND BALANCE BALANCE BALANCE CHANGE AMOUNT B/U ACCT
SCHEDULE C
LINE ITEM
CHANGES
RECOMMENDED VS. FINAL BUDGET
FUND BALANCE CHANGES
APPROPRIATIONS AND ESTIMATED REVENUE RECOMMENDATIONS
FOR 2023-24 ADOPTED BUDGET
RECOMMENDED
5,200,000 0463-2340
191,000 0466-2320
972,000 0467-2320
4,158,007 0467-2340
51,000 0503-2310
1,000,000 0503-2479
485,020 0504-1011
912,788 0504-2310
2,425,162 0580-2479
10,000,000 0583-2310
1,393,957 0583-2479
5,950,000 0588-2310
10,846,577 0599-2310
2,732,855 0650-2479
1,406,503 0793-3505
1056 CO LAW ENF CMPTR CAP PROJ 0 0 3,911,814 3,911,814 525,855 0126-5011
1,253,596 0129-5011
2,132,363 0131-5011
1100 RECORDER MODERNIZATION 9,695,694 9,695,694 8,867,014 (828,680)(828,680)0353-2479
1101 COURT/CLERK AUTOMATION 0 0 78 78 78 0236-2479
1105 SURVEY MONUMENT PRESERVATION 331,000 331,000 331,000 0 0
1106 CRIMINAL JUSTICE CONSTRUCTION 1,067,371 1,067,371 891,358 (176,013)(176,013)0119-5016
1107 COURTHOUSE CONSTRUCTION 3,225,085 3,225,085 3,225,085 0 0
1108 ROAD 8,002,000 8,002,000 8,002,000 0 0
1110 DRAINAGE AREA 9 324,000 324,000 322,839 (1,161)(1,161)0120-5011
1114 NAVY TRANS MITIGATION 4,671,000 4,671,000 4,973,653 302,653 302,653 0697-5011
1115 TOSCO/SOLANO TRANS MTGTN 1,000 1,000 1,000 0 0
1121 CDD/PWD JOINT REVIEW FEE 164,000 164,000 164,000 0 0
1122 DRAINAGE DEFICIENCY 2,624,000 2,624,000 2,622,392 (1,608)(1,608)0648-2479
1125 DOM. VIOLENCE VICTIM ASSIST 0 0 (128,787)(128,787)(128,787)0585-2479
1126 DISPUTE RESOLUTION PROG (21,898)(21,898)(21,898)0 0
1131 D.A. FORFEITURE-FED-DOJ 0 0 (1)(1)(1)0234-2479
Page 8 of 10
Attachment B - County Schedules ABC
846
2023-24 2023-24
RECOMMENDED ADOPTED FINAL
BUDGET BUDGET YEAR-END
FUND FUND FUND
FUND BALANCE BALANCE BALANCE CHANGE AMOUNT B/U ACCT
SCHEDULE C
LINE ITEM
CHANGES
RECOMMENDED VS. FINAL BUDGET
FUND BALANCE CHANGES
APPROPRIATIONS AND ESTIMATED REVENUE RECOMMENDATIONS
FOR 2023-24 ADOPTED BUDGET
RECOMMENDED
1132 WALDEN GREEN MAINTENANCE 159,000 159,000 70,351 (88,649)(88,649)0664-5011
1134 CCC DEPT CHILD SUPPORT SVCS 0 0 (4,729,082)(4,729,082)(4,729,082)0249-1011
1139 TRAFFIC SAFETY 0 0 396,266 396,266 396,266 0368-2479
1140 PUBLIC PROTECTION-SPEC, REV 846,142 846,142 846,142 0 0
1143 SUP LAW ENFORCEMENT SVCS 1,548,000 1,548,000 14,130,291 12,582,291 2,056,405 0241-5011
0 (4,105,602)0262-5011
0 901,606 0263-5011
(123,832)0264-5011
0 13,853,714 0311-5011
1147 PRISONERS WELFARE FUND 95,795 95,795 95,795 0 0
1150 AUTOMATED SYSTEMS DEVELOPMENT 185,000 185,000 185,000 0 0
1151 PROPERTY TAX ADMIN PROGRAM 3,177,755 3,177,755 3,177,755 0 0
1153 CNTY LOCAL REV FUND 1,224,491 1,224,491 1,224,491 0 0
1157 COMM CORR PRFMC INCNTV FD 4,213,000 4,213,000 2,527,393 (1,685,607)(1,685,607)0477-5011
1160 BAILEY RD MNTC SURCHARGE 3,390,000 3,390,000 3,390,000 0 0
1206 LIBRARY 0 0 10,248,330 10,248,330 150,000 3702-2310
74,243 3702-2479
2,000 3703-2479
200,000 3703-4953
212,000 3706-1011
941,045 3706-2479
30,000 3706-3620
100,000 3707-2479
10,000 3708-2479
200,000 3714-2310
303,000 3714-2479
363,000 3714-4951
4,941,915 3722-2102
260,000 3739-2479
65,000 3741-2479
357,000 3906-1011
561,416 3906-2479
Page 9 of 10
Attachment B - County Schedules ABC
847
2023-24 2023-24
RECOMMENDED ADOPTED FINAL
BUDGET BUDGET YEAR-END
FUND FUND FUND
FUND BALANCE BALANCE BALANCE CHANGE AMOUNT B/U ACCT
SCHEDULE C
LINE ITEM
CHANGES
RECOMMENDED VS. FINAL BUDGET
FUND BALANCE CHANGES
APPROPRIATIONS AND ESTIMATED REVENUE RECOMMENDATIONS
FOR 2023-24 ADOPTED BUDGET
RECOMMENDED
100,000 3906-2490
50,000 3906-3620
21,000 3906-3622
10,000 3906-4951
1,296,711 0113-4265
1207 CASEY LIBRARY GIFT TRUST 0 0 267,635 267,635 267,635 0622-3611
1231 HERCUL/RODEO/CROCK AREA OF BEN (5,000)(5,000)(5,000)0 0
1232 WEST COUNTY AREA OF BENEFIT (1,000)(1,000)(1,000)0 0
1234 NORTH RICHMOND AREA OF BENEFIT 704,000 704,000 704,000 0 0
1240 MARTINEZ AREA OF BENEFIT 28,000 28,000 28,000 0 0
1241 BRIONES AREA OF BENEFIT 4,000 4,000 4,000 0 0
1242 CENTRAL CO AREA/BENEFIT 34,000 34,000 34,000 0 0
1260 ALAMO AREA OF BENEFIT 728,000 728,000 133,633 (594,367)(594,367)0641-5011
1270 SOUTH CO AREA OF BENEFIT (39,000)(39,000)(39,000)0 0
1282 EAST COUNTY AREA OF BENEFIT 276,000 276,000 276,000 0 0
1290 BETHEL ISL AREA OF BENEFIT 8,000 8,000 8,000 0 0
1332 ANIMAL BENEFIT 814,968 814,968 814,968 0 0
1337 LIVABLE COMMUNITIES FUND 1,686,180 1,686,180 1,599,502 (86,678)(86,678)0370-3611
1350 RETIREMENT UAAL BOND FUND 0 0 (255,332)(255,332)(255,332)0791-3510
1388 SOUTHERN PACIFIC RIGHT OF WAY 4,114,000 4,114,000 4,114,000 0 0
1390 ROAD DEVELOPMENT DISCOVERY BAY (20,000)(20,000)(20,000)0 0
1394 RD DEVELOPMENT RICH/EL SOBRANTE 47,000 47,000 1,429 (45,571)(45,571)0684-5011
1395 RD DEVELOPMENT BAY POINT (104,000)(104,000)(104,000)0 0
1399 ROAD DEVELOPMENT PACHECO AREA 6,000 6,000 6,000 0 0
TOTAL GENERAL COUNTY FUNDS 53,203,583 53,203,583 148,049,513 94,845,930 94,845,930
Page 10 of 10
Attachment B - County Schedules ABC
848
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00252
10:09 AM
09/01/2023
Page 1 of 17
Company Contra Costa County
Budget Template Operating Budget : FY23 Operating Budget
Budget FY23 Operating Budget
Organizing Dimension Type
Amendment ID BDA-23-00252
Amendment Date 06/30/2023
Description FY2022-23 SPECIAL DISTRICT YEAR-END CLEAN-UP
Amendment Type Appropriation / Estimated Revenue Adjustment
Balanced Amendment Yes
Entry Type Mid-Year Adjustments
Status Available
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)
9066:SPECIAL TAX-FIRE/POLICE 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7700 SVC AREA
P6 ZONE 0503
272000 SVC
AREA P6 ZONE
0503
$0.00 $18,000.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7700 SVC AREA
P6 ZONE 0503
272000 SVC
AREA P6 ZONE
0503
$31,000.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7700 SVC AREA
P6 ZONE 0503
272000 SVC
AREA P6 ZONE
0503
$0.00 $13,000.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7699 SVC AREA
P6 ZONE 3000
269900 SVC
AREA P6 ZONE
3000
$1,000.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7699 SVC AREA
P6 ZONE 3000
269900 SVC
AREA P6 ZONE
3000
$0.00 $1,000.00 FY22-23
Year-End
Special
Districts
Clean-up
Attachment C - Special District Appropriation Adjustments
1 849
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00252
10:09 AM
09/01/2023
Page 2 of 17
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7696 SVC AREA
P6 ZONE 2701
269600 SVC
AREA P6 ZONE
2701
$1,500.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7696 SVC AREA
P6 ZONE 2701
269600 SVC
AREA P6 ZONE
2701
$0.00 $1,500.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7694 SVC AREA
P6 ZONE 1800
269400 SVC
AREA P6 ZONE
1800
$500.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7694 SVC AREA
P6 ZONE 1800
269400 SVC
AREA P6 ZONE
1800
$0.00 $500.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7693 SVC AREA
P6 ZONE 1602
269300 SVC
AREA P6 ZONE
1602
$500.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7693 SVC AREA
P6 ZONE 1602
269300 SVC
AREA P6 ZONE
1602
$0.00 $500.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
9066:SPECIAL TAX-FIRE/POLICE 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7685 SVC AREA
P6 ZONE 1000
268500 SVC
AREA P6 ZONE
1000
$0.00 $400.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7685 SVC AREA
P6 ZONE 1000
268500 SVC
AREA P6 ZONE
1000
$2,300.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7685 SVC AREA
P6 ZONE 1000
268500 SVC
AREA P6 ZONE
1000
$0.00 $1,900.00 FY22-23
Year-End
Special
Districts
Clean-up
Attachment C - Special District Appropriation Adjustments
2 850
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00252
10:09 AM
09/01/2023
Page 3 of 17
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
9066:SPECIAL TAX-FIRE/POLICE 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7684 SVC AREA
P6 ZONE 0500
268400 SVC
AREA P6 ZONE
0500
$0.00 $4,800.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7684 SVC AREA
P6 ZONE 0500
268400 SVC
AREA P6 ZONE
0500
$7,500.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7684 SVC AREA
P6 ZONE 0500
268400 SVC
AREA P6 ZONE
0500
$0.00 $2,700.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
9066:SPECIAL TAX-FIRE/POLICE 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7682 SVC AREA
P6 ZONE 1600
268200 SVC
AREA P6 ZONE
1600
$0.00 $1,000.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7682 SVC AREA
P6 ZONE 1600
268200 SVC
AREA P6 ZONE
1600
$3,000.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7682 SVC AREA
P6 ZONE 1600
268200 SVC
AREA P6 ZONE
1600
$0.00 $2,000.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7680 SVC AREA
P6 ZONE 0700
268000 SVC
AREA P6 ZONE
0700
$2,000.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7680 SVC AREA
P6 ZONE 0700
268000 SVC
AREA P6 ZONE
0700
$0.00 $2,000.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
9066:SPECIAL TAX-FIRE/POLICE 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7674 SVC AREA
P6 ZONE 0201
267400 SVC
AREA P6 ZONE
0201
$0.00 $1,000.00 FY22-23
Year-End
Special
Districts
Clean-up
Attachment C - Special District Appropriation Adjustments
3 851
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00252
10:09 AM
09/01/2023
Page 4 of 17
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7674 SVC AREA
P6 ZONE 0201
267400 SVC
AREA P6 ZONE
0201
$1,000.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
9066:SPECIAL TAX-FIRE/POLICE 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7673 SVC AREA
P6 ZONE 1005
267300 SVC
AREA P6 ZONE
1005
$0.00 $2,000.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7673 SVC AREA
P6 ZONE 1005
267300 SVC
AREA P6 ZONE
1005
$2,000.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
9066:SPECIAL TAX-FIRE/POLICE 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7672 SVC AREA
P6 ZONE 2905
267700 SVC
AREA P6 ZONE
2905
$0.00 $300.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7672 SVC AREA
P6 ZONE 2905
267700 SVC
AREA P6 ZONE
2905
$300.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
9066:SPECIAL TAX-FIRE/POLICE 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7670 SVC AREA
P6 ZONE 3113
267000 SVC
AREA P6 ZONE
3113
$0.00 $300.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7670 SVC AREA
P6 ZONE 3113
267000 SVC
AREA P6 ZONE
3113
$300.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7668 SVC AREA
P6 ZONE 1007
266800 SVC
AREA P6 ZONE
1007
$300.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2479:OTHER SPECIAL DPMTAL EXP 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7668 SVC AREA
P6 ZONE 1007
266800 SVC
AREA P6 ZONE
1007
$0.00 $300.00 FY22-23
Year-End
Special
Districts
Clean-up
Attachment C - Special District Appropriation Adjustments
4 852
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00252
10:09 AM
09/01/2023
Page 5 of 17
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7659 SVC AREA
P6 ZONE 0207
265900 SVC
AREA P6 ZONE
0207
$1,000.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7659 SVC AREA
P6 ZONE 0207
265900 SVC
AREA P6 ZONE
0207
$0.00 $1,000.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7658 SVC AREA
P6 ZONE 0206
265800 SVC
AREA P6 ZONE
0206
$1,000.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7658 SVC AREA
P6 ZONE 0206
265800 SVC
AREA P6 ZONE
0206
$0.00 $1,000.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7657 SERV
AREA P-2 ZONE
B
265700 SERV
AREA P-2 ZONE
B
$15,000.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7657 SERV
AREA P-2 ZONE
B
265700 SERV
AREA P-2 ZONE
B
$0.00 $15,000.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7655 POLICE
AREA 5 RND
HILL
265500 SERV
AREA PL5 RND
HILL
$12,000.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7655 POLICE
AREA 5 RND
HILL
265500 SERV
AREA PL5 RND
HILL
$0.00 $12,000.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7654 SVC AREA
P6 ZONE 2902
265400 SVC
AREA P6 ZONE
2902
$2,000.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
Attachment C - Special District Appropriation Adjustments
5 853
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00252
10:09 AM
09/01/2023
Page 6 of 17
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7654 SVC AREA
P6 ZONE 2902
265400 SVC
AREA P6 ZONE
2902
$0.00 $2,000.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7653 SERV
AREA P-2 ZONE
A
265300 SERV
AREA P-2 ZONE
A
$49,000.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7653 SERV
AREA P-2 ZONE
A
265300 SERV
AREA P-2 ZONE
A
$12,000.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2479:OTHER SPECIAL DPMTAL EXP 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7653 SERV
AREA P-2 ZONE
A
265300 SERV
AREA P-2 ZONE
A
$0.00 $61,000.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7652 POLICE
AREA 2
DANVILLE
265200 SERV
AREA PL2
DANVILLE
$50.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2479:OTHER SPECIAL DPMTAL EXP 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7652 POLICE
AREA 2
DANVILLE
265200 SERV
AREA PL2
DANVILLE
$0.00 $50.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7650 POLICE
SVC-CROCKETT
COGEN
265000 POLICE
SVC-CROCKETT
COGEN
$12,000.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7650 POLICE
SVC-CROCKETT
COGEN
265000 POLICE
SVC-CROCKETT
COGEN
$3,000.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7650 POLICE
SVC-CROCKETT
COGEN
265000 POLICE
SVC-CROCKETT
COGEN
$47,000.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
Attachment C - Special District Appropriation Adjustments
6 854
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00252
10:09 AM
09/01/2023
Page 7 of 17
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
2479:OTHER SPECIAL DPMTAL EXP 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7650 POLICE
SVC-CROCKETT
COGEN
265000 POLICE
SVC-CROCKETT
COGEN
$0.00 $62,000.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7647 SVC AREA
P6 ZONE 2901
264700 SVC
AREA P6 ZONE
2901
$2,000.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7647 SVC AREA
P6 ZONE 2901
264700 SVC
AREA P6 ZONE
2901
$0.00 $2,000.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7643 SVC AREA
P6 ZONE 0202
264300 SVC
AREA P6 ZONE
0202
$500.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7643 SVC AREA
P6 ZONE 0202
264300 SVC
AREA P6 ZONE
0202
$0.00 $500.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7640 SVC AREA
P6 ZONE 3100
264000 SVC
AREA P6 ZONE
3100
$1,900.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7640 SVC AREA
P6 ZONE 3100
264000 SVC
AREA P6 ZONE
3100
$0.00 $1,900.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7625 SVC AREA
P6 ZONE 2903
262500 SVC
AREA P6 ZONE
2903
$1,500.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7625 SVC AREA
P6 ZONE 2903
262500 SVC
AREA P6 ZONE
2903
$0.00 $1,500.00 FY22-23
Year-End
Special
Districts
Clean-up
Attachment C - Special District Appropriation Adjustments
7 855
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00252
10:09 AM
09/01/2023
Page 8 of 17
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
9066:SPECIAL TAX-FIRE/POLICE 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7623 SVC AREA
P6 ZONE 1700
262300 SVC
AREA P6 ZONE
1700
$0.00 $4,000.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7623 SVC AREA
P6 ZONE 1700
262300 SVC
AREA P6 ZONE
1700
$8,000.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7623 SVC AREA
P6 ZONE 1700
262300 SVC
AREA P6 ZONE
1700
$0.00 $4,000.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7619 SVC AREA
P6 ZONE 2800
261900 SVC
AREA P6 ZONE
2800
$1,000.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7619 SVC AREA
P6 ZONE 2800
261900 SVC
AREA P6 ZONE
2800
$0.00 $1,000.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7616 SVC AREA
P6 ZONE 1611
261600 SVC
AREA P6 ZONE
1611
$2,000.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7616 SVC AREA
P6 ZONE 1611
261600 SVC
AREA P6 ZONE
1611
$0.00 $2,000.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7613 SVC AREA
P6 ZONE 2801
261300 SVC
AREA P6 ZONE
2801
$2,000.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7613 SVC AREA
P6 ZONE 2801
261300 SVC
AREA P6 ZONE
2801
$0.00 $2,000.00 FY22-23
Year-End
Special
Districts
Clean-up
Attachment C - Special District Appropriation Adjustments
8 856
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00252
10:09 AM
09/01/2023
Page 9 of 17
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7612 SVC AREA
P6 ZONE 2502
261200 SVC
AREA P6 ZONE
2502
$300.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7612 SVC AREA
P6 ZONE 2502
261200 SVC
AREA P6 ZONE
2502
$0.00 $300.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
9066:SPECIAL TAX-FIRE/POLICE 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7609 SVC AREA
P6 ZONE 0501
260900 SVC
AREA P6 ZONE
0501
$0.00 $3,100.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7609 SVC AREA
P6 ZONE 0501
260900 SVC
AREA P6 ZONE
0501
$5,700.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7609 SVC AREA
P6 ZONE 0501
260900 SVC
AREA P6 ZONE
0501
$0.00 $2,600.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
9066:SPECIAL TAX-FIRE/POLICE 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7608 SVC AREA
P6 ZONE 2201
260800 SVC
AREA P6 ZONE
2201
$0.00 $600.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7608 SVC AREA
P6 ZONE 2201
260800 SVC
AREA P6 ZONE
2201
$2,600.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7608 SVC AREA
P6 ZONE 2201
260800 SVC
AREA P6 ZONE
2201
$0.00 $2,000.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7606 SVC AREA
P6 ZONE 1614
260600 SVC
AREA P6 ZONE
1614
$300.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
Attachment C - Special District Appropriation Adjustments
9 857
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00252
10:09 AM
09/01/2023
Page 10 of 17
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7606 SVC AREA
P6 ZONE 1614
260600 SVC
AREA P6 ZONE
1614
$0.00 $300.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
9066:SPECIAL TAX-FIRE/POLICE 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7603 SVC AREA
P6 ZONE 0502
260300 SVC
AREA P6 ZONE
0502
$0.00 $3,000.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7603 SVC AREA
P6 ZONE 0502
260300 SVC
AREA P6 ZONE
0502
$8,000.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7603 SVC AREA
P6 ZONE 0502
260300 SVC
AREA P6 ZONE
0502
$0.00 $5,000.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7372 SVC AREA
P6 ZONE 0211
267200 SVC
AREA P6 ZONE
0211
$100.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7372 SVC AREA
P6 ZONE 0211
267200 SVC
AREA P6 ZONE
0211
$0.00 $100.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7406 SERV
AREA EM-1
ZONE B
240600 SERV
AREA EM-1
ZONE B
$200,000.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2479:OTHER SPECIAL DPMTAL EXP 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7406 SERV
AREA EM-1
ZONE B
240600 SERV
AREA EM-1
ZONE B
$0.00 $200,000.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
9990:APPROPRIATED FUND BAL 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7405 SERV
AREA EM-1
ZONE A
240500 SERV
AREA EM-1
ZONE A
$0.00 $7,000.00 FY22-23
Year-End
Special
Districts
Clean-up
Attachment C - Special District Appropriation Adjustments
10 858
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00252
10:09 AM
09/01/2023
Page 11 of 17
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7405 SERV
AREA EM-1
ZONE A
240500 SERV
AREA EM-1
ZONE A
$9,000.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7405 SERV
AREA EM-1
ZONE A
240500 SERV
AREA EM-1
ZONE A
$62,000.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2310:NON CNTY PROF SPCLZD SVCS 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7405 SERV
AREA EM-1
ZONE A
240500 SERV
AREA EM-1
ZONE A
$0.00 $64,000.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2310:NON CNTY PROF SPCLZD SVCS 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7136 WCCHCD
DEBT SVC
213600
WCCHCD DEBT
SVC
$4,000.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3505:RETIRE OTH LONG TERM DEBT 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7136 WCCHCD
DEBT SVC
213600
WCCHCD DEBT
SVC
$0.00 $4,000.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7532 FCZ 9 253200 FCZ 9 -
PINOLE CREEK
$200.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2479:OTHER SPECIAL DPMTAL EXP 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7532 FCZ 9 253200 FCZ 9 -
PINOLE CREEK
$0.00 $200.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7040 CCCFPD
EMS
TRANSPORT
FUND
204000 CCCFPD
EMS
TRANSPORT
FUND
$130,000.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
1011:PERMANENT SALARIES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7040 CCCFPD
EMS
TRANSPORT
FUND
204000 CCCFPD
EMS
TRANSPORT
FUND
$0.00 $130,000.00 FY22-23
Year-End
Special
Districts
Clean-up
Attachment C - Special District Appropriation Adjustments
11 859
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00252
10:09 AM
09/01/2023
Page 12 of 17
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
3505:RETIRE OTH LONG TERM DEBT 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7028 CROCKETT
CAR FIRE PROT
202800
CROCKETT CAR
FIRE PROT
$70,000.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2479:OTHER SPECIAL DPMTAL EXP 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7028 CROCKETT
CAR FIRE PROT
202800
CROCKETT CAR
FIRE PROT
$0.00 $70,000.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
9990:APPROPRIATED FUND BAL 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7022 CCCFPD
POB DEBT SVC
FUND
202200 CCCFPD
POB DEBT SVC
FUND
$0.00 $16,920.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
9181:EARNINGS ON INVESTMENT 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7022 CCCFPD
POB DEBT SVC
FUND
202200 CCCFPD
POB DEBT SVC
FUND
$0.00 $1,468.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7022 CCCFPD
POB DEBT SVC
FUND
202200 CCCFPD
POB DEBT SVC
FUND
$18,388.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
9990:APPROPRIATED FUND BAL 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7751 SERV
AREA R-4
MORAGA
275100 SERV
AREA R-4
MORAGA
$0.00 $100.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3580:CONTRIB TO OTHER AGENCIES 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7751 SERV
AREA R-4
MORAGA
275100 SERV
AREA R-4
MORAGA
$100.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
9066:SPECIAL TAX-FIRE/POLICE 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7995 SVC AREA
P6 ZONE 3007
279500 SVC
AREA P6 ZONE
3007
$0.00 $500.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7995 SVC AREA
P6 ZONE 3007
279500 SVC
AREA P6 ZONE
3007
$500.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
Attachment C - Special District Appropriation Adjustments
12 860
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00252
10:09 AM
09/01/2023
Page 13 of 17
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
9066:SPECIAL TAX-FIRE/POLICE 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7993 SVC AREA
P6 ZONE 3005
279300 SVC
AREA P6 ZONE
3005
$0.00 $500.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7993 SVC AREA
P6 ZONE 3005
279300 SVC
AREA P6 ZONE
3005
$500.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
9066:SPECIAL TAX-FIRE/POLICE 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7988 SVC AREA
P6 ZONE 1214
278800 SVC
AREA P6 ZONE
1214
$0.00 $500.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7988 SVC AREA
P6 ZONE 1214
278800 SVC
AREA P6 ZONE
1214
$500.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7776 SVC AREA
P6 ZONE 2904
267600 SVC
AREA P6 ZONE
2904
$300.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
2479:OTHER SPECIAL DPMTAL EXP 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7776 SVC AREA
P6 ZONE 2904
267600 SVC
AREA P6 ZONE
2904
$0.00 $300.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7737 SVC AREA
P6 ZONE 1616
271700 SVC
AREA P6 ZONE
1616
$2,000.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7737 SVC AREA
P6 ZONE 1616
271700 SVC
AREA P6 ZONE
1616
$0.00 $2,000.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7736 SVC AREA
P6 ZONE 1608
271600 SVC
AREA P6 ZONE
1608
$1,000.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
Attachment C - Special District Appropriation Adjustments
13 861
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00252
10:09 AM
09/01/2023
Page 14 of 17
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7736 SVC AREA
P6 ZONE 1608
271600 SVC
AREA P6 ZONE
1608
$0.00 $1,000.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7730 SVC AREA
P6 ZONE 3112
278500 SVC
AREA P6 ZONE
3112
$1,500.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7730 SVC AREA
P6 ZONE 3112
278500 SVC
AREA P6 ZONE
3112
$0.00 $1,500.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7729 SVC AREA
P6 ZONE 2703
274500 SVC
AREA P6 ZONE
2703
$600.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7729 SVC AREA
P6 ZONE 2703
274500 SVC
AREA P6 ZONE
2703
$0.00 $600.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7727 SVC AREA
P6 ZONE 1004
274300 SVC
AREA P6 ZONE
1004
$500.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7727 SVC AREA
P6 ZONE 1004
274300 SVC
AREA P6 ZONE
1004
$0.00 $500.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
9066:SPECIAL TAX-FIRE/POLICE 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7726 SVC AREA
P6 ZONE 0301
274200 SVC
AREA P6 ZONE
0301
$0.00 $300.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7726 SVC AREA
P6 ZONE 0301
274200 SVC
AREA P6 ZONE
0301
$3,300.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
Attachment C - Special District Appropriation Adjustments
14 862
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00252
10:09 AM
09/01/2023
Page 15 of 17
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7726 SVC AREA
P6 ZONE 0301
274200 SVC
AREA P6 ZONE
0301
$0.00 $3,000.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
9066:SPECIAL TAX-FIRE/POLICE 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7724 SVC AREA
P6 ZONE 2202
274000 SVC
AREA P6 ZONE
2202
$0.00 $2,100.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7724 SVC AREA
P6 ZONE 2202
274000 SVC
AREA P6 ZONE
2202
$7,000.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7724 SVC AREA
P6 ZONE 2202
274000 SVC
AREA P6 ZONE
2202
$0.00 $4,900.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
9066:SPECIAL TAX-FIRE/POLICE 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7723 SVC AREA
P6 ZONE 0504
273700 SVC
AREA P6 ZONE
0504
$0.00 $1,300.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7723 SVC AREA
P6 ZONE 0504
273700 SVC
AREA P6 ZONE
0504
$3,000.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7723 SVC AREA
P6 ZONE 0504
273700 SVC
AREA P6 ZONE
0504
$0.00 $1,700.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7722 SVC AREA
P6 ZONE 3104
273900 SVC
AREA P6 ZONE
3104
$2,000.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7722 SVC AREA
P6 ZONE 3104
273900 SVC
AREA P6 ZONE
3104
$0.00 $2,000.00 FY22-23
Year-End
Special
Districts
Clean-up
Attachment C - Special District Appropriation Adjustments
15 863
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00252
10:09 AM
09/01/2023
Page 16 of 17
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7721 SVC AREA
P6 ZONE 3102
273800 SVC
AREA P6 ZONE
3102
$1,800.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7721 SVC AREA
P6 ZONE 3102
273800 SVC
AREA P6 ZONE
3102
$0.00 $1,800.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7720 SVC AREA
P6 ZONE 3001
273600 SVC
AREA P6 ZONE
3001
$1,000.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7720 SVC AREA
P6 ZONE 3001
273600 SVC
AREA P6 ZONE
3001
$0.00 $1,000.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
9066:SPECIAL TAX-FIRE/POLICE 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7719 SVC AREA
P6 ZONE 2203
273500 SVC
AREA P6 ZONE
2203
$0.00 $19,000.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7719 SVC AREA
P6 ZONE 2203
273500 SVC
AREA P6 ZONE
2203
$19,000.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7715 SVC AREA
P6 ZONE 2602
273100 SVC
AREA P6 ZONE
2602
$2,000.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7715 SVC AREA
P6 ZONE 2602
273100 SVC
AREA P6 ZONE
2602
$0.00 $2,000.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7714 SVC AREA
P6 ZONE 1002
273000 SVC
AREA P6 ZONE
1002
$100.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
Attachment C - Special District Appropriation Adjustments
16 864
View Budget Amendment: Budget
Amendment: FY 2022-23 - Operating Budget
on 06/30/2023 : BDA-23-00252
10:09 AM
09/01/2023
Page 17 of 17
Period *Ledger Account/Summary Home
Organization *Cost Center *Fund Debit Amount Credit Amount Memo Exceptions
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7714 SVC AREA
P6 ZONE 1002
273000 SVC
AREA P6 ZONE
1002
$0.00 $100.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
5011:REIMBURSEMENTS-GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7709 SVC AREA
P6 ZONE 0203
272800 SVC
AREA P6 ZONE
0203
$900.00 $0.00 FY22-23
Year-End
Special
Districts
Clean-up
FY 2022-23 Year
(FY23 Operating
Budget)
3611:INTERFUND EXP - GOV/GOV 1025 AUD-
SPECIAL
ACCOUNTING
(Home Org)
7709 SVC AREA
P6 ZONE 0203
272800 SVC
AREA P6 ZONE
0203
$0.00 $900.00 FY22-23
Year-End
Special
Districts
Clean-up
Process History
Process Step Status Completed On Due Date Person (Up to 5)All Persons Comment
Budget Amendment
Event
Budget
Amendment Event
Step Completed 08/29/2023
03:58:28 PM
08/30/2023 Analiza.Pinlac@ac.cccounty.us / Analiza Pinlac
(external load)
1
Budget Amendment
Event
Review Budget
Amendment
Not Required 08/30/2023 0
Budget Amendment
Event
Approval by
Department
Approver – Budget
Amendment
Approved 08/30/2023
02:56:15 PM
Harjit Nahal (Department Approver – Budget
Amendment)
1
Budget Amendment
Event
Approval by
Budget Specialist
(Auditor Office)
Not Required 08/30/2023 0
Budget Amendment
Event
Approval by
Budget Manager
Automatic
Approval
08/30/2023
02:56:16 PM
Harjit Nahal (Budget Manager)1
Budget Amendment
Event
Approval by
Sponsored
Programs
Manager
Not Required 08/30/2023 0
Budget Amendment
Event
Approval by
Project Hierarchy
Manager
Not Required 08/30/2023 0
Budget Amendment
Event
To Do: Project
Budget Amended.
Update Financial
Budget?
Not Required 08/30/2023 0
Attachment C - Special District Appropriation Adjustments
17 865
OBLIGATED AMOUNT MADE AVAILABLE INC. OR NEW OBLIG. FUND BAL TOTAL
FUND FUND BAL BY CANCELLATION TO BE PROVIDED OBLIGATED
DESCRIPTION - PURPOSE BALANCE FUND BAL
AS OF FOR
6/30/2023 RECOMMENDED ADOPTED RECOMMENDED ADOPTED BUDGET YEAR
PUBLIC PROTECTION
FIRE PROTECTION
CCC FIRE DISTRICT CONSOLIDATED
202000 NONSPENDABLE-PETTY CASH 500 500
202000 ASSIGNED-GENERAL FUND RESERVE 46,035,564 9,558,154 9,558,154 55,593,718
202000 NONSPENDABLE-INVENTORIES 1,034,310 0 1,034,310
202200 ASSIGNED-FUND BALANCE 4,135 4,135 4,135
202400 ASSIGNED-FUND BALANCE 27,410,810 27,410,810 27,410,810
202500 ASSIGNED-FUND BALANCE 12,149,328 12,149,328 12,149,328
202800 NONSPENDABLE-PREPAID EXPENSE 826,036 826,036 826,036
203100 ASSIGNED-FUND BALANCE 221,151 221,151 221,151
203400 ASSIGNED-FUND BALANCE 8,833,864 8,833,864 8,833,864
203500 ASSIGNED-FUND BALANCE 1,449,612 1,449,612 1,449,612
203600 ASSIGNED-FUND BALANCE 30,436 30,436 30,436
203800 ASSIGNED-FUND BALANCE 1,480 1,480 1,480
204000 ASSIGNED-FUND BALANCE 63,155,986 63,155,986 63,155,986
204000 NONSPENDABLE-PREPAID EXPENSE 643,432 643,432
TOTAL FIRE PROTECTION 47,713,806 0 0 123,640,992 123,640,992 171,354,798
FLOOD CONTROL
CCC FLOOD CTL WTR CONS
250500 ASSIGNED-FUND BALANCE 776,469 776,469 776,469
250500 ASSIGNED-EQUIP REPLACEMENT 1,058,364 0 1,058,364
250500 NONSPENDABLE-ADV TO OTHER FUNDS 2,686,000 0 2,686,000
252000 ASSIGNED-FUND BALANCE 586,472 586,472 586,472
252000 NONSPENDABLE-ADV TO OTHER FUNDS 1,740,000 0 1,740,000
FLOOD CNTL Z 1 MARSH CR
252100 ASSIGNED-FUND BALANCE 502,763 502,763 502,763
FLOOD CNTL Z 7 WILDCAT CREEK
252700 ASSIGNED-FUND BALANCE 31,334 31,334 31,334
FLOOD CNTL Z 8 RODEO CREEK
253000 ASSIGNED-FUND BALANCE 1,266 1,266 1,266
SCHEDULE A
DETAIL OF PROVISIONS FOR OBLIGATED FUND BALANCES
FOR FISCAL YEAR 2023-2024 ADOPTED BUDGET
County Special Districts
Page 1 of 30
Attachment D - Special Districts Schedules ABC
866
OBLIGATED AMOUNT MADE AVAILABLE INC. OR NEW OBLIG. FUND BAL TOTAL
FUND FUND BAL BY CANCELLATION TO BE PROVIDED OBLIGATED
DESCRIPTION - PURPOSE BALANCE FUND BAL
AS OF FOR
6/30/2023 RECOMMENDED ADOPTED RECOMMENDED ADOPTED BUDGET YEAR
SCHEDULE A
DETAIL OF PROVISIONS FOR OBLIGATED FUND BALANCES
FOR FISCAL YEAR 2023-2024 ADOPTED BUDGET
County Special Districts
FLOOD CNTL Z 9 PINOLE CREEK
253200 ASSIGNED-FUND BALANCE 2,359 2,359 2,359
FLOOD CNTRL DRAINAGE 33A
253500 ASSIGNED-FUND BALANCE 33 33 33
FLOOD CNTRL DRAINAGE 57
253800 ASSIGNED-FUND BALANCE 1,100 1,100 1,100
FLOOD CNTRL DRNG AREA 67
253900 ASSIGNED-FUND BALANCE 3,176 3,176 3,176
FLOOD CNTRL DRNG AREA 33B
254100 ASSIGNED-FUND BALANCE 6,800 6,800 6,800
FLOOD CNTRL DRNG AREA 76
254200 ASSIGNED-FUND BALANCE 290,227 290,227 290,227
FLOOD CNTRL DRNG AREA 62
254300 ASSIGNED-FUND BALANCE 4,818 4,818 4,818
FLOOD CNTRL DRNG AREA 44B
254700 ASSIGNED-FUND BALANCE 91,196 91,196 91,196
FLOOD CNTRL DRNG AREA 29E
254800 ASSIGNED-FUND BALANCE 13,486 13,486 13,486
FLOOD CNTRL DRNG AREA 52B
254900 ASSIGNED-FUND BALANCE 6,490 6,490 6,490
FLOOD CNTRL DRNG AREA13
255200 ASSIGNED-FUND BALANCE 7,010 7,010 7,010
FLOOD CNTRL DRNG AREA 52A
255300 ASSIGNED-FUND BALANCE 4,848 4,848 4,848
FLOOD CNTRL DRNG AREA 10
255400 ASSIGNED-FUND BALANCE 29,682 29,682 29,682
FLOOD CNTRL DRNG AREA29C
255500 ASSIGNED-FUND BALANCE 5,251 5,251 5,251
FLOOD CNTRL DRNG AREA 30A
255700 ASSIGNED-FUND BALANCE 11,093 11,093 11,093
FLOOD CNTRL DRNG AREA 15A
255900 ASSIGNED-FUND BALANCE 3,296 3,296 3,296
FLOOD CNTRL DRNG AREA 130
256200 ASSIGNED-FUND BALANCE 2,048,690 2,048,690 2,048,690
Page 2 of 30
Attachment D - Special Districts Schedules ABC
867
OBLIGATED AMOUNT MADE AVAILABLE INC. OR NEW OBLIG. FUND BAL TOTAL
FUND FUND BAL BY CANCELLATION TO BE PROVIDED OBLIGATED
DESCRIPTION - PURPOSE BALANCE FUND BAL
AS OF FOR
6/30/2023 RECOMMENDED ADOPTED RECOMMENDED ADOPTED BUDGET YEAR
SCHEDULE A
DETAIL OF PROVISIONS FOR OBLIGATED FUND BALANCES
FOR FISCAL YEAR 2023-2024 ADOPTED BUDGET
County Special Districts
FLOOD CNTRL DRNG AREA 127
256300 ASSIGNED-FUND BALANCE 21,211 21,211 21,211
FLOOD CNTRL DRNG AREA 56
256600 ASSIGNED-FUND BALANCE 597,472 597,472 597,472
256600 NONSPENDABLE-ADV TO OTHER FUNDS 350,000 0 350,000
FLOOD CNTRL DRNG AREA 29J
257000 ASSIGNED-FUND BALANCE 7,633 7,633 7,633
FLOOD CNTRL DRNG AREA 48C
257200 ASSIGNED-FUND BALANCE 4,357 4,357 4,357
FLOOD CNTRL DRNG AREA 48D
257300 ASSIGNED-FUND BALANCE 13,637 13,637 13,637
FLOOD CNTRL DRNG AREA 67A
257500 ASSIGNED-FUND BALANCE 7,264 7,264 7,264
FLOOD CNTRL DRNG AREA 46
257800 ASSIGNED-FUND BALANCE 31,458 31,458 31,458
FLOOD CNTRL DRNG AREA 55
257900 ASSIGNED-FUND BALANCE 7,456 7,456 7,456
FLOOD CNTRL DRNG AREA 16
258300 ASSIGNED-FUND BALANCE 25,538 25,538 25,538
FLOOD CNTRL DRNG AREA 52D
258400 ASSIGNED-FUND BALANCE 4,717 4,717 4,717
FLOOD CNTRL DRNG AREA 89
258700 ASSIGNED-FUND BALANCE 3,934 3,934 3,934
FLOOD CNTRL DRNG AREA 22
258800 ASSIGNED-FUND BALANCE 1,203 1,203 1,203
FLOOD CNTRL DRNG AREA 47
259700 ASSIGNED-FUND BALANCE 2,636 2,636 2,636
TOTAL FLOOD CONTROL 5,834,364 0 0 5,156,375 5,156,375 10,990,739
STORMWATER UTILITY DISTRICTS
STORMWTR UTIL A-1 ANT
250100 ASSIGNED-FUND BALANCE 2,181 2,181 2,181
STORMWTR UTIL A-2 CLYN
Page 3 of 30
Attachment D - Special Districts Schedules ABC
868
OBLIGATED AMOUNT MADE AVAILABLE INC. OR NEW OBLIG. FUND BAL TOTAL
FUND FUND BAL BY CANCELLATION TO BE PROVIDED OBLIGATED
DESCRIPTION - PURPOSE BALANCE FUND BAL
AS OF FOR
6/30/2023 RECOMMENDED ADOPTED RECOMMENDED ADOPTED BUDGET YEAR
SCHEDULE A
DETAIL OF PROVISIONS FOR OBLIGATED FUND BALANCES
FOR FISCAL YEAR 2023-2024 ADOPTED BUDGET
County Special Districts
250200 ASSIGNED-FUND BALANCE 2,416 2,416 2,416
STORMWTR UTIL A-3 CONC
250300 ASSIGNED-FUND BALANCE 6,778 6,778 6,778
STORMWTR UTIL A-4 DANV
250400 ASSIGNED-FUND BALANCE 14,307 14,307 14,307
STORMWTR UTIL A-7 LAF
250700 ASSIGNED-FUND BALANCE 6,352 6,352 6,352
STORMWTR UTIL A-8 MRTZ
250800 ASSIGNED-FUND BALANCE 6,482 6,482 6,482
STORMWTR UTIL A-9 MRGA
250900 ASSIGNED-FUND BALANCE 3,238 3,238 3,238
STORMWTR UTIL A-10 ORIN
251000 ASSIGNED-FUND BALANCE 205,289 205,289 205,289
STORMWTR UTIL A-11 PINL
251100 ASSIGNED-FUND BALANCE 1,328 1,328 1,328
STORMWTR UTIL A-12 PITT
251200 ASSIGNED-FUND BALANCE 10,835 10,835 10,835
STORMWTR UTIL A-13 PI H
251300 ASSIGNED-FUND BALANCE 1,290 1,290 1,290
STORMWTR UTIL A-14 S PB
251400 ASSIGNED-FUND BALANCE 2,297 2,297 2,297
STORMWTR UTIL A-15 S RM
251500 ASSIGNED-FUND BALANCE 6,767 6,767 6,767
STORMWTR UTIL A-18 OKLY
251800 ASSIGNED-FUND BALANCE 8,060 8,060 8,060
TOTAL STORMWATER UTILITY 0 0 0 277,620 277,620 277,620
SERVICE AREA POLICE
SERV AREA P-6 ZONE 502
260300 ASSIGNED-FUND BALANCE 5,975 5,975 5,975
SERV AREA P-6 ZONE 1508
260500 ASSIGNED-FUND BALANCE 700 700 700
SERV AREA P-6 ZONE 1614
Page 4 of 30
Attachment D - Special Districts Schedules ABC
869
OBLIGATED AMOUNT MADE AVAILABLE INC. OR NEW OBLIG. FUND BAL TOTAL
FUND FUND BAL BY CANCELLATION TO BE PROVIDED OBLIGATED
DESCRIPTION - PURPOSE BALANCE FUND BAL
AS OF FOR
6/30/2023 RECOMMENDED ADOPTED RECOMMENDED ADOPTED BUDGET YEAR
SCHEDULE A
DETAIL OF PROVISIONS FOR OBLIGATED FUND BALANCES
FOR FISCAL YEAR 2023-2024 ADOPTED BUDGET
County Special Districts
260600 ASSIGNED-FUND BALANCE 1,547 1,547 1,547
SERV AREA P-6 ZONE 1804
260700 ASSIGNED-FUND BALANCE 2,140 2,140 2,140
SERV AREA P-6 ZONE 2201
260800 ASSIGNED-FUND BALANCE 1,915 1,915 1,915
SERV AREA P-6 ZONE 1613
261000 ASSIGNED-FUND BALANCE 2,164 2,164 2,164
SERV AREA P-6 ZONE 2200
261100 ASSIGNED-FUND BALANCE 1,572 1,572 1,572
SERV AREA P-6 ZONE 2502
261200 ASSIGNED-FUND BALANCE 1,717 1,717 1,717
SERV AREA P-6 ZONE 2801
261300 ASSIGNED-FUND BALANCE 1,744 1,744 1,744
SERV AREA P-6 ZONE 1609
261400 ASSIGNED-FUND BALANCE 1,401 1,401 1,401
SERV AREA P-6 ZONE 1610
261500 ASSIGNED-FUND BALANCE 1,763 1,763 1,763
SERV AREA P-6 ZONE 1611
261600 ASSIGNED-FUND BALANCE 2,128 2,128 2,128
SERV AREA P-6 ZONE 1612
261700 ASSIGNED-FUND BALANCE 1,813 1,813 1,813
SERV AREA P-6 ZONE 2501
261800 ASSIGNED-FUND BALANCE 3,582 3,582 3,582
SERV AREA P-6 ZONE 2800
261900 ASSIGNED-FUND BALANCE 1,609 1,609 1,609
SERV AREA P-6 ZONE 1514
262000 ASSIGNED-FUND BALANCE 1,399 1,399 1,399
SERV AREA P-6 ZONE 1101
262100 ASSIGNED-FUND BALANCE 2,626 2,626 2,626
SERV AREA P-6 ZONE 1803
262200 ASSIGNED-FUND BALANCE 1,400 1,400 1,400
SERV AREA P-6 ZONE 1700
262300 ASSIGNED-FUND BALANCE 5,551 5,551 5,551
SERV AREA P-6 ZONE 2903
Page 5 of 30
Attachment D - Special Districts Schedules ABC
870
OBLIGATED AMOUNT MADE AVAILABLE INC. OR NEW OBLIG. FUND BAL TOTAL
FUND FUND BAL BY CANCELLATION TO BE PROVIDED OBLIGATED
DESCRIPTION - PURPOSE BALANCE FUND BAL
AS OF FOR
6/30/2023 RECOMMENDED ADOPTED RECOMMENDED ADOPTED BUDGET YEAR
SCHEDULE A
DETAIL OF PROVISIONS FOR OBLIGATED FUND BALANCES
FOR FISCAL YEAR 2023-2024 ADOPTED BUDGET
County Special Districts
262500 ASSIGNED-FUND BALANCE 1,448 1,448 1,448
SERV AREA P-6 ZONE 2000
262400 ASSIGNED-FUND BALANCE 2,111 2,111 2,111
SERV AREA P-6 ZONE 1505
262600 ASSIGNED-FUND BALANCE 2,333 2,333 2,333
SERV AREA P-6 ZONE 1506
262700 ASSIGNED-FUND BALANCE 2,021 2,021 2,021
SERV AREA P-6 ZONE 1001
262800 ASSIGNED-FUND BALANCE 2,190 2,190 2,190
P-6 CENTRAL ADMIN BASE
262900 ASSIGNED-FUND BALANCE 1,281,527 1,281,527 1,281,527
SERV AREA P-6 ZONE 1607
263000 ASSIGNED-FUND BALANCE 3,051 3,051 3,051
SERV AREA P-6 ZONE 1504
263100 ASSIGNED-FUND BALANCE 2,021 2,021 2,021
SERV AREA P-6 ZONE 2702
263200 ASSIGNED-FUND BALANCE 2,624 2,624 2,624
SERV AREA P-2 ZONE A
265300 ASSIGNED-EQUIP REPLACEMENT 35,272 0 35,272
265300 NONSPENDABLE-PREPAID EXPENSE 17,350 0 17,350
POLICE AREA 5 RND HILL
265500 ASSIGNED-GENERAL RESERVE 987 511,833 511,833 512,820
265500 NONSPENDABLE-PREPAID EXPENSE 4,758 0 4,758
SERV AREA P-2 ZONE B
265700 ASSIGNED-FUND BALANCE 352,624 352,624 352,624
265700 ASSIGNED-EQUIP REPLACEMENT 5,055 0 5,055
SERV AREA P-6 ZONE 2703
274500 ASSIGNED-FUND BALANCE 1,711 1,711 1,711
SERV AREA P-6 ZONE 1606
263300 ASSIGNED-FUND BALANCE 1,238 1,238 1,238
SERV AREA P-6 ZONE 1605
263400 ASSIGNED-FUND BALANCE 1,993 1,993 1,993
SERV AREA P-6 ZONE 1503
263600 ASSIGNED-FUND BALANCE 3,020 3,020 3,020
Page 6 of 30
Attachment D - Special Districts Schedules ABC
871
OBLIGATED AMOUNT MADE AVAILABLE INC. OR NEW OBLIG. FUND BAL TOTAL
FUND FUND BAL BY CANCELLATION TO BE PROVIDED OBLIGATED
DESCRIPTION - PURPOSE BALANCE FUND BAL
AS OF FOR
6/30/2023 RECOMMENDED ADOPTED RECOMMENDED ADOPTED BUDGET YEAR
SCHEDULE A
DETAIL OF PROVISIONS FOR OBLIGATED FUND BALANCES
FOR FISCAL YEAR 2023-2024 ADOPTED BUDGET
County Special Districts
SERV AREA P-6 ZONE 400
263700 ASSIGNED-FUND BALANCE 3,228 3,228 3,228
SERV AREA P-6 ZONE 702
263800 ASSIGNED-FUND BALANCE 1,400 1,400 1,400
SERV AREA P-6 ZONE 1502
263900 ASSIGNED-FUND BALANCE 1,263 1,263 1,263
SERV AREA P-6 ZONE 3100
264000 ASSIGNED-FUND BALANCE 2,033 2,033 2,033
SERV AREA P-6 ZONE 2500
264100 ASSIGNED-FUND BALANCE 2,467 2,467 2,467
SERV AREA P-6 ZONE 701
264200 ASSIGNED-FUND BALANCE 2,947 2,947 2,947
SERV AREA P-6 ZONE 202
264300 ASSIGNED-FUND BALANCE 2,455 2,455 2,455
SERV AREA P-6 ZONE 1501
264400 ASSIGNED-FUND BALANCE 2,389 2,389 2,389
SERV AREA P-6 ZONE 1604
264500 ASSIGNED-FUND BALANCE 2,368 2,368 2,368
SERV AREA P-6 ZONE 1801
264600 ASSIGNED-FUND BALANCE 2,232 2,232 2,232
SERV AREA P-6 ZONE 2901
264700 ASSIGNED-FUND BALANCE 904 904 904
SERV AREA P-6 ZONE 1603
264800 ASSIGNED-FUND BALANCE 1,400 1,400 1,400
SERV AREA P-6 ZONE 1200
264900 ASSIGNED-FUND BALANCE 2,075 2,075 2,075
SERV AREA P-6 ZONE POLICE AREA 2 DANVILLE
265200 ASSIGNED-FUND BALANCE 648 648 648
SERV AREA P-6 ZONE 2902
265400 ASSIGNED-FUND BALANCE 1,801 1,801 1,801
SERVICE AREA PL6
265600 ASSIGNED-FUND BALANCE 6,916,427 6,916,427 6,916,427
SERV AREA P-6 ZONE 206
265800 ASSIGNED-FUND BALANCE 1,400 1,400 1,400
Page 7 of 30
Attachment D - Special Districts Schedules ABC
872
OBLIGATED AMOUNT MADE AVAILABLE INC. OR NEW OBLIG. FUND BAL TOTAL
FUND FUND BAL BY CANCELLATION TO BE PROVIDED OBLIGATED
DESCRIPTION - PURPOSE BALANCE FUND BAL
AS OF FOR
6/30/2023 RECOMMENDED ADOPTED RECOMMENDED ADOPTED BUDGET YEAR
SCHEDULE A
DETAIL OF PROVISIONS FOR OBLIGATED FUND BALANCES
FOR FISCAL YEAR 2023-2024 ADOPTED BUDGET
County Special Districts
SERV AREA P-6 ZONE 207
265900 ASSIGNED-FUND BALANCE 1,903 1,903 1,903
SERV AREA P-6 ZONE 200
266100 ASSIGNED-FUND BALANCE 3,140 3,140 3,140
SERV AREA P-6 ZONE 212
266200 ASSIGNED-FUND BALANCE 6,370 6,370 6,370
SERV AREA P-6 ZONE 2504
266300 ASSIGNED-FUND BALANCE 2,345 2,345 2,345
SERV AREA P-6 ZONE 1203
266500 ASSIGNED-FUND BALANCE 805 805 805
SERV AREA P-6 ZONE 505
266700 ASSIGNED-FUND BALANCE 496 496 496
SERV AREA P-6 ZONE 1007
266800 ASSIGNED-FUND BALANCE 2,366 2,366 2,366
SERV AREA P-6 ZONE 3113
267000 ASSIGNED-FUND BALANCE 112 112 112
SERV AREA P-6 ZONE 209
267100 ASSIGNED-FUND BALANCE 1,701 1,701 1,701
SERV AREA P-6 ZONE 211
267200 ASSIGNED-FUND BALANCE 1,996 1,996 1,996
SERV AREA P-6 ZONE 1005
267300 ASSIGNED-FUND BALANCE 1,851 1,851 1,851
SERV AREA P-6 ZONE P-7 201
267400 ASSIGNED-FUND BALANCE 6,888 6,888 6,888
SERV AREA P-6 ZONE 2700
267500 ASSIGNED-FUND BALANCE 2,313 2,313 2,313
SERV AREA P-6 ZONE 2904
267600 ASSIGNED-FUND BALANCE 981 981 981
SERV AREA P-6 ZONE 2905
267700 ASSIGNED-FUND BALANCE 1,045 1,045 1,045
SERV AREA P-6 ZONE 700
268000 ASSIGNED-FUND BALANCE 700 700 700
SERV AREA P-6 ZONE 1100
268100 ASSIGNED-FUND BALANCE 1,400 1,400 1,400
Page 8 of 30
Attachment D - Special Districts Schedules ABC
873
OBLIGATED AMOUNT MADE AVAILABLE INC. OR NEW OBLIG. FUND BAL TOTAL
FUND FUND BAL BY CANCELLATION TO BE PROVIDED OBLIGATED
DESCRIPTION - PURPOSE BALANCE FUND BAL
AS OF FOR
6/30/2023 RECOMMENDED ADOPTED RECOMMENDED ADOPTED BUDGET YEAR
SCHEDULE A
DETAIL OF PROVISIONS FOR OBLIGATED FUND BALANCES
FOR FISCAL YEAR 2023-2024 ADOPTED BUDGET
County Special Districts
SERV AREA P-6 ZONE 1600
268200 ASSIGNED-FUND BALANCE 1,681 1,681 1,681
SERV AREA P-6 ZONE 2601
268300 ASSIGNED-FUND BALANCE 2,462 2,462 2,462
SERV AREA P-6 ZONE 500
268400 ASSIGNED-FUND BALANCE 4,403 4,403 4,403
SERV AREA P-6 ZONE 1000
268500 ASSIGNED-FUND BALANCE 1,399 1,399 1,399
SERV AREA P-6 ZONE 2900
268700 ASSIGNED-FUND BALANCE 1,399 1,399 1,399
SERV AREA P-6 ZONE 1006
268800 ASSIGNED-FUND BALANCE 2,204 2,204 2,204
SERV AREA P-6 ZONE 1601
268900 ASSIGNED-FUND BALANCE 2,407 2,407 2,407
SERV AREA P-6 ZONE 2300
269000 ASSIGNED-FUND BALANCE 2,265 2,265 2,265
SERV AREA P-6 ZONE 1602
269300 ASSIGNED-FUND BALANCE 2,877 2,877 2,877
SERV AREA P-6 ZONE 1800
269400 ASSIGNED-FUND BALANCE 3,115 3,115 3,115
SERV AREA P-6 ZONE 2600
269500 ASSIGNED-FUND BALANCE 3,297 3,297 3,297
SERV AREA P-6 ZONE 2701
269600 ASSIGNED-FUND BALANCE 1,756 1,756 1,756
SERV AREA P-6 ZONE 1500
269700 ASSIGNED-FUND BALANCE 1,257 1,257 1,257
SERV AREA P-6 ZONE 3000
269900 ASSIGNED-FUND BALANCE 3,089 3,089 3,089
SERV AREA P-6 ZONE 503
272000 ASSIGNED-FUND BALANCE 9,473 9,473 9,473
SERV AREA P-6 ZONE 3103
272100 ASSIGNED-FUND BALANCE 1,400 1,400 1,400
SERV AREA P-6 ZONE 900
272200 ASSIGNED-FUND BALANCE 3,390 3,390 3,390
Page 9 of 30
Attachment D - Special Districts Schedules ABC
874
OBLIGATED AMOUNT MADE AVAILABLE INC. OR NEW OBLIG. FUND BAL TOTAL
FUND FUND BAL BY CANCELLATION TO BE PROVIDED OBLIGATED
DESCRIPTION - PURPOSE BALANCE FUND BAL
AS OF FOR
6/30/2023 RECOMMENDED ADOPTED RECOMMENDED ADOPTED BUDGET YEAR
SCHEDULE A
DETAIL OF PROVISIONS FOR OBLIGATED FUND BALANCES
FOR FISCAL YEAR 2023-2024 ADOPTED BUDGET
County Special Districts
SERV AREA P-6 ZONE 1509
272300 ASSIGNED-FUND BALANCE 2,196 2,196 2,196
SERV AREA P-6 ZONE 3101
272400 ASSIGNED-FUND BALANCE 2,529 2,529 2,529
SERV AREA P-6 ZONE 1615
272500 ASSIGNED-FUND BALANCE 1,863 1,863 1,863
SERV AREA P-6 ZONE 1511
272600 ASSIGNED-FUND BALANCE 2,267 2,267 2,267
SERV AREA P-6 ZONE 1510
272700 ASSIGNED-FUND BALANCE 2,065 2,065 2,065
SERV AREA P-6 ZONE 203
272800 ASSIGNED-FUND BALANCE 1,565 1,565 1,565
SERV AREA P-6 ZONE 1002
273000 ASSIGNED-FUND BALANCE 1,400 1,400 1,400
SERV AREA P-6 ZONE 2602
273100 ASSIGNED-FUND BALANCE 1,277 1,277 1,277
SERV AREA P-6 ZONE 204
273200 ASSIGNED-FUND BALANCE 2,183 2,183 2,183
SERV AREA P-6 ZONE 1003
273300 ASSIGNED-FUND BALANCE 2,144 2,144 2,144
SERV AREA P-6 ZONE 1201
273400 ASSIGNED-FUND BALANCE 2,690 2,690 2,690
SERV AREA P-6 ZONE 2203
273500 ASSIGNED-FUND BALANCE 8,298 8,298 8,298
SERV AREA P-6 ZONE 3001
273600 ASSIGNED-FUND BALANCE 3,646 3,646 3,646
SERV AREA P-6 ZONE 3102
273800 ASSIGNED-FUND BALANCE 1,531 1,531 1,531
SERV AREA P-6 ZONE 3104
273900 ASSIGNED-FUND BALANCE 1,400 1,400 1,400
SERV AREA P-6 ZONE 504
273700 ASSIGNED-FUND BALANCE 2,362 2,362 2,362
SERV AREA P-6 ZONE 2202
274000 ASSIGNED-FUND BALANCE 5,090 5,090 5,090
Page 10 of 30
Attachment D - Special Districts Schedules ABC
875
OBLIGATED AMOUNT MADE AVAILABLE INC. OR NEW OBLIG. FUND BAL TOTAL
FUND FUND BAL BY CANCELLATION TO BE PROVIDED OBLIGATED
DESCRIPTION - PURPOSE BALANCE FUND BAL
AS OF FOR
6/30/2023 RECOMMENDED ADOPTED RECOMMENDED ADOPTED BUDGET YEAR
SCHEDULE A
DETAIL OF PROVISIONS FOR OBLIGATED FUND BALANCES
FOR FISCAL YEAR 2023-2024 ADOPTED BUDGET
County Special Districts
SERV AREA P-6 ZONE 205
274100 ASSIGNED-FUND BALANCE 1,410 1,410 1,410
SERV AREA P-6 ZONE 301
274200 ASSIGNED-FUND BALANCE 4,119 4,119 4,119
SERV AREA P-6 ZONE 1004
274300 ASSIGNED-FUND BALANCE 1,400 1,400 1,400
SERV AREA P-6 ZONE 2603
274400 ASSIGNED-FUND BALANCE 2,930 2,930 2,930
SERV AREA P-6 ZONE 3002
274600 ASSIGNED-FUND BALANCE 3,422 3,422 3,422
SERV AREA P-6 ZONE 3105
274700 ASSIGNED-FUND BALANCE 840 840 840
SERV AREA P-6 ZONE 3106
274800 ASSIGNED-FUND BALANCE 848 848 848
SERV AREA P-6 ZONE 3107
274900 ASSIGNED-FUND BALANCE 2,227 2,227 2,227
SERV AREA P-6 ZONE 0210
277500 ASSIGNED-FUND BALANCE 2,431 2,431 2,431
SERV AREA P-6 ZONE 1513
277600 ASSIGNED-FUND BALANCE 2,231 2,231 2,231
SERV AREA P-6 ZONE 2604
277700 ASSIGNED-FUND BALANCE 3,000 3,000 3,000
SERV AREA P-6 ZONE 2605
277800 ASSIGNED-FUND BALANCE 13,230 13,230 13,230
SERV AREA P-6 ZONE 3003
277900 ASSIGNED-FUND BALANCE 2,865 2,865 2,865
SERV AREA P-6 ZONE 3004
278000 ASSIGNED-FUND BALANCE 1,176 1,176 1,176
SERV AREA P-6 ZONE 3108
278100 ASSIGNED-FUND BALANCE 1,099 1,099 1,099
SERV AREA P-6 ZONE 3109
278200 ASSIGNED-FUND BALANCE 2,285 2,285 2,285
SERV AREA P-6 ZONE 3110
278300 ASSIGNED-FUND BALANCE 2,722 2,722 2,722
Page 11 of 30
Attachment D - Special Districts Schedules ABC
876
OBLIGATED AMOUNT MADE AVAILABLE INC. OR NEW OBLIG. FUND BAL TOTAL
FUND FUND BAL BY CANCELLATION TO BE PROVIDED OBLIGATED
DESCRIPTION - PURPOSE BALANCE FUND BAL
AS OF FOR
6/30/2023 RECOMMENDED ADOPTED RECOMMENDED ADOPTED BUDGET YEAR
SCHEDULE A
DETAIL OF PROVISIONS FOR OBLIGATED FUND BALANCES
FOR FISCAL YEAR 2023-2024 ADOPTED BUDGET
County Special Districts
SERV AREA P-6 ZONE 3112
278500 ASSIGNED-FUND BALANCE 3,167 3,167 3,167
SERV AREA P-6 ZONE 2606
278700 ASSIGNED-FUND BALANCE 625 625 625
SERV AREA P-6 ZONE 1214
278800 ASSIGNED-FUND BALANCE 1,424 1,424 1,424
SERV AREA P-6 ZONE 3005
279300 ASSIGNED-FUND BALANCE 428 428 428
SERV AREA P-6 ZONE 3007
279500 ASSIGNED-FUND BALANCE 2,542 2,542 2,542
SERV AREA P-6 ZONE 1512
271500 ASSIGNED-FUND BALANCE 700 700 700
SERV AREA P-6 ZONE 1608
271600 ASSIGNED-FUND BALANCE 741 741 741
SERV AREA P-6 ZONE 1616
271700 ASSIGNED-FUND BALANCE 2,001 2,001 2,001
SERV AREA P-6 ZONE 1802
271800 ASSIGNED-FUND BALANCE 700 700 700
SERV AREA P-6 ZONE 2704
271900 ASSIGNED-FUND BALANCE 2,463 2,463 2,463
TOTAL SERVICE AREA POLICE 63,421 0 0 9,353,746 9,353,746 9,417,167
MISCELLANEOUS DISTRICTS
DISCOVERY BAY WEST PARKING
277100 ASSIGNED-FUND BALANCE 563 563 563
CONTRA COSTA WATER AGENCY
282500 ASSIGNED-FUND BALANCE 3,302,848 3,302,848 3,302,848
TOTAL MISCELLANEOUS DISTRICT 0 0 0 3,303,411 3,303,411 3,303,411
TOTAL PUBLIC PROTECTION 53,611,591 0 0 141,732,144 141,732,144 195,343,735
HEALTH AND SANITATION
Page 12 of 30
Attachment D - Special Districts Schedules ABC
877
OBLIGATED AMOUNT MADE AVAILABLE INC. OR NEW OBLIG. FUND BAL TOTAL
FUND FUND BAL BY CANCELLATION TO BE PROVIDED OBLIGATED
DESCRIPTION - PURPOSE BALANCE FUND BAL
AS OF FOR
6/30/2023 RECOMMENDED ADOPTED RECOMMENDED ADOPTED BUDGET YEAR
SCHEDULE A
DETAIL OF PROVISIONS FOR OBLIGATED FUND BALANCES
FOR FISCAL YEAR 2023-2024 ADOPTED BUDGET
County Special Districts
EMERGENCY MEDICAL SERVICES
WCC HLTHCARE DIST
213500 ASSIGNED-FUND BALANCE 5,929,353 5,929,353 5,929,353
WCCHCD DEBT SVC
213600 ASSIGNED-FUND BALANCE 7,148,536 7,148,536 7,148,536
SERV AREA EM-1 ZONE A
240500 NONSPENDABLE-PREPAID EXPENSE 20,819 0 20,819
SERV AREA EM-1 ZONE B
240600 ASSIGNED-FUND BALANCE 2,198,386 2,198,386 2,198,386
240600 NONSPENDABLE-PREPAID EXPENSE 11,414 0 11,414
TOTAL EMERGENCY MEDICAL SRVCES 32,233 0 0 15,276,275 15,276,275 15,308,508
TOTAL HEALTH AND SANITATION 32,233 0 0 15,276,275 15,276,275 15,308,508
EDUCATION
SERVICE AREA-LIBRARY
SERV AREA LIB-2,EL SOBRANTE
270200 ASSIGNED-FUND BALANCE 214,467 214,467 214,467
SERV AREA LIB-10,PINOLE
271000 ASSIGNED-FUND BALANCE 3,085 3,085 3,085
SERV AREA LIB-12,MORAGA
271200 ASSIGNED-FUND BALANCE 23,190 23,190 23,190
SERV AREA LIB-13,YGNACIO
271300 ASSIGNED-FUND BALANCE 274,519 274,519 274,519
TOTAL SERVICE AREA-LIBRARY 0 0 0 515,261 515,261 515,261
TOTAL EDUCATION 0 0 0 515,261 515,261 515,261
PUBLIC WAYS & FACILITIES
SERVICE AREA-LIGHTING
SERV AREA L-100, COUNTYWIDE
240100 ASSIGNED-FUND BALANCE 242,225 242,225 242,225
CCC CFD 2010-1 ST LIGHTNG
248700 ASSIGNED-FUND BALANCE 6,094 6,094 6,094
Page 13 of 30
Attachment D - Special Districts Schedules ABC
878
OBLIGATED AMOUNT MADE AVAILABLE INC. OR NEW OBLIG. FUND BAL TOTAL
FUND FUND BAL BY CANCELLATION TO BE PROVIDED OBLIGATED
DESCRIPTION - PURPOSE BALANCE FUND BAL
AS OF FOR
6/30/2023 RECOMMENDED ADOPTED RECOMMENDED ADOPTED BUDGET YEAR
SCHEDULE A
DETAIL OF PROVISIONS FOR OBLIGATED FUND BALANCES
FOR FISCAL YEAR 2023-2024 ADOPTED BUDGET
County Special Districts
TOTAL SERVICE AREA-LIGHTING 0 0 0 248,319 248,319 248,319
SERVICE AREA MISCELLANEOUS
SERV AREA M-1,DELTA FERRY
247000 ASSIGNED-FUND BALANCE 1,584 1,584 1,584
CSA M-28
247300 ASSIGNED-FUND BALANCE 39,821 39,821 39,821
SERV AREA M-29, DOUGHERTY VALLEY
247500 ASSIGNED-FUND BALANCE 10,216,729 10,216,729 10,216,729
NO RCHMD MTCE CFD 2006-1
248500 ASSIGNED-FUND BALANCE 4,484 4,484 4,484
BART TRNSIT VLG CFD 2008-1
248600 ASSIGNED-FUND BALANCE 10,329 10,329 10,329
SERV AREA M-16,CLYDE
248800 ASSIGNED-FUND BALANCE 74,020 74,020 74,020
SERV AREA M-17 MONTALVIN
248900 ASSIGNED-FUND BALANCE 17,315 17,315 17,315
248900 NONSPENDABLE-PETTY CASH 5,000 0 5,000
SERV AREA M-20,RODEO
249200 ASSIGNED-FUND BALANCE 4,673 4,673 4,673
SERV AREA M-23,BLACKHAWK
249600 ASSIGNED-FUND BALANCE 57,361 57,361 57,361
SERV AREA M-30,DANVILLE
249900 ASSIGNED-FUND BALANCE 4,593 4,593 4,593
TOTAL SERVICE AREA MISCELLANEOUS 5,000 0 0 10,430,909 10,430,909 10,435,909
SERVICE AREA-ROAD MAINTENANCE
SERV AREA RD-4, BETHEL ISLAND
249400 ASSIGNED-FUND BALANCE 5,671 5,671 5,671
TOTAL SERVICE AREA-ROAD MAINTENANCE 0 0 0 5,671 5,671 5,671
Page 14 of 30
Attachment D - Special Districts Schedules ABC
879
OBLIGATED AMOUNT MADE AVAILABLE INC. OR NEW OBLIG. FUND BAL TOTAL
FUND FUND BAL BY CANCELLATION TO BE PROVIDED OBLIGATED
DESCRIPTION - PURPOSE BALANCE FUND BAL
AS OF FOR
6/30/2023 RECOMMENDED ADOPTED RECOMMENDED ADOPTED BUDGET YEAR
SCHEDULE A
DETAIL OF PROVISIONS FOR OBLIGATED FUND BALANCES
FOR FISCAL YEAR 2023-2024 ADOPTED BUDGET
County Special Districts
TOTAL PUBLIC WAYS & FACILITIES 5,000 0 0 10,684,899 10,684,899 10,689,899
RECREATION & CULTURAL SVC
SERVICE AREA RECREATION
SERV AREA R-4 MORAGA
275100 ASSIGNED-FUND BALANCE 2 2 2
SERV AREA R-9, EL SOBRANTE
275700 ASSIGNED-FUND BALANCE 3,000 3,000 3,000
SERV AREA R-7 ZONE A
275800 ASSIGNED-FUND BALANCE 143,467 143,467 143,467
275800 NONSPENDABLE-PETTY CASH 5,000 5,000
SERV AREA R-10 RODEO
276000 ASSIGNED-FUND BALANCE 1,117 1,117 1,117
276000 NONSPENDABLE-PETTY CASH 3,000 3,000
TOTAL SERVICE AREA RECREATION 8,000 0 0 147,586 147,586 155,586
TOTAL RECREATION & CULTURAL SVC 8,000 0 0 147,586 147,586 155,586
TOTAL OBLIGATED FUND BALANCES 53,656,823 0 0 168,356,165 168,356,165 222,012,988
Page 15 of 30
Attachment D - Special Districts Schedules ABC
880
Fund
Balance
Per Auditor Fund
as of Less Obligated Fund Balances Balance
District 6/30/2023 Encumbrances
Nonspendable,
Restricted & Committed Assigned Available
PUBLIC PROTECTION
FIRE PROTECTION
202000 7300 CCCFPD-Consolidated Fire 57,464,575 836,047 1,034,810 55,593,718 (0)
202200 7022 CCCFPD POB Debt Svc Fund 4,135 0 4,135 0
202400 7024 CCCFPD POB Stabilization Fund 27,381,810 27,410,810 (29,000)
202500 7025 CCFPD CAPTL Construction 18,941,628 12,149,328 6,792,300
202800 7028 Crockett-Carquinez Fire Dist 826,036 0 826,036 0
203100 7031 CCCFPD-Cap Outlay-Consolidated 737,840 221,151 516,689
203400 7034 Riverview Fire Developer Fee 8,833,864 8,833,864 0
203500 7035 CCCFPD Fire Prevention-Consolidated 1,449,612 1,449,612 0
203600 7036 CCCFPD New Devlpmt Pmt Fee FD 1,567,491 30,436 1,537,055
203800 7038 CCCFPD Pittsburg Special FND 10,971 1,480 9,491
204000 7040 CCCFPD EMS Transport Fund 72,429,609 683,496 643,432 63,155,986 7,946,695
TOTAL FIRE PROTECTION 189,647,571 1,519,543 1,678,242 169,676,556 16,773,230
FLOOD CONTROL
250500 7505 Flood Control & Wtr Conserv 13,022,715 198,882 2,686,000 1,834,833 8,303,000
252000 7520 Flood Control Zone #3B 43,291,472 1,740,000 586,472 40,965,000
252100 7521 Flood Control Zone #1 11,070,763 0 502,763 10,568,000
252200 7522 Flood Control Zone #2 400 400
252600 7526 Flood Control Zone #6A 17,133 17,133
252700 7527 Flood Control Zone #7 227,334 31,334 196,000
253000 7530 Flood Control Zone #8 114,266 1,266 113,000
253100 7531 Flood Control Zone #8A 14,255 14,255
253200 7532 Flood Control Zone #9 24,359 2,359 22,000
253400 7534 Flood Control Drainage 37A 5,273 5,273
253500 7535 Flood Control Drainage 33A 224,033 0 33 224,000
253600 7536 Flood Control Drainage 75A 295,570 295,570
253700 7537 Flood Control Drainage 128 99,671 99,671
253800 7538 Flood Control Drainage 57 196,100 1,100 195,000
253900 7539 Flood Control Drainage 67 47,176 0 3,176 44,000
254000 7540 Flood Control Drainage 19A 604,737 604,737
254100 7541 Flood Control Drainage 33B 102,800 6,800 96,000
254200 7542 Flood Control Drainage 76 398,227 290,227 108,000
254300 7543 Flood Control Drainage 62 263,818 4,818 259,000
SCHEDULE B
2023-2024
CONTRA COSTA COUNTY
SPECIAL DISTRICTS
FUND BALANCE AVAILABLE
Page 16 of 30
Attachment D - Special Districts Schedules ABC
881
Fund
Balance
Per Auditor Fund
as of Less Obligated Fund Balances Balance
District 6/30/2023 Encumbrances
Nonspendable,
Restricted & Committed Assigned Available
SCHEDULE B
2023-2024
CONTRA COSTA COUNTY
SPECIAL DISTRICTS
FUND BALANCE AVAILABLE
254400 7544 Flood Control Drainage 72 49,903 49,903
254500 7545 Flood Control Drainage 78 35,442 35,442
254600 7546 Flood Control Drainage 30B 2,043,991 2,043,991
254700 7547 Flood Control Drainage 44B 619,196 91,196 528,000
254800 7548 Flood Control Drainage 29E 43,486 13,486 30,000
254900 7549 Flood Control Drainage 52B 108,490 6,490 102,000
255000 7550 Flood Control Drainage 290 35,713 35,713
255100 7551 Flood Control Drainage 300 102,533 102,533
255200 7552 Flood Control Drainage 13 6,843,010 7,010 6,836,000
255300 7553 Flood Control Drainage 52A 597,848 4,848 593,000
255400 7554 Flood Control Drainage 10 7,385,682 0 29,682 7,356,000
255500 7555 Flood Control Drainage 29C 476,251 0 5,251 471,000
255600 7556 Flood Control Drainage 29D 115,292 115,292
255700 7557 Flood Control Drainage 30A 66,093 11,093 55,000
255800 7558 Flood Control Drainage 30C 3,656,578 3,656,578
255900 7559 Flood Control Drainage 15A 160,296 0 3,296 157,000
256000 7560 Flood Control Drainage 910 182,692 0 182,692
256100 7561 Flood Control Drainage 33C 1,128 1,128
256200 7562 Flood Control Drainage 130 12,041,690 0 2,048,690 9,993,000
256300 7563 Flood Control Drainage 127 42,211 21,211 21,000
256500 7565 Flood Control Drainage 40A 400,034 400,034
256600 7566 Flood Control Drainage 56 11,894,472 350,000 597,472 10,947,000
256700 7567 Flood Control Drainage 73 236,198 236,198
256800 7568 Flood Control Drainage 29G 342,848 342,848
256900 7569 Flood Control Drainage 29H 1,711,995 1,711,995
257000 7570 Flood Control Drainage 29J 53,633 7,633 46,000
257100 7571 Flood Control Drainage 52C 4,471,635 4,471,635
257200 7572 Flood Control Drainage 48C 679,357 4,357 675,000
257300 7573 Flood Control Drainage 48D 20,637 13,637 7,000
257400 7574 Flood Control Drainage 48B 107,645 107,645
257500 7575 Flood Control Drainage 67A 454,264 7,264 447,000
257600 7576 Flood Control Drainage 76A 405,838 405,838
257700 7577 Flood Control Drainage 520 305,539 305,539
257800 7578 Flood Control Drainage 46 1,832,458 0 31,458 1,801,000
257900 7579 Flood Control Drainage 55 17,456 0 7,456 10,000
258000 7580 Flood Control Drainage 1010 1,060,171 0 1,060,171
Page 17 of 30
Attachment D - Special Districts Schedules ABC
882
Fund
Balance
Per Auditor Fund
as of Less Obligated Fund Balances Balance
District 6/30/2023 Encumbrances
Nonspendable,
Restricted & Committed Assigned Available
SCHEDULE B
2023-2024
CONTRA COSTA COUNTY
SPECIAL DISTRICTS
FUND BALANCE AVAILABLE
FLOOD CONTROL CONT.0
258100 7581 Flood Control Drainage 101A 991,865 0 991,865.00
258200 7582 Flood Control Drainage 1010A 364,032 364,032
258300 7583 Flood Control Drainage 16 2,187,538 0 25,538 2,162,000
258400 7584 Flood Control Drainage 52D 26,717 4,717 22,000
258500 7585 Flood Control Drainage 87 47,978 47,978
258600 7586 Flood Control Drainage 88 22,762 22,762
258700 7587 Flood Control Drainage 89 138,934 3,934 135,000
258800 7588 Flood Control Drainage 22 189,203 0 1,203 188,000
259500 7595 Flood Control Drainage 109 23,096 23,096
259700 7597 Flood Control Drainage 47 270,636 2,636 268,000
TOTAL FLOOD CONTROL 132,884,568 198,882 4,776,000 6,214,739 121,694,947
STORM DRAINAGE DISTRICTS
259400 7594 Storm Drainage Zone #19 1,859 0 1,859
TOTAL STORM DRAINAGE DISTRICTS 1,859 0 0 0 1,859
STORMWATER UTILITY DISTRICTS
248400 7484 CCC CFD 2007-1 Stormwater 53,930 0 53,930
250100 7501 Stormwater Util A-1 Ant 116,181 0 2,181 114,000
250200 7502 Stormwater Util A-2 Clyn 11,416 0 2,416 9,000
250300 7503 Stormwater Util A-3 Conc 110,778 0 6,778 104,000
250400 7504 Stormwater Util A-4 Danv 46,307 0 14,307 32,000
250700 7507 Stormwater Util A-7 Laf 36,352 0 6,352 30,000
250800 7508 Stormwater Util A-8 Mrtz 41,482 0 6,482 35,000
250900 7509 Stormwater Util A-9 Mrga 23,238 0 3,238 20,000
251000 7510 Stormwater Util A-10 Orin 234,289 0 205,289 29,000
251100 7511 Stormwater Util A-11 Pinl 27,328 0 1,328 26,000
251200 7512 Stormwater Util A-12 Pitt 103,835 0 10,835 93,000
251300 7513 Stormwater Util A-13 Pl H 39,290 0 1,290 38,000
251400 7514 Stormwater Util A-14 S Pb 42,297 0 2,297 40,000
251500 7515 Stormwater Util A-15 S Rm 57,767 0 6,767 51,000
251600 7516 Stormwater Util A-16 W Ck 56,938 0 56,938
251700 7517 Stormwater Util A-17 Co 4,200,380 0 4,200,380
251800 7518 Stormwater Util A-18 Okly 30,060 0 8,060 22,000
Page 18 of 30
Attachment D - Special Districts Schedules ABC
883
Fund
Balance
Per Auditor Fund
as of Less Obligated Fund Balances Balance
District 6/30/2023 Encumbrances
Nonspendable,
Restricted & Committed Assigned Available
SCHEDULE B
2023-2024
CONTRA COSTA COUNTY
SPECIAL DISTRICTS
FUND BALANCE AVAILABLE
STORMWATER UTILITY DISTRICTS
251900 7519 Stormwater Util Admin 6,867,458 8,220 6,859,238
252300 7523 Stormwater Util A-19 Rich 87,712 0 87,712
252500 7525 Stormwater Util A-5 El C 14,620 0 14,620
253300 7533 Stormwater Util A-20 Brnt 48,686 0 48,686
252400 7596 Stormwater Util A-6 Herc 34,247 0 34,247
TOTAL STORMWATER UTILITY DISTRICTS 12,284,591 8,220 0 277,620 11,998,751
SERVICE AREA-POLICE
260300 7603 Area P-6 Zone 502 5,975 0 5,975 0
260500 7605 Area P-6 Zone 1508 700 0 700 0
260600 7606 Area P-6 Zone 1614 1,547 0 1,547 0
260700 7607 Area P-6 Zone 1804 2,140 0 2,140 0
260800 7608 Area P-6 Zone 2201 1,915 0 1,915 0
260900 7609 Area P-6 Zone 501 (2,410)0 (2,410)
261000 7610 Area P-6 Zone 1613 2,164 0 2,164 0
261100 7611 Area P-6 Zone 2200 1,572 0 1,572 0
261200 7612 Area P-6 Zone 2502 1,717 0 1,717 0
261300 7613 Area P-6 Zone 2801 1,744 0 1,744 0
261400 7614 Area P-6 Zone 1609 1,401 0 1,401 0
261500 7615 Area P-6 Zone 1610 1,763 0 1,763 0
261600 7616 Area P-6 Zone 1611 2,128 0 2,128 0
261700 7617 Area P-6 Zone 1612 1,813 0 1,813 0
261800 7618 Area P-6 Zone 2501 3,582 0 3,582 0
261900 7619 Area P-6 Zone 2800 1,609 0 1,609 0
262000 7620 Area P-6 Zone 1514 1,399 0 1,399 0
262100 7621 Area P-6 Zone 1101 2,626 0 2,626 0
262200 7622 Area P-6 Zone 1803 1,400 0 1,400 0
262300 7623 Area P-6 Zone 1700 5,551 0 5,551 0
262500 7625 Area P-6 Zone 2903 1,448 0 1,448 0
262400 7624 Area P-6 Zone 2000 2,111 0 2,111 0
262600 7626 Area P-6 Zone 1505 2,333 0 2,333 0
262700 7627 Area P-6 Zone 1506 2,021 0 2,021 0
262800 7628 Area P-6 Zone 1001 2,190 0 2,190 0
262900 7629 P-6 Central Admin Base 14,903,562 0 1,281,527 13,622,035
Page 19 of 30
Attachment D - Special Districts Schedules ABC
884
Fund
Balance
Per Auditor Fund
as of Less Obligated Fund Balances Balance
District 6/30/2023 Encumbrances
Nonspendable,
Restricted & Committed Assigned Available
SCHEDULE B
2023-2024
CONTRA COSTA COUNTY
SPECIAL DISTRICTS
FUND BALANCE AVAILABLE
SERVICE AREA-POLICE CON'T.
263000 7630 Area P-6 Zone 1607 3,051 0 3,051 0
263100 7631 Area P-6 Zone 1504 2,021 0 2,021 0
263200 7632 Area P-6 Zone 2702 2,624 0 2,624 0
274500 7729 Area P-6 Zone 2703 1,711 0 1,711 0
263300 7633 Area P-6 Zone 1606 1,238 0 1,238 0
263400 7634 Area P-6 Zone 1605 1,993 0 1,993 0
263600 7636 Area P-6 Zone 1503 3,020 0 3,020 0
263700 7637 Area P-6 Zone 400 3,228 0 3,228 0
263800 7638 Area P-6 Zone 702 1,400 0 1,400 0
263900 7639 Area P-6 Zone 1502 1,263 0 1,263 0
264000 7640 Area P-6 Zone 3100 2,033 0 2,033 0
264100 7641 Area P-6 Zone 2500 2,467 0 2,467 0
264200 7642 Area P-6 Zone 701 2,947 0 2,947 0
264300 7643 Area P-6 Zone 202 2,455 0 2,455 0
264400 7644 Area P-6 Zone 1501 2,389 0 2,389 0
264500 7645 Area P-6 Zone 1604 2,368 0 2,368 0
264600 7646 Area P-6 Zone 1801 2,232 0 2,232 0
264700 7647 Area P-6 Zone 2901 904 0 904 0
264800 7648 Area P-6 Zone 1603 1,400 0 1,400 0
264900 7649 Area P-6 Zone 1200 2,075 0 2,075 0
265000 7650 Police SVC-Crockett Cogen 310,949 0 0 310,949
265200 7652 Police Area 2 Danville 10,902 0 648 10,254
265300 7653 Area P-2 Zone A, Blackhawk 372,089 17,350 35,272 319,468
265400 7654 Area P-6 Zone 2902 1,801 0 1,801 0
265500 7655 Area P-5, Roundhill Area 586,356 0 4,758 512,820 68,778
265600 7656 Service Area PL6 13,985,088 0 6,916,427 7,068,661
265700 7657 Area P-2 Zone B, Alamo 449,266 0 0 357,679 91,587
265800 7658 Area P-6 Zone 206 1,400 0 1,400 0
265900 7659 Area P-6 Zone 207 1,903 0 1,903 0
266100 7661 Area P-6 Zone 200 3,140 0 3,140 0
266200 7662 Area P-16 Zone 212 6,370 0 6,370 0
266300 7663 Area P-6 Zone 2504 2,345 0 2,345 0
266500 7665 Area P6 zone 1203 805 0 805 0
266700 7667 Area P-6 Zone 505 496 0 496 0
266800 7668 Area P6 zone 1007 2,366 0 2,366 0
Page 20 of 30
Attachment D - Special Districts Schedules ABC
885
Fund
Balance
Per Auditor Fund
as of Less Obligated Fund Balances Balance
District 6/30/2023 Encumbrances
Nonspendable,
Restricted & Committed Assigned Available
SCHEDULE B
2023-2024
CONTRA COSTA COUNTY
SPECIAL DISTRICTS
FUND BALANCE AVAILABLE
SERVICE AREA-POLICE CON'T.
267000 7670 Area P6 zone 3113 112 0 112 0
267100 7671 Area P-6 Zone 209 1,701 0 1,701 0
267200 7372 Area P-6 Zone 211 1,996 0 1,996 0
267300 7673 Area P-6 Zone 1005 1,851 0 1,851 0
267400 7674 Area P-6 Zone 201 6,888 0 6,888 0
267500 7675 Area P-6 Zone 2700 2,313 0 2,313 0
267600 7776 Area P-6 Zone 2904 981 0 981 0
267700 7672 Area P-6 Zone 2905 1,045 0 1,045 0
268000 7680 Area P-6 Zone 700 700 0 700 0
268100 7681 Area P-6 Zone 1100 1,400 0 1,400 0
268200 7682 Area P-6 Zone 1600 1,681 0 1,681 0
268300 7683 Area P-6 Zone 2601 2,462 0 2,462 0
268400 7684 Area P-6 Zone 500 4,403 0 4,403 0
268500 7685 Area P-6 Zone 1000 1,399 0 1,399 0
268700 7687 Area P-6 Zone 2900 1,399 0 1,399 0
268800 7688 Area P-6 Zone 1006 2,204 0 2,204 0
268900 7689 Area P-6 Zone 1601 2,407 0 2,407 0
269000 7690 Area P-6 Zone 2300 2,265 0 2,265 0
269300 7693 Area P-6 Zone 1602 2,877 0 2,877 0
269400 7694 Area P-6 Zone 1800 3,115 0 3,115 0
269500 7695 Area P-6 Zone 2600 3,297 0 3,297 0
269600 7696 Area P-6 Zone 2701 1,756 0 1,756 0
269700 7697 Area P-6 Zone 1500 1,257 0 1,257 0
269900 7699 Area P-6 Zone 3000 3,089 0 3,089 0
271500 7735 Area P-6 Zone 1512 700 0 700 0
271600 7736 Area P-6 Zone 1608 741 0 741 0
271700 7737 Area P-6 Zone 1616 2,001 0 2,001 0
271800 7738 Area P-6 Zone 1802 700 0 700 0
271900 7739 Area P-6 Zone 2704 2,463 0 2,463 0
272000 7700 Area P-6 Zone 503 9,473 0 9,473 0
272100 7701 Area P-6 Zone 3103 1,400 0 1,400 0
272200 7703 Area P-6 Zone 900 3,390 0 3,390 0
272300 7704 Area P-6 Zone 1509 2,196 0 2,196 0
272400 7705 Area P-6 Zone 3101 2,529 0 2,529 0
272500 7706 Area P-6 Zone 1615 1,863 0 1,863 0
Page 21 of 30
Attachment D - Special Districts Schedules ABC
886
Fund
Balance
Per Auditor Fund
as of Less Obligated Fund Balances Balance
District 6/30/2023 Encumbrances
Nonspendable,
Restricted & Committed Assigned Available
SCHEDULE B
2023-2024
CONTRA COSTA COUNTY
SPECIAL DISTRICTS
FUND BALANCE AVAILABLE
SERVICE AREA-POLICE CON'T.
272600 7707 Area P-6 Zone 1511 2,267 0 2,267 0
272700 7708 Area P-6 Zone 1510 2,065 0 2,065 0
272800 7709 Area P-6 Zone 203 1,565 0 1,565 0
273000 7714 Area P-6 Zone 1002 1,400 0 1,400 0
273100 7715 Area P-6 Zone 2602 1,277 0 1,277 0
273200 7716 Area P-6 Zone 204 2,183 0 2,183 0
273300 7717 Area P-6 Zone 1003 2,144 0 2,144 0
273400 7718 Area P-6 Zone 1201 2,690 0 2,690 0
273500 7719 Area P-6 Zone 2203 8,298 0 8,298 0
273600 7720 Area P-6 Zone 3001 3,646 0 3,646 0
273700 7723 Area P-6 Zone 504 2,362 0 2,362 0
273800 7721 Area P-6 Zone 3102 1,531 0 1,531 0
273900 7722 Area P-6 Zone 3104 1,400 0 1,400 0
274000 7724 Area P-6 Zone 2202 5,090 0 5,090 0
274100 7725 Area P-6 Zone 205 1,410 0 1,410 0
274200 7726 Area P-6 Zone 301 4,119 0 4,119 0
274300 7727 Area P-6 Zone 1004 1,400 0 1,400 0
274400 7728 Area P-6 Zone 2603 2,930 0 2,930 0
274600 7746 Area P-6 Zone 3002 3,422 0 3,422 0
274700 7747 Area P-6 Zone 3105 840 0 840 0
274800 7748 Area P-6 Zone 3106 848 0 848 0
274900 7749 Area P-6 Zone 3107 2,227 0 2,227 0
277500 7745 Area P-6 Zone 0210 2,431 0 2,431 0
277600 7734 Area P-6 Zone 1513 2,231 0 2,231 0
277700 7741 Area P-6 Zone 2604 3,000 0 3,000 0
277800 7742 Area P-6 Zone 2605 13,230 0 13,230 0
277900 7743 Area P-6 Zone 3003 2,865 0 2,865 0
278000 7744 Area P-6 Zone 3004 1,176 0 1,176 0
278100 7731 Area P-6 Zone 3108 1,099 0 1,099 0
278200 7732 Area P-6 Zone 3109 2,285 0 2,285 0
278300 7733 Area P-6 Zone 3110 2,722 0 2,722 0
278500 7730 Area P-6 Zone 3112 3,167 0 3,167 0
278700 7677 Area P-6 Zone 2606 625 0 625 0
278800 7988 Area P-6 Zone 1214 1,424 0 1,424 0
Page 22 of 30
Attachment D - Special Districts Schedules ABC
887
Fund
Balance
Per Auditor Fund
as of Less Obligated Fund Balances Balance
District 6/30/2023 Encumbrances
Nonspendable,
Restricted & Committed Assigned Available
SCHEDULE B
2023-2024
CONTRA COSTA COUNTY
SPECIAL DISTRICTS
FUND BALANCE AVAILABLE
SERVICE AREA-POLICE CON'T.
279300 7993 Area P-6 Zone 3005 428 0 428 0
279500 7995 Area P-6 Zone 3007 2,542 0 2,542 0
TOTAL SERVICE AREA-POLICE 30,906,489 0 22,107 9,395,060 21,489,322
SERVICE AREA-DRAINAGE
260200 7602 Area D-2,Walnut Creek 445,721 0 445,721
TOTAL SERVICE AREA-DRAINAGE 445,721 0 0 445,721
MISCELLANEOUS DISTRICTS
277100 7771 Discovery Bay West Parking 22,563 0 563 22,000
282500 7825 Contra Costa Water Agency 3,302,848 0 3,302,848 0
TOTAL MISCELLANEOUS DISTRICTS 3,325,411 0 3,303,411 22,000
TOTAL PUBLIC PROTECTION 369,496,210 1,726,645 6,476,349 188,867,386 172,425,830
HEALTH AND SANITATION
EMERGENCY MEDICAL SERVICES
240500 7405 Area EM-1, Zone A 19,555 0 20,819 (1,264)
213500 7135 WCC Hlthcare Dist 8,412,353 0 5,929,353 2,483,000
213600 7136 WCC Debt SVC 7,148,536 7,148,536 0
240600 7406 Area EM-1, Zone B 4,161,800 0 11,414 2,198,386 1,952,000
TOTAL EMERGENCY MEDICAL SERVICES 19,742,244 32,233 15,276,275 4,433,736
TOTAL HEALTH AND SANITATION 19,742,244 32,233 15,276,275 4,433,736
EDUCATION
SERVICE AREA-LIBRARY
270200 7702 Area LIB-2,El Sobrante 214,467 0 214,467 0
271000 7710 Area LIB-10,Pinole 3,085 0 3,085 0
271200 7712 Area LIB-12,Moraga 23,190 0 23,190 0
271300 7713 Area LIB-13,Ygnacio 274,519 0 274,519 0
TOTAL SERVICE AREA-LIBRARY 515,261 0 515,261 0
TOTAL EDUCATION 515,261 0 515,261 0
Page 23 of 30
Attachment D - Special Districts Schedules ABC
888
Fund
Balance
Per Auditor Fund
as of Less Obligated Fund Balances Balance
District 6/30/2023 Encumbrances
Nonspendable,
Restricted & Committed Assigned Available
SCHEDULE B
2023-2024
CONTRA COSTA COUNTY
SPECIAL DISTRICTS
FUND BALANCE AVAILABLE
PUBLIC WAYS AND FACILITIES
SERVICE AREA-LIGHTING
240100 7394 Area L-100, Countywide 8,536,225 0 242,225 8,294,000
248700 7487 CCC CFD 2010-1 St Lightng 161,094 0 6,094 155,000
TOTAL SERVICE AREA-LIGHTING 8,697,319 0 0 248,319 8,449,000
SERVICE AREA-MISCELLANEOUS
247000 7470 Area M-1, Delta Ferry 7,584 0 1,584 6,000
247300 7473 247300 - CSA M-28 786,821 0 39,821 747,000
247500 7475 Area M-29, Dougherty Valley 16,696,729 0 10,216,729 6,480,000
247600 7476 Area M-31 PH BART 267,454 0 267,454
248000 7480 CSA T-1 Danville 3,339,680 0 3,339,680
248500 7485 No Rchmd Mtce CFD 2006-1 582,484 0 4,484 578,000
248600 7486 Bart Trnsit VLG CFD 2008-1 137,329 0 10,329 127,000
248800 7488 Area M-16, Clyde 182,020 74,020 108,000
248900 7489 Area M-17, Montalvin Manor 250,315 0 5,000 17,315 228,000
249200 7492 Area M-20, Rodeo 63,673 0 4,673 59,000
249600 7496 Area M-23, Blackhawk 274,361 0 57,361 217,000
249900 7499 Area M-30, Danville 113,593 0 4,593 109,000
TOTAL SERVICE AREA-MISCELLANEOUS 22,702,043 0 5,000 10,430,909 12,266,134
SERVICE AREA-ROAD MAINTENANCE
249400 7494 Area RD-4, Bethel Island 145,671 0 5,671 140,000
TOTAL SERVICE AREA-ROAD MAINTENANCE 145,671 0 0 5,671 140,000
TOTAL PUBLIC WAYS AND FACILITIES 31,545,033 0 5,000 10,684,899 20,855,134
RECREATION/CULTURAL SVCS
SERVICE AREA-RECREATION
275100 7751 Service Area R-4 Moraga 2 0 2 0
275700 7757 Service Area R-9, El Sobrante 5,000 0 3,000 2,000
275800 7758 Service Area R-7,Zone A Alamo 5,236,530 2,063 5,000 143,467 5,086,000
Page 24 of 30
Attachment D - Special Districts Schedules ABC
889
Fund
Balance
Per Auditor Fund
as of Less Obligated Fund Balances Balance
District 6/30/2023 Encumbrances
Nonspendable,
Restricted & Committed Assigned Available
SCHEDULE B
2023-2024
CONTRA COSTA COUNTY
SPECIAL DISTRICTS
FUND BALANCE AVAILABLE
SERVICE AREA-RECREATION CONT.
276000 7770 Service Area R-10, Rodeo 4,117 0 3,000 1,117 0
298000 7980 Serv Area R-8 Debt Svc,Walnut Creek 0 0
TOTAL SERVICE AREA-RECREATION 5,245,649 2,063 8,000 147,586 5,088,000
TOTAL RECREATION/CULTURAL SVCS 5,245,649 2,063 8,000 147,586 5,088,000
TOTAL COUNTY SPECIAL DISTRICTS 426,544,397 1,728,708 6,521,582 215,491,407 202,802,701
Page 25 of 30
Attachment D - Special Districts Schedules ABC
890
2023-2024 2023-2024 FINAL
RECOMMENDED ADOPTED YEAR-END
BUDGET BUDGET FUND FUND RECOMMENDED
FUND FUND BALANCE BALANCE LINE ITEM CHANGES
DISTRICT BALANCE BALANCE AVAILABLE CHANGE AMOUNT B/U-ACCT
PUBLIC PROTECTION
FIRE PROTECTION
7024 CCCFPD POB Stabilization Fund (29,000)(29,000)(29,000)0 0
7025 CCFPD CAPTL Construction 6,792,300 6,792,300 6,792,300 0 0
7031 CCCFPD-Cap Outlay-Consolidated 516,689 516,689 516,689 0 0
7036 CCCFPD New Devlpmt Pmt Fee FD 1,537,055 1,537,055 1,537,055 0 0
7038 CCCFPD Pittsburg Special Fund 9,491 9,491 9,491 0 0
7040 CCCFPD EMS Transport Fund 7,946,695 7,946,695 7,946,695 0 0
TOTAL FIRE PROTECTION 16,773,230 16,773,230 16,773,230 (0)(0)
FLOOD CONTROL
7505 Flood Control & Wtr Conserv 8,303,000 8,303,000 8,303,000 0 0
7520 Flood Control Zone #3B 40,965,000 40,965,000 40,965,000 0 0
7521 Flood Control Zone #1 10,568,000 10,568,000 10,568,000 0 0
7522 Flood Control Zone #2 1,000 1,000 400 (600)(600)7522-5011
7526 Flood Control Zone #6A 18,000 18,000 17,133 (867)(867)7526-2479
7527 Flood Control Zone #7 196,000 196,000 196,000 0 0
7530 Flood Control Zone #8 113,000 113,000 113,000 0 0
7531 Flood Control Zone #8A 84,000 84,000 14,255 (69,745)(69,745)7531-5011
7532 Flood Control Zone #9 22,000 22,000 22,000 0 0
7534 Flood Control Drainage 37A 6,000 6,000 5,273 (727)(727)7534-2479
7535 Flood Control Drainage 33A 224,000 224,000 224,000 0 0
7536 Flood Control Drainage 75A 477,000 477,000 295,570 (181,430)(181,430)7536-2479
7537 Flood Control Drainage 128 108,000 108,000 99,671 (8,329)(8,329)7537-2479
7538 Flood Control Drainage 57 195,000 195,000 195,000 0 0
7539 Flood Control Drainage 67 44,000 44,000 44,000 0 0
7540 Flood Control Drainage 19A 1,024,000 1,024,000 604,737 (419,263)(419,263)7540-2479
7541 Flood Control Drainage 33B 96,000 96,000 96,000 0 0
7542 Flood Control Drainage 76 108,000 108,000 108,000 0 0
7543 Flood Control Drainage 62 259,000 259,000 259,000 0 0
7544 Flood Control Drainage 72 50,000 50,000 49,903 (97)(97)7544-2479
7545 Flood Control Drainage 78 108,000 108,000 35,442 (72,558)(72,558)7545-2479
7546 Flood Control Drainage 30B 2,316,000 2,316,000 2,043,991 (272,009)(272,009)7546-2479
7547 Flood Control Drainage 44B 528,000 528,000 528,000 0 0
SCHEDULE C
RECOMMENDED VS. FINAL BUDGET
FUND BALANCE CHANGES
APPROPRIATION AND ESTIMATED REVENUE RECOMMENDATIONS
FOR 2023-2024 ADOPTED BUDGET
Page 26 of 30
Attachment D - Special Districts Schedules ABC
891
2023-2024 2023-2024 FINAL
RECOMMENDED ADOPTED YEAR-END
BUDGET BUDGET FUND FUND RECOMMENDED
FUND FUND BALANCE BALANCE LINE ITEM CHANGES
DISTRICT BALANCE BALANCE AVAILABLE CHANGE AMOUNT B/U-ACCT
SCHEDULE C
RECOMMENDED VS. FINAL BUDGET
FUND BALANCE CHANGES
APPROPRIATION AND ESTIMATED REVENUE RECOMMENDATIONS
FOR 2023-2024 ADOPTED BUDGET
7548 Flood Control Drainage 29E 30,000 30,000 30,000 0 0
7549 Flood Control Drainage 52B 102,000 102,000 102,000 0 0
7550 Flood Control Drainage 290 36,000 36,000 35,713 (287)(287)7550-2479
7551 Flood Control Drainage 300 103,000 103,000 102,533 (467)(467)7551-2479
7552 Flood Control Drainage 13 6,836,000 6,836,000 6,836,000 0 0
7553 Flood Control Drainage 52A 593,000 593,000 593,000 0 0
7554 Flood Control Drainage 10 7,356,000 7,356,000 7,356,000 0 0
7555 Flood Control Drainage 29C 471,000 471,000 471,000 0 0
7556 Flood Control Drainage 29D 116,000 116,000 115,292 (708)(708)7556-2479
7557 Flood Control Drainage 30A 55,000 55,000 55,000 0 0
7558 Flood Control Drainage 30C 3,750,000 3,750,000 3,656,578 (93,422)(93,422)7558-2479
7559 Flood Control Drainage 15A 157,000 157,000 157,000 0 0
7560 Flood Control Drainage 910 237,000 237,000 182,692 (54,308)(54,308)7560-2479
7561 Flood Control Drainage 33C 89,000 89,000 1,128 (87,872)(87,872)7561-2479
7562 Flood Control Drainage 130 9,993,000 9,993,000 9,993,000 0 0
7563 Flood Control Drainage 127 21,000 21,000 21,000 0 0
7565 Flood Control Drainage 40A 854,000 854,000 400,034 (453,966)(453,966)7565-2479
7566 Flood Control Drainage 56 10,947,000 10,947,000 10,947,000 0 0
7567 Flood Control Drainage 73 241,000 241,000 236,198 (4,802)(4,802)7567-2479
7568 Flood Control Drainage 29G 509,000 509,000 342,848 (166,152)(166,152)7568-3505
7569 Flood Control Drainage 29H 1,738,000 1,738,000 1,711,995 (26,005)(26,005)7569-2479
7570 Flood Control Drainage 29J 46,000 46,000 46,000 0 0
7571 Flood Control Drainage 52C 4,487,000 4,487,000 4,471,635 (15,365)(15,365)7571-2479
7572 Flood Control Drainage 48C 675,000 675,000 675,000 0 0
7573 Flood Control Drainage 48D 7,000 7,000 7,000 0 0
7574 Flood Control Drainage 48B 444,000 444,000 107,645 (336,355)(336,355)7574-2479
7575 Flood Control Drainage 67A 447,000 447,000 447,000 0 0
7576 Flood Control Drainage 76A 438,000 438,000 405,838 (32,162)(32,162)7576-2479
7577 Flood Control Drainage 520 327,000 327,000 305,539 (21,461)(21,461)7577-2479
7578 Flood Control Drainage 46 1,801,000 1,801,000 1,801,000 0 0
7579 Flood Control Drainage 55 10,000 10,000 10,000 0 0
7580 Flood Control Drainage 1010 1,105,000 1,105,000 1,060,171 (44,829)(44,829)7580-2479
7581 Flood Control Drainage 101A 994,000 994,000 991,865 (2,135)(2,135)7581-2479
7582 Flood Control Drainage 1010A 380,000 380,000 364,032 (15,968)(15,968)7582-2310
7583 Flood Control Drainage 16 2,162,000 2,162,000 2,162,000 0 0
Page 27 of 30
Attachment D - Special Districts Schedules ABC
892
2023-2024 2023-2024 FINAL
RECOMMENDED ADOPTED YEAR-END
BUDGET BUDGET FUND FUND RECOMMENDED
FUND FUND BALANCE BALANCE LINE ITEM CHANGES
DISTRICT BALANCE BALANCE AVAILABLE CHANGE AMOUNT B/U-ACCT
SCHEDULE C
RECOMMENDED VS. FINAL BUDGET
FUND BALANCE CHANGES
APPROPRIATION AND ESTIMATED REVENUE RECOMMENDATIONS
FOR 2023-2024 ADOPTED BUDGET
7584 Flood Control Drainage 52D 22,000 22,000 22,000 0 0
7585 Flood Control Drainage 87 49,000 49,000 47,978 (1,022)(1,022)7585-2479
7586 Flood Control Drainage 88 23,000 23,000 22,762 (238)(238)7586-2479
7587 Flood Control Drainage 89 135,000 135,000 135,000 0 0
7588 Flood Control Drainage 22 188,000 188,000 188,000 0 0
7595 Flood Control Drainage 109 25,000 25,000 23,096 (1,904)(1,904)7595-2479
7597 Flood Control Drainage 47 268,000 268,000 268,000 0 0
TOTAL FLOOD CONTROL 124,080,000 124,080,000 121,694,947 (2,385,053)(2,385,053)
STORM DRAINAGE DISTRICTS
7594 Zone #19 2,000 2,000 1,859 (141)(141)7594-2479
TOTAL STORM DRAINAGE DISTRICTS 2,000 2,000 1,859 (141)(141)
STORMWATER UTILITY DISTRICTS
7484 CCC CFD 2007-1 Stormwater 67,000 67,000 53,930 (13,070)(13,070)7484-2479
7501 Stormwater Util A-1 Ant 114,000 114,000 114,000 0 0
7502 Stormwater Util A-2 Clyn 9,000 9,000 9,000 0 0
7503 Stormwater Util A-3 Conc 104,000 104,000 104,000 0 0
7504 Stormwater Util A-4 Danv 32,000 32,000 32,000 0 0
7507 Stormwater Util A-7 Laf 30,000 30,000 30,000 0 0
7508 Stormwater Util A-8 Mrtz 35,000 35,000 35,000 0 0
7509 Stormwater Util A-9 Mrga 20,000 20,000 20,000 0 0
7510 Stormwater Util A-10 Orin 29,000 29,000 29,000 0 0
7511 Stormwater Util A-11 Pinl 26,000 26,000 26,000 0 0
7512 Stormwater Util A-12 Pitt 93,000 93,000 93,000 0 0
7513 Stormwater Util A-13 Pl H 38,000 38,000 38,000 0 0
7514 Stormwater Util A-14 S Pb 40,000 40,000 40,000 0 0
7515 Stormwater Util A-15 S Rm 51,000 51,000 51,000 0 0
7516 Stormwater Util A-16 W Ck 99,000 99,000 56,938 (42,062)(42,062)7516-2310
7517 Stormwater Util A-17 Co 6,915,000 6,915,000 4,200,380 (2,714,620)(2,714,620)7517-2479
7518 Stormwater Util A-18 Okly 22,000 22,000 22,000 0 0
7519 Stormwater Util Admin 7,648,000 7,648,000 6,859,238 (788,762)(788,762)7519-2310
7523 Stormwater Util A-19 Rich 126,000 126,000 87,712 (38,288)(38,288)7523-3611
7525 Stormwater Util A-5 El C 26,000 26,000 14,620 (11,380)(11,380)7525-2310
7533 Stormwater Util A-20 Brnt 49,000 49,000 48,686 (314)(314)7533-3611
7596 Stormwater Util A-6 Herc 40,000 40,000 34,247 (5,753)(5,753)7596-2310
Page 28 of 30
Attachment D - Special Districts Schedules ABC
893
2023-2024 2023-2024 FINAL
RECOMMENDED ADOPTED YEAR-END
BUDGET BUDGET FUND FUND RECOMMENDED
FUND FUND BALANCE BALANCE LINE ITEM CHANGES
DISTRICT BALANCE BALANCE AVAILABLE CHANGE AMOUNT B/U-ACCT
SCHEDULE C
RECOMMENDED VS. FINAL BUDGET
FUND BALANCE CHANGES
APPROPRIATION AND ESTIMATED REVENUE RECOMMENDATIONS
FOR 2023-2024 ADOPTED BUDGET
TOTAL STORMWATER UTILITY DISTRICTS 15,613,000 15,613,000 11,998,751 (3,614,249)(3,614,249)
SERVICE AREA-POLICE
7609 Area P-6 Zone 501 0 0 (2,410)(2,410)(2,410)7609-5016
7629 P-6 Central Admin Base 13,622,035 13,622,035 13,622,035 0 0
7650 Police SVC- Crockett Cogen 483,273 483,273 310,949 (172,324)(172,324)7650-2160
7652 Police Area 2 Danville 10,254 10,254 10,254 0 0
7653 Area P-2 Zone A, Blackhawk 423,862 423,862 319,468 (104,394)(104,394)7653-2479
7655 Area P-5, Roundhill Area 68,778 68,778 68,778 0 0
7656 Service Area PL6 7,068,661 7,068,661 7,068,661 0 0
7657 Area P-2 Zone B, Alamo 91,587 91,587 91,587 0 0
TOTAL SERVICE AREA-POLICE 21,768,450 21,768,450 21,489,322 (279,128)(279,128)
SERVICE AREA-DRAINAGE
7602 Area D-2,Walnut Creek 447,000 447,000 445,721 (1,279)(1,279)7602-2479
TOTAL SERVICE AREA-DRAINAGE 447,000 447,000 445,721 (1,279)(1,279)
MISCELLANEOUS DISTRICTS
7771 Discovery Bay West Parking 22,000 22,000 22,000 0 0
TOTAL MISCELLANEOUS DISTRICTS 22,000 22,000 22,000 0 0
TOTAL PUBLIC PROTECTION 178,705,680 178,705,680 172,425,830 (6,279,850)(6,279,850)
HEALTH AND SANITATION
EMERGENCY MEDICAL SERVICES
7405 Area EM-1, Zone A 0 (1,264)(1,264)(1,264)7405-2479
7135 WCC HLTHCARE DIST 2,483,000 2,483,000 2,483,000 0 0
7406 Area EM-1, Zone B 1,952,000 1,952,000 1,952,000 0 0
TOTAL EMERGENCY MEDICAL SERVICES 4,435,000 4,435,000 4,433,736 (1,264)(1,264)
TOTAL HEALTH AND SANITATION 4,435,000 4,435,000 4,433,736 (1,264)(1,264)
PUBLIC WAYS AND FACILITIES
SERVICE AREA-LIGHTING
7394 Area L-100, Countywide 8,294,000 8,294,000 8,294,000 0 0
7487 CCC CFD 2010-1 St Lightng 155,000 155,000 155,000 0 0
Page 29 of 30
Attachment D - Special Districts Schedules ABC
894
2023-2024 2023-2024 FINAL
RECOMMENDED ADOPTED YEAR-END
BUDGET BUDGET FUND FUND RECOMMENDED
FUND FUND BALANCE BALANCE LINE ITEM CHANGES
DISTRICT BALANCE BALANCE AVAILABLE CHANGE AMOUNT B/U-ACCT
SCHEDULE C
RECOMMENDED VS. FINAL BUDGET
FUND BALANCE CHANGES
APPROPRIATION AND ESTIMATED REVENUE RECOMMENDATIONS
FOR 2023-2024 ADOPTED BUDGET
TOTAL SERVICE AREA-LIGHTING 8,449,000 8,449,000 8,449,000 0 0
SERVICE AREA-MISCELLANEOUS
7470 Area M-1, Delta Ferry 6,000 6,000 6,000 0 0
7473 247300 - CSA M-28 747,000 747,000 747,000 0 0
7475 Area M-29, Dougherty Valley 6,480,000 6,480,000 6,480,000 0 0
7476 Area M-31, PH BART 288,000 288,000 267,454 (20,546)(20,546)7476-2310
7480 CSA T-1 Danville 3,503,000 3,503,000 3,339,680 (163,320)(163,320)7480-2479
7485 No Rchmd Mtce CFD 2006-1 578,000 578,000 578,000 0 0
7486 Bart Trnsit VLG CFD 2008-1 127,000 127,000 127,000 0 0
7488 Area M-16, Clyde 108,000 108,000 108,000 0 0
7489 Area M-17, Montalvin Manor 228,000 228,000 228,000 0 0
7492 Area M-20, Rodeo 59,000 59,000 59,000 0 0
7496 Area M-23, Blackhawk 217,000 217,000 217,000 0 0
7499 Area M-30 Danville 109,000 109,000 109,000 0 0
TOTAL SERVICE AREA-MISCELLANEOUS 12,450,000 12,450,000 12,266,134 (183,866)(183,866)
SERVICE AREA-ROAD MAINTENANCE
7494 Area RD-4, Bethel Island 140,000 140,000 140,000 0 0
TOTAL SERVICE AREA-ROAD MAINTENANCE 140,000 140,000 140,000 0 0
TOTAL PUBLIC WAYS AND FACILITIES 21,039,000 21,039,000 20,855,134 (183,866)(183,866)
RECREATION/CULTURAL SVCS
SERVICE AREA-RECREATION
7757 Area R-9, El Sobrante 2,000 2,000 2,000 0 0
7758 Area R-7,Zone A Alamo 5,086,000 5,086,000 5,086,000 0 0
TOTAL SERVICE AREA-RECREATION 5,088,000 5,088,000 5,088,000 0 0
TOTAL RECREATION/CULTURAL SVCS 5,088,000 5,088,000 5,088,000 0 0
TOTAL COUNTY SPECIAL DISTRICTS 209,267,680 209,267,680 202,802,701 (6,464,979)(6,464,979)
Page 30 of 30
Attachment D - Special Districts Schedules ABC
895
CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:23-419 Agenda Date:9/19/2023 Agenda #:
C.18.
To:Board of Supervisors
From:Thomas Geiger, County Counsel
Report Title:Conflict of Interest Code for the Acalanes Union High School District
RECOMMENDATIONS:
APPROVE amendments to the Conflict of Interest Code for the Acalanes Union High School District
("District"), including the list of designated positions.
FISCAL IMPACT:
None.
BACKGROUND:
The District amended its list of designated positions in the Appendix to its Conflict of Interest Code and
submitted the revised Appendix to the Board for approval pursuant to Government Code sections 87306 and
87306.5. The Appendix has been revised to update the list of positions designated to file conflict of interest
statements. A final version of the Appendix is attached hereto as Exhibit A.
These changes will ensure that the Conflict of Interest Code accurately reflects the current positions and
organizational structure in use by the District. A redlined version of the Appendix is attached as Exhibit B.
CONSEQUENCE OF NEGATIVE ACTION:
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.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:CONTRA COSTA COUNTY Printed on 9/14/2023Page 1 of 2
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File #:23-419 Agenda Date:9/19/2023 Agenda #:
C.18.
I hereby certify that this is a true and correct copy of an action taken and entered on theminutes of the Board of Supervisors on the date shown.ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
cc: Monica Nino, Clerk of the Board of Supervisors; Kurtis C. Keller, Deputy County Counsel; Nancy Kendzierski, President,
Acalanes Union High School District
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 2
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CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:23-420 Agenda Date:9/19/2023 Agenda #:
C.19.
To:Board of Supervisors
From:Thomas Geiger, County Counsel
Report Title:Conflict of Interest Code of the Contra Costa County Office of Education
RECOMMENDATIONS:
APPROVE amended Conflict of Interest Code, including the list of designated positions, for the Contra Costa
County Office of Education ("CCCOE").
FISCAL IMPACT:
None
BACKGROUND:
The CCCOE has amended its Conflict of Interest Code, including the list of designated positions, and submitted
the revised code, attached as Exhibit A, to the Board for approval pursuant to Government Code sections 87306
and 87306.5.
The CCCOE's revised code includes updates to the list of positions designated to file conflict of interest
statements. These changes will ensure that the CCCOE's Conflict of Interest Code is consistent with its current
organizational structure. The changes are shown on the attached red-line version of the code, attached as
Exhibit B.
CONSEQUENCE OF NEGATIVE ACTION:
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.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:CONTRA COSTA COUNTY Printed on 9/14/2023Page 1 of 2
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File #:23-420 Agenda Date:9/19/2023 Agenda #:
C.19.
I hereby certify that this is a true and correct copy of an action taken and entered on theminutes of the Board of Supervisors on the date shown.ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
cc: Monica Nino, Clerk of the Board of Supervisors; Kurtis C. Keller, Deputy County Counsel; Lynn Mackey, Contra Costa County
Superintendent of Schools
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 2
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CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:23-421 Agenda Date:9/19/2023 Agenda #:
C.20.
To:Board of Supervisors
From:Thomas Geiger, County Counsel
Report Title:Conflict of Interest Code for the Clerk-Recorder-Elections Department
RECOMMENDATIONS:
APPROVE amended list of designated positions for the Conflict of Interest Code for the Clerk-Recorder-
Elections Department ("Department").
FISCAL IMPACT:
None.
BACKGROUND:
The Department has amended the list of designated positions in its Conflict of Interest Code and submitted the
revised list, attached as Exhibit A, to the Board for approval pursuant to Government Code sections 87306 and
87306.5.
The changes include the addition and deletion of positions designated to file conflict of interest statements.
These changes will ensure that the Conflict of Interest Code accurately reflects the current positions and
organizational structure in use by the Department. A red-lined version of the list of designated positions is
attached as Exhibit B.
CONSEQUENCE OF NEGATIVE ACTION:
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.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:CONTRA COSTA COUNTY Printed on 9/14/2023Page 1 of 2
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File #:23-421 Agenda Date:9/19/2023 Agenda #:
C.20.
I hereby certify that this is a true and correct copy of an action taken and entered on theminutes of the Board of Supervisors on the date shown.ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
cc: Monica Nino, Clerk of the Board of Supervisors; Kurtis C. Keller, Deputy County Counsel; Kristin B. Connelly, Clerk-Recorder
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 2
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CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:23-422 Agenda Date:9/19/2023 Agenda #:
C.21.
To:Board of Supervisors
From:Diana Becton, District Attorney
Report Title:Internet Crimes Against Children Grant Subaward Agreement with the City of San Jose
RECOMMENDATIONS:
APPROVE and AUTHORIZE the District Attorney, or designee, to execute an agreement with the City of San
Jose to receive grant funding in an amount not to exceed $75,000 for training, supplies, and equipment to
investigate computer crimes that target youth for the period September 1, 2023 through February 28, 2024 .
FISCAL IMPACT:
100% State; matching funds are not required. An appropriation and revenue adjustment will be completed by
the Department as soon as budget adjustments can be processed for FY2023/24 (tentatively October 2023).
BACKGROUND:
The California Governor’s Office of Emergency Services (“Cal OES”) has awarded Fiscal Year 2022 Internet
Crimes Against Children grant funds to the City of San Jose. The purpose of the project is to ensure local law
enforcement agencies in the Silicon Valley Task force are adequately equipped to investigate computer crimes
that target youth. This agreement will allocate a Grant Subaward in an amount not to exceed $75,000 to the
Contra Costa County District Attorney’s Office for training, supplies, and equipment. The agreement term is
from September 1, 2023 through February 28, 2024.
The Contra Costa County District Attorney’s Office will use the grant program funds to procure training,
supplies and equipment for the Silicon Valley Internet Crimes Against Children Task Force (SVICAC). The
purpose of the SVICAC Task Force is to identify, apprehend, and prosecute Internet sexual predators who
exploit children using computers, and to sponsor community education efforts regarding the prevention of
internet crimes against children. The SVICAC Task Force expands across 11 different counties within the
region. All participating agencies acknowledge that the SVICAC Task Force is a joint operation in which all
agencies act as partners in a joint effort to address internet crimes against children. The purchases under this
agreement will consist of, but not limited to, training, evidence processing equipment, and operational
equipment that will assist jurisdictions in the southern part of the task force region with investigation.
CONSEQUENCE OF NEGATIVE ACTION:
The District Attorney's Office will not be able to take advantage of this funding opportunity to respond to
internet crimes that target youth.
CONTRA COSTA COUNTY Printed on 9/14/2023Page 1 of 2
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File #:23-422 Agenda Date:9/19/2023 Agenda #:
C.21.
☒Recommendation of the County Administrator
☐ Recommendation of Board Committee
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 2
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CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:RES 23-562 Agenda Date:9/19/2023 Agenda #:
C.22.
To: Board of Supervisors
From:Marla Stuart, Employment and Human Services Director
Report Title:ACCEPT resolution to execute revenue agreement with California Department of Aging for
public health resources
RECOMMENDATIONS:
ADOPT resolution to approve and authorize the Employment and Human Services Director, or designee, to
execute an agreement with the California Department of Aging (CDA) for the Expanding Public Health
Workforce (EPHW) and accept funding in an amount not to exceed $117,915 for the period January 1, 2023
through September 30, 2024.
FISCAL IMPACT:
County to receive $117,915 from the CDA for Agreement PH-2223-07. Funding is 100% Federal American
Rescue Plan Act (AL# 93.044) and no County match is required.
BACKGROUND:
The Area Agency on Aging (AAA), a division in the Employment and Human Services Department (EHSD),
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. Through
Agreement PH-2223-07, the CDA funds the County with an award not to exceed $117,915 to implement
EPHW during the period January 1, 2023 through September 30, 2024. Funding is intended to cover staff costs
to conduct public health activities related to preventing, preparing for, and responding to COVID-19. This
includes recruiting, hiring, and training of public health workers. The AAA will oversee the program in
partnership with EHSD’s Workforce Services, which will provide the services directly to the community. The
revenue agreement includes an indemnification clause wherein the County indemnifies the State.
CONSEQUENCE OF NEGATIVE ACTION:
COVID-19 continues to be present despite the lifting of public health emergency declaration.Without this funding,staff
costs to continue educating the public about COVID-19 and to prevent the spread of the disease would not be
supported.
CONTRA COSTA COUNTY Printed on 9/14/2023Page 1 of 3
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File #:RES 23-562 Agenda Date:9/19/2023 Agenda #:
C.22.
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA
and for Special Districts, Agencies and Authorities Governed by the Board
IN THE MATTER OF Agreement Number PH-2223-07 between the California Department of Aging and
Contra Costa County.
WHEREAS, the Employment and Human Services Department’s (EHSD) Area Agency on Aging (AAA)
addresses the needs of older adults, persons with disabilities, and family caregivers in Contra Costa through
services and supports; and
WHEREAS, the American Rescue Plan Act (ARPA) of 2021 provided funding to recruit, hire, and train public
health workers to respond to COVID-19 and prepare for future challenges with the pandemic; and
WHEREAS, through Agreement Number PH-2223-07, the California Department of Aging provides ARPA
funding to County for the Expanding Public Health Workforce (EPHW); and
WHEREAS, the AAA partners with EHSD’s Workforce Services Bureau to implement EPHW to continue
protecting Contra Costa’s vulnerable elderly population from COVID-19 through public health interventions;
and
NOW, THEREFORE, BE IT RESOLVED that the Board of Supervisors approves and authorizes the
Employment and Human Services Director, or designee, to sign Agreement PH-2223-07 with the California
Department of Aging and accept funding in an amount not to exceed $117,915 for the period January 1, 2023
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 3
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File #:RES 23-562 Agenda Date:9/19/2023 Agenda #:
C.22.
through September 30, 2024 to implement the Expanding Public Health Workforce program in Contra Costa
County.
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
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CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:23-423 Agenda Date:9/19/2023 Agenda #:
C.23.
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Contract #24-243-79 with R.E.A.C.H. Project
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County
Contract #24-243-79 with R.E.A.C.H.Project,a non-profit corporation,in an amount not to exceed $2,386,753
to provide drug abuse prevention and treatment services to youth and adults in East County,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 $2,386,753 and will be funded by 84%
Drug Medi-Cal ($2,004,873),8%Federal Substance Abuse Prevention and Treatment Set-Aside Grants
($190,940); 8% Early and Periodic Screening, Diagnostic and Treatment ($190,940) revenues. (Rate increase)
BACKGROUND:
This contract is entered into under and subject to the following legal authorities:California Government Code
§§26227 and 31000.Health Services Personnel approved this contract to ensure no conflicts with labor
relations.Contractor shall provide,operate,and administer Substance Use Disorder (SUD)prevention and
treatment program services as certified by the State of California,must operate under the terms and conditions
of the Drug Medi-Cal Organized Delivery System (DMC-ODS)and must be provided in its facility(ies)
referenced in County Health Services Alcohol and Other Drugs (AODS) Department’s Work Plan.
The county has been contracting with R.E.A.C.H.Project since July 1981 to meet the social needs of county’s
population by providing specialized substance abuse treatment and prevention programs to help clients to
achieve and maintain sobriety and to experience the associated benefits of self-sufficiency,family reunification,
cessation of criminal activity and productive engagement in the community.This contractor was approved by
the Public Works Department’s Purchasing Division on August 30,2023.Contractor was selected as they are
the only Community Based Organization (CBO)that serves the geographic location where the services are
provided.They are experts at serving unhoused Medi-Cal beneficiaries,are the only credentialed CBO for
outpatient SUD services for youth and serve Medi-Cal beneficiaries from all over the county.They have a long-
standing history with State Department of Health Care Services (DHCS)accreditation and compliance and
meet all regulatory compliance required of managed care plans.
On August 16,2022,the Board of Supervisors approved Contract #24-243-77 with R.E.A.C.H.Project,in the
amount of $1,817,153,to provide drug abuse prevention and treatment services at contractor’s facilities
throughout East County, for the period from July 1, 2022 through June 30, 2023.
CONTRA COSTA COUNTY Printed on 9/14/2023Page 1 of 2
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File #:23-423 Agenda Date:9/19/2023 Agenda #:
C.23.
On April 18,2023,the Board of Supervisors approved Amendment Agreement #24-243-78 to increase the
payment limit from $1,817,153 to $2,117,020,effective April 1,2023,to provide additional drug abuse
prevention and treatment services with no change in the term July 1, 2022 through June 30, 2023.
Approval of Contract #24-243-79 will allow the contractor to continue providing services through June 30,
2024.The delay of this contract was due to a significant postponement in receiving the FY 2023-24 rates for all
AODS services from the DHCS.
CONSEQUENCE OF NEGATIVE ACTION:
If this contract is not approved, county’s clients will not receive substance abuse treatment from contractor,
resulting in an overall reduction of services to a community at risk for incarceration.
CHILDREN’S IMPACT STATEMENT:
This prevention and treatment 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 addicted youth being provided an opportunity to prevent or recover from the effects of
alcohol or other drug use, become self-sufficient, and return to their families as productive individuals.
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 2
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CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:23-424 Agenda Date:9/19/2023 Agenda #:
C.24.
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Contract #74-610-11 with WestCare California, Inc.
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County
Contract #74-610-11 with WestCare California, Inc., a non-profit corporation, in an amount not to exceed
$2,460,899, to provide substance use disorder prevention, treatment, and detoxification services for Contra
Costa County residents in West 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 $2,460,899 and will be funded by 2%
Assembly Bill 109 ($49,217); 22% Substance Abuse Treatment and Prevention Block Grant ($541,398); 38%
Federal Medi-Cal ($935,142) and 38% State General Fund ($935,142) revenues. (Rate increase)
BACKGROUND:
This contract is entered into under and subject to the following legal authorities: California Government Code
§§ 26227 and 31000. Health Services Personnel approved this contract to ensure no conflicts with labor
relations.This contractor shall provide, operate, and administer Substance Use Disorder (SUD) prevention and
treatment program services as certified by the State of California must operate under the terms and conditions
of the Drug Medi-Cal Organized Delivery System (DMC-ODS) and must be provided in its facility(ies)
referenced in County Health Services Alcohol and Other Drugs (AODS) Department’s Work Plan.
The county has been contracting with WestCare California, Inc., since October 2019 to meet the social needs of
the county’s population by providing specialized SUD treatment and detoxification treatment services for West
County residents and an opportunity to achieve and maintain sobriety and to experience the associated benefits
of self-sufficiency, family reunification, cessation of criminal activity and productive engagement in the
community. This contractor was approved by the Public Works Department’s Purchasing Division on August
30, 2023. This contractor was selected as they are the only licensed and credentialed Community Based
Organization (CBO) that serves the greater West County for residential and detoxification services for men who
are formerly incarcerated and who have co-occurring disorders. They have a long-standing history with State
Department of Health Care Services (DHCS) accreditation and compliance and meet all regulatory compliance
required of managed care plans.
CONTRA COSTA COUNTY Printed on 9/14/2023Page 1 of 2
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File #:23-424 Agenda Date:9/19/2023 Agenda #:
C.24.
On July 26, 2022, the Board of Supervisors approved Contract #74-610-10 with WestCare California, Inc., in
an amount not to exceed $1,924,519, for the provision of substance use disorder prevention, treatment and
detoxification treatment services for county residents in West County who are referred through the Behavioral
Health Access Line for the period July 1, 2022 through June 30, 2023.
Approval of Contract #74-610-11 will allow the contractor to continue providing substance use disorder
prevention, treatment and detoxification services through June 30, 2024. The delay of this contract was due to a
significant postponement in receiving the FY 2023-24 rates for all AODS services from the DHCS.
CONSEQUENCE OF NEGATIVE ACTION:
If this contract is not approved, county’s clients will not receive substance use disorder treatment from
contractor, resulting in an overall reduction of services to a community at risk for incarceration.
CHILDREN’S IMPACT STATEMENT:
This Alcohol and Drug Abuse prevention program supports the Board of Supervisors’“Families that are Safe,
Stable,and Nurturing”and “Communities that are Safe and Provide a High Quality of Life for Children and
Families”community outcomes by providing individual,group,and family counseling;substance abuse
education;rehabilitation support services;and substance abuse prevention services.Expected outcomes include
increased knowledge about the impact of addiction;decreased use of alcohol,tobacco and other drugs;
increased use of community-based resources;and increased school and community support for youth and
parents in recovery.
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 2
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CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:23-425 Agenda Date:9/19/2023 Agenda #:
C.25.
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Contract #25-094-2 with Contra Costa Interfaith Transitional Housing, Inc. (dba Hope
Solutions)
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County
Contract #25-094-2 with Contra Costa Interfaith Transitional Housing, Inc. (dba Hope Solutions), a non-profit
corporation, in an amount not to exceed $1,775,000 to provide housing navigation and case management
services for homeless individuals on probation, for the period July 1, 2023 through June 30, 2024.
FISCAL IMPACT:
Approval of this contract will result in budgeted expenditures up to $1,775,000 under this contract and will be
funded 100% by Probation Department Funds as budgeted by the department for FY 2023-2024.
BACKGROUND:
The Health, Housing and Homeless Services Division has been contracting with Contra Costa Interfaith
Transitional Housing, Inc. (dba Hope Solutions) since July 2021 to provide case management and housing
navigation service to homeless individuals on probation. This Contract is entered into under and subject to the
following legal authorities: California Government Code §§ 26227 and 31000.
Contra Costa Interfaith Transitional Housing, Inc. (dba Hope Solutions) was selected as a provider for housing
navigation and case management services to support homeless individuals on probation. This contractor was
selected for services due to a history of positive housing outcomes, operational efficiency, and cost-
effectiveness which makes them the most reliable choice to ensure project success. In 2019, this contractor was
contracted to provide services to 100 clients and in 2023 they are expected to serve 300 clients. This contractor
was approved by the Public Works Department’s Purchasing Division on August 23, 2023.
This Contractor has been a longstanding partner in previous projects, fostering a deep understanding of our
organization's mission, values, and long-term objectives. Engaging them again will enable knowledge transfer,
avoiding knowledge gaps and ensuring continuity in service delivery to vulnerable populations experiencing
housing instability or homelessness. This contract was approved by Health Services Personnel to ensure there is
no conflict with labor relations. The Health, Housing and Homeless Services Division Contract Monitoring
staff meet on regular basis to ensure monitoring and performance measures set forth in the contract are upheld.
CONTRA COSTA COUNTY Printed on 9/14/2023Page 1 of 2
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File #:23-425 Agenda Date:9/19/2023 Agenda #:
C.25.
On September 20, 2022, the Board of Supervisors approved Contract #25-094-1 with Contra Costa Interfaith
Transitional Housing, Inc. (dba Hope Solutions), in an amount not to exceed $1,540,866 for the provision of
housing support services including case management and housing navigation services for homeless individuals
on probation for the period July 1, 2022 through June 30, 2023.
Approval of Contract #25-094-2 will allow the contractor to continue providing housing navigation and case
management services to homeless individuals on probation through June 30, 2024. This contract is late due to a
prolonged process for finalizing the interdepartmental agreement with the Probation Department.
CONSEQUENCE OF NEGATIVE ACTION:
If this contract is not approved, homeless individuals on probation will not have access to contractor’s services.
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 2
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CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:23-426 Agenda Date:9/19/2023 Agenda #:
C.26.
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Contract #74-222-15 with J. Cole Recovery Homes, Inc.
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of County
Contract #74-222-15 with J.Cole Recovery Homes,Inc.,a corporation,in an amount not to exceed $1,052,298
for the provision of residential substance abuse use disorder treatment services for male offenders in East
Contra Costa County, 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 $1,052,298 and will be funded by 34%
Federal Drug Medi-Cal ($357,781), 34% State General Fund ($357,781), 16% Assembly Bill (AB) 109
($168,368) and 16% Local Revenue Fund ($168,368) revenues. (Rate increase)
BACKGROUND:
This contract is entered into under and subject to the following legal authorities: California Government Code
§§ 26227 and 31000. Health Services Personnel reviewed and approved this contract to ensure no conflicts with
labor relations and bargaining work. Contractor shall provide, operate, and administer Substance Use Disorder
(SUD) prevention and treatment program services as certified by the State of California must operate under the
terms and conditions of the Drug Medi-Cal Organized Delivery System (DMC-ODS) and must be provided in
its facility(ies) referenced in County Health Services Alcohol and Other Drugs (AODS) Department’s Work
Plan.
The county has been contracting with J Cole Recovery Homes, Inc., since January 2004 to meet the social
needs of county’s population by providing residential SUD treatment services for male offenders in East Contra
Costa County and are provided 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. This contractor
was approved by the Public Works Department’s Purchasing Division on August 30, 2023. Contractor was
selected as they are the only licensed and credentialed Community Based Organization (CBO) that serves in
this geographic location for residential SUD services that specialize in serving formerly incarcerated Medi-Cal
beneficiaries who have very unique needs. They have a long-standing history with State Department of Health
Care Services (DHCS) accreditation and compliance and meet all regulatory compliance required of managed
care plans.
CONTRA COSTA COUNTY Printed on 9/14/2023Page 1 of 2
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File #:23-426 Agenda Date:9/19/2023 Agenda #:
C.26.
On August 16, 2022, the Board of Supervisors approved Contract #74-222-14 with J. Cole Recovery Homes,
Inc., in the amount of $934,893, to provide residential substance abuse use disorder treatment services for male
offenders in East Contra Costa County for the period from July 1, 2022 through June 30, 2023.
Approval of Contract #74-222-15 will allow the contractor to continue providing services through June 30,
2024. The delay of this contract was due to a significant postponement in receiving the FY 2023-24 rates for all
AODS services from the DHCS.
CONSEQUENCE OF NEGATIVE ACTION:
If this contract is not approved, individuals will not receive alcohol and drug prevention and treatment services
they need to maintain sobriety and reduce risk factors.
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 2
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CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:23-427 Agenda Date:9/19/2023 Agenda #:
C.27.
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Contract #24-429-79 with Ujima Family Recovery Services
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County
Contract #24-429-79 with Ujima Family Recovery Services,a non-profit corporation,in an amount not to
exceed $4,084,934 to provide residential and outpatient treatment for pregnant and parenting women and their
young children, 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 $4,084,934 and will be funded by 85%
Drug Medi-Cal ($3,472,194);13%Substance Abuse Prevention and Treatment (SAPT)Perinatal Set-Aside
($531,040);1%Early and Periodic Screening,Diagnostic and Treatment (EPSDT)($40,850)and 1%Assembly
Bill (AB) 109 ($40,850) revenues. (Rate increase)
BACKGROUND:
This contract is entered into under and subject to the following legal authorities:California Government Code
§§26227 and 31000.Health Services Personnel approved this contract to ensure no conflicts with labor
relations.Contractor shall provide,operate,and administer Substance Use Disorder (SUD)prevention and
treatment program services as certified by the State of California,must operate under the terms and conditions
of the Drug Medi-Cal Organized Delivery System (DMC-ODS)and must be provided in its facility(ies)
referenced in County Health Services Alcohol and Other Drugs (AODS) Department’s Work Plan.
The county has been contracting with Ujima Family Recovery Services since April 2017 to meet the social
needs of county’s population by providing family-centered alcohol and drug treatment services.This contractor
was selected as they are the only Community Based Organization (CBO)that serves each geographical location
where the services are delivered and the only provider that serves perinatal,pregnant,parenting and postpartum
women with SUD,in order to prevent perinatal substance abuse and improve birth outcomes.They also serve
small children of the women who attend treatment and have a long-standing history with the Department of
Health Care Services accreditation and compliance.This contractor was approved by the Public Works
Department’s Purchasing Division on August 30, 2023.
On August 2,2022,the Board of Supervisors approved Contract #24-429-78 with Ujima Family Recovery
Services,in an amount no to exceed $3,273,192,to provide residential and outpatient treatment for pregnant
and parenting women and their young children, for the period from July 1, 2022 through June 30, 2023.
Approval of Contract #24-429-79 will allow contractor to continue providing services through June 30,2024.
CONTRA COSTA COUNTY Printed on 9/14/2023Page 1 of 2
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File #:23-427 Agenda Date:9/19/2023 Agenda #:
C.27.
Approval of Contract #24-429-79 will allow contractor to continue providing services through June 30,2024.
The delay of this contract was due to a significant postponement in receiving the FY 2023-24 rates for all
AODS services from the State Department of Health Care Services.
CONSEQUENCE OF NEGATIVE ACTION:
If this contract is not approved, pregnant and parenting women will not receive the alcohol and drug treatment
services they need which may result in perinatal substance abuse and additional risk to their babies.
CHILDREN’S IMPACT STATEMENT:
This Alcohol and Drug Abuse program supports the Board of Supervisors’“Families that are Safe,Stable,and
Nurturing”community outcome by providing parenting education,stability,and safety for mothers (and their
children)and pregnant women who are alcohol and drug dependent,while they are in substance abuse
treatment.Expected outcomes include delivery of drug-free babies,decreased use of alcohol,tobacco and other
drugs, reduction in the number of relapses, and creation of a sober social network.
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 2
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CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:23-428 Agenda Date:9/19/2023 Agenda #:
C.28.
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Novation Contract #74-554-8 with NAMI Contra Costa
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County
Novation Contract #74-554-8 with NAMI Contra Costa,a non-profit corporation,in an amount not to exceed
$681,861,to provide a Family Volunteer Network Program to support families,significant others,and loved
ones of consumers experiencing mental health issues, for the period from July 1, 2023 through June 30, 2024.
FISCAL IMPACT:
Approval of this contract will result in annual expenditures of up to $681,861 and will be funded 100% by
Mental Health Services Act (MHSA). (Rate increase)
BACKGROUND:
This contract is entered into under and subject to the following legal authorities:California Government Code §
26227.Health Services Personnel approved this contract to ensure no conflicts with labor relations.This
contractor will develop and implement a Family Volunteer Network Program to support families in Contra
Costa County who have loved ones with severe and persistent mental illness and will address the unique needs
of the participants in developing coping strategies and handling challenges posed by mental illness within their
families.
The Behavioral Health Services Department has been contracting with NAMI Contra Costa since January 2018
to provide consultation and support to families in Contra Costa County who have loved ones with severe and
persistent mental illness.This program addresses the unique needs of the participants in developing coping
strategies and handling challenges posed by mental illness within their families.This contractor was approved
by the Public Works Department’s Purchasing Division on August 30,2023.This contractor stands as one of
the two entities with the qualifications and capabilities to fulfill the county’s needs effectively.The county is
contracted with the other provider as well.This contractor has been a longstanding partner in treating Contra
Costa clients,fostering a deep understanding of our organization’s mission,values and long-term objectives.
They possess an unmatched expertise in a highly specialized area of prevention and early intervention services,
essential for achieving optimal results and ensuring the highest level of client care.
On July 12,2022,the Board of Supervisors approved Novation Contract #74-554-7 with NAMI Contra Costa,
in an amount not to exceed $655,636 for the provision of support to the County’s Family Volunteer Network
Program for the period from July 1,2022 through June 30,2023,which included a six-month automatic
extension through December 31, 2023, in an amount not to exceed $327,818.
CONTRA COSTA COUNTY Printed on 9/14/2023Page 1 of 2
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File #:23-428 Agenda Date:9/19/2023 Agenda #:
C.28.
Approval of Novation Contract #74-554-8 replaces the automatic extension under the prior contract and allows
the contractor to continue providing services through June 30, 2024.
CONSEQUENCE OF NEGATIVE ACTION:
If this contract is not approved,families will not receive the support they need from this vendor to support loves
ones with mental illness.
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 2
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CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:23-429 Agenda Date:9/19/2023 Agenda #:
C.29.
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Amendment #76-685-3 with Iryna Falkenstein, M.D.
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County
Contract Amendment Agreement #76-685-3 with Iryna Falkenstein,M.D.,an individual,effective October 1,
2023,to amend Contract #76-685-1 to increase the payment limit by $180,000,from $1,410,000 to a new
payment limit of $1,590,000,with no change in the original term of January 13,2021 through January 31,
2024.
FISCAL IMPACT:
Approval of this amendment will result in additional expenditures of up to $180,000 and will be funded 100%
by Hospital Enterprise Fund I revenues. (No rate increase)
BACKGROUND:
CCRMC has been contracting with Iryna Falkenstein,M.D,since January 2020 to provide ophthalmology
services including,but not limited to clinic coverage,consultation,training,medical and/or surgical procedures,
and on-call coverage at Contra Costa Regional Medical Center (CCRMC) and Health Centers.
On December 8,2020,the Board of Supervisors approved Contract #76-685-1 with Iryna Falkenstein,M.D.,in
an amount not to exceed $1,200,000 to provide ophthalmology services at CCRMC and Health Centers for the
period January 13, 2021 through January 31, 2024.
On November 2,2021,the Board of Supervisors approved Contract Amendment Agreement #76-685-2 with
Iryna Falkenstein,M.D.,effective November 1,2021,to increase the payment limit by $210,000 to a new
payment limit of $1,410,000,to provide additional ophthalmology services at CCRMC and Health Centers with
no change in the term January 13, 2021 through January 31, 2024.
Approval of Contract Amendment Agreement #76-685-3 will allow the contractor to provide additional
ophthalmology services through January 31, 2024.
CONSEQUENCE OF NEGATIVE ACTION:
If this amendment is not approved,patients requiring ophthalmology services at CCRMC and Contra Costa
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File #:23-429 Agenda Date:9/19/2023 Agenda #:
C.29.
Health Centers will not have access to contractor’s additional services.
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 2
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CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:23-430 Agenda Date:9/19/2023 Agenda #:
C.30.
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Interagency Agreement #74-656-1 with City of San Ramon for its Police Department
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director,or designee,to execute,on behalf of the County
Interagency Agreement #74-656-1 with City of San Ramon for its Police Department,a government agency,
containing mutual indemnification,in an amount not to exceed $164,082 to provide outreach services to
residents of San Ramon diagnosed with a serious and persistent mental illness (SPMI)and who have a history
of multiple contacts with law enforcement,attempts or acts of physical aggression during encounters with law
enforcement or others,domestic violence,firearm use or possession,and/or multiple visits to Psychiatric
Emergency Services (PES)for the Mental Health Evaluation Team (MHET)Program,for the period July 1,
2023 through June 30, 2024.
FISCAL IMPACT:
Approval of this contract will result in contractual service expenditures of up to $164,082 and will be funded
100% by Assembly Bill 109 funds.
BACKGROUND:
The purpose of this Interagency Agreement is for Contra Costa County’s Health Services (CCHS)to take over
administration of this agreement from the county’s Probation Department.City of San Ramon and County have
formed a joint outreach program “MHET Program”which focuses on the needs of residents with SPMI by
providing joint welfare checks,clinical assessments with recommendations,case management and linkage to
appropriate and available community mental health services,which will result in a reduction in the number of
physically aggressive and/or negative interactions between residents with SPMI and law enforcement;a
reduction in the number of repeat calls for service;a reduction in the number of avoidable visits to PES;a safer,
better quality of life for the resident,their family members,and the community at large;and a significant cost
savings should be realized by City of San Ramon and County agencies from a reduction in the time and
resources spent to manage this population safely and effectively.
On November 8,2022 the Board of Supervisors approved Interagency Agreement #74-656 with the City of San
Ramon for its Police Department in an amount not to exceed $164,082 for the provision of outreach services to
residents of San Ramon diagnosed with serious and persistent mental illness for the period July 1,2022 through
June 30, 2023.
Under Interagency Agreement #74-656-1,contractor will provide outreach services for the MHET Program
through June 30,2024.This contract includes mutual indemnification to hold all parties harmless for any
claims arising from the performance under this contract.This contract is retroactive due to delays in requesting
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File #:23-430 Agenda Date:9/19/2023 Agenda #:
C.30.
claims arising from the performance under this contract.This contract is retroactive due to delays in requesting
and receiving budgetary and contracting documents.
CONSEQUENCE OF NEGATIVE ACTION:
If this Interagency Agreement is not approved,county will not have the necessary resources for the MHET
program and residents with SPMI will not receive additional outreach efforts to access mental health services.
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 2
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937
CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:23-431 Agenda Date:9/19/2023 Agenda #:
C.31.
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Interagency Agreement #74-664-1 with City of Pittsburg for its Police Department
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County
Interagency Agreement #74-664-1 with City of Pittsburg for its Police Department,a government agency,
containing mutual indemnification,in an amount not to exceed $164,082 to provide outreach services to
residents of Pittsburg diagnosed with a serious and persistent mental illness (SPMI)and who have a history of
multiple contacts with law enforcement,attempts or acts of physical aggression during encounters with law
enforcement or others,domestic violence,firearm use or possession,and/or multiple visits to Psychiatric
Emergency Services (PES)for the Mental Health Evaluation Team (MHET)Program,for the period July 1,
2023 through June 30, 2024.
FISCAL IMPACT:
Approval of this contract will result in contractual service expenditures of up to $164,082 and will be funded
100% by Assembly Bill 109 funds.
BACKGROUND:
The purpose of this Interagency Agreement is for Contra Costa County’s Health Services (CCHS)to take over
administration of this agreement from the county’s Probation Department.City of Pittsburg and County have
formed a joint outreach program “MHET Program”which focuses on the needs of residents with SPMI by
providing joint welfare checks,clinical assessments with recommendations,case management and linkage to
appropriate and available community mental health services,which will result in a reduction in the number of
physically aggressive and/or negative interactions between residents with SPMI and law enforcement;a
reduction in the number of repeat calls for service;a reduction in the number of avoidable visits to PES;a safer,
better quality of life for the resident,their family members,and the community at large;and a significant cost
savings should be realized by City of Pittsburg and County agencies from a reduction in the time and resources
spent to manage this population safely and effectively.
On January 17,2023 the Board of Supervisors approved Interagency Agreement 74-664 with the City of
Pittsburg,in an amount of $164,082 for the provision of outreach services for residents experiencing mental
health crisis, for the period July 1, 2022 through June 30.
Under Interagency Agreement #74-664-1,contractor will provide outreach services for the MHET Program
through June 30,2024.This contract includes mutual indemnification to hold all parties harmless for any
claims arising from the performance under this contract.This contract is retroactive due to delays in requesting
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and receiving budgetary and contracting documents.
CONSEQUENCE OF NEGATIVE ACTION:
If this Interagency Agreement is not approved,county will not have the necessary resources for the MHET
program and residents with SPMI will not receive additional outreach efforts to access mental health services.
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 2
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CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:23-432 Agenda Date:9/19/2023 Agenda #:
C.32.
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Amendment #28-903-5 with Contra Costa County Office of Education
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County
Amendment #28-903-5 with Contra Costa County Office of Education, an Educational Institution, to amend
Interagency Agreement #28-903-4, effective September 1, 2023, to increase the payment limit by $117,136,
from $155,545 to a new payment limit of $272,681 with no change in the term July 1, 2023 through June 30,
2024.
FISCAL IMPACT:
Approval of this amendment agreement will result in additional funding up to $117,136 and funded 100%
Mental Health Services Act (MHSA) funds. (No rate increase)
BACKGROUND:
The Contra Costa County Office of Education provides year-round school, including 21 days of Summer
School, to participants in the Room to Overcome and Achieve Recovery (ROAR) program. General education
services, and special education including youth with Individualized Education Program (IEP), are offered to
participants who are currently attending treatment and are primarily located in the West County.
In August 2023, the County Administrator approved and the Purchasing Services Manager executed
Interagency Agreement 28-903-4 with Contra Costa County Office of Education in an amount not to exceed
$155,545 to provide year-round school to participants enrolled in the Room to Overcome and Achieve
Recovery (ROAR) program and attending dual diagnosis treatment in West County.
Approval of Amendment #28-903-5 will allow this contractor to provide additional year-round school to
participants enrolled in ROAR and attending dual diagnosis treatment in West County through June 30, 2024.
CONSEQUENCE OF NEGATIVE ACTION:
If this amendment is not approved ROAR participants will not receive additional year-round education.
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File #:23-432 Agenda Date:9/19/2023 Agenda #:
C.32.
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 2
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CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:23-433 Agenda Date:9/19/2023 Agenda #:
C.33.
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Contract #77-303-3 with Windsor Rosewood Care Center, LLC (dba Windsor Rosewood Care
Center)
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County
Contract #77-303-3 with Windsor Rosewood Care Center,LLC (dba Windsor Rosewood Care Center),a
limited liability company,in an amount not to exceed $1,650,000,to provide skilled nursing facility (SNF)
services for Contra Costa Health Plan (CCHP)members and county recipients for the period October 1,2023
through September 30, 2026.
FISCAL IMPACT:
Approval of this contract will result in contractual service expenditures of up to $1,650,000 over a three-year
period and will be funded 100% by CCHP Enterprise Fund II revenues. (No 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 part of the CCHP Provider Network providing SNF services and fostering a deep understanding of
the CCHP organizations mission, values, and long-term objectives since October 1, 2020.
This contract is entered into under and subject to the following legal authorities:California Government Code
§§26227 and 31000;Health and Safety Code §1451.Health Services Personnel approved this contract to
ensure no conflicts with labor relations.This contractor currently cooperates with and participates in CCHP’s
Quality Management Program which consists of quality improvement activities to improve the quality of care
and services and member experience.Cooperation includes collection and evaluation of performance
measurement data and participation in the organization’s clinical and service measure Quality Improvement
Programs.The nature of the SNF services needed is complex and requires seamless coordination,integration
and collaboration with existing programs and systems.There are a total of 30 SNF providers in CCHP’s service
area.CCHP is currently contracted with 29 SNF’s.This Contract renewal will maintain comprehensive area
coverage for the entire CCHP membership and meet the Knox-Keene Act,time and distance mandate required
by the State of California Department of Managed Health Care (DMHC)services.This contractor has been
approved by the Public Works Department’s Purchasing Division on August 30, 2023.
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File #:23-433 Agenda Date:9/19/2023 Agenda #:
C.33.
On August 11,2020,the Board of Supervisors approved Contract #77-303 with Windsor Rosewood Care
Center,LLC (dba Windsor Rosewood Care Center),in an amount not to exceed $2,400,000,for the provision
of SNF services for CCHP members and county recipients,for the period October 1,2020 through September
30, 2023.
Approval of Contract #77-303-3 will allow the contractor to continue providing SNF services for CCHP
members and county recipients for the period October 1, 2023 through September 30, 2026.
CONSEQUENCE OF NEGATIVE ACTION:
If this 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.
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 2
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CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:23-434 Agenda Date:9/19/2023 Agenda #:
C.34.
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Contract #77-304-3 with Windsor Convalescent and Rehabilitation Center of Concord, LLC
(dba Windsor Manor Rehabilitation Center of Concord)
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County
Contract #77-304-3 with Windsor Convalescent and Rehabilitation Center of Concord,LLC (dba Windsor
Manor Rehabilitation Center of Concord),a limited liability company,in an amount not to exceed $1,650,000,
to provide skilled nursing facility (SNF)services for Contra Costa Health Plan (CCHP)members and county
recipients for the period October 1, 2023 through September 30, 2026.
FISCAL IMPACT:
Approval of this contract will result in contractual service expenditures of up to $1,650,000 over a three-year
period and will be funded 100% by CCHP Enterprise Fund II revenues. (No 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 the CCHP Provider Network providing SNF services and fostering a deep understanding
of the CCHP organizations mission, values, and long-term objectives since October 1, 2020.
This contract is entered into under and subject to the following legal authorities:California Government Code
§§26227 and 31000;Health and Safety Code §1451.Health Services Personnel approved this contract to
ensure no conflicts with labor relations.This contractor currently cooperates with and participates in CCHP’s
Quality Management Program which consists of quality improvement activities to improve the quality of care
and services and member experience.Cooperation includes collection and evaluation of performance
measurement data and participation in the organization’s clinical and service measure Quality Improvement
Programs.The nature of the SNF services needed is complex and requires seamless coordination,integration
and collaboration with existing programs and systems.There are a total of 30 SNF providers in CCHP’s service
area.CCHP is currently contracted with 29 SNF’s.This Contract renewal will maintain comprehensive area
coverage for the entire CCHP membership and meet the Knox-Keene Act,time and distance mandate required
by the State of California Department of Managed Health Care (DMHC)services.This contractor has been
approved by the Public Works Department’s Purchasing Division on August 29, 2023.
CONTRA COSTA COUNTY Printed on 9/14/2023Page 1 of 2
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File #:23-434 Agenda Date:9/19/2023 Agenda #:
C.34.
On September 8,2020,the Board of Supervisors approved Contract #77-304 with Windsor Convalescent and
Rehabilitation Center of Concord,LLC (dba Windsor Manor Rehabilitation Center of Concord),in an amount
not to exceed $2,400,000,for the provision of SNF services for CCHP members and county recipients,for the
period October 1, 2020 through September 30, 2023.
Approval of Contract #77-304-3 will allow the contractor to continue providing SNF services for CCHP
members and county recipients for the period October 1, 2023 through September 30, 2026.
CONSEQUENCE OF NEGATIVE ACTION:
If this 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.
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 2
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CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:23-435 Agenda Date:9/19/2023 Agenda #:
C.35.
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Grant Award #78-006-1 with the State of California Department of Public Health
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director,or designee,to accept Grant Award #78-006-1 with
the State of California Health and Human Services Agency,California Department of Public Health (CDPH),to
pay the county an amount not to exceed $4,844,667,for the Future of Public Health (FoPH)funding for the
period from July 1, 2023 through June 30, 2024.
FISCAL IMPACT:
Acceptance of the Grant Award will result in payment to the county up to $4,844,667 in funding from the
CDPH. No County match required.
BACKGROUND:
The Budget Act of 2022 provides $200,400,000 annually to local health jurisdictions for public health
workforce and infrastructure. These funds are considered ongoing funds and part of ongoing baseline state
budget. The CDPH is allocating $4,844,667 to Contra Costa County.
The County’s Public Health Division collaborates with all other Health Services Department’s divisions on a
regular basis. Enhancing the infrastructure of the division will support the Health Services Department at large
by providing a streamlined and centralized center of operations. The Public Health Division supports the Contra
Costa Regional Medical Center and Health Centers in several clinical functions including quality improvement
coordination. Other Public Health Programs such as the PH Opioid Initiative overlaps operations with the
Contra Costa Regional Medical Center and Health Centers and Behavioral Health divisions. The Health Care
for the Homeless and Enhanced Care Management Programs coordinate directly with Health Housing and
Homeless Division on a regular basis. This funding will improve the relationships and outcomes of all these
collaborative relationships.
FoPH funding is intended to support the expansion and stabilization of Public Health Division programs. These
funds will be used to hire new positions to support the following components of the Public Health division:
Quality Improvement, Operations, Finance, Procurement, Hiring/Workforce Development, Project
Management and Administration.
On August 16, 2022, the Board of Supervisors approved Grant Award #78-006 with CDPH, to pay the County
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File #:23-435 Agenda Date:9/19/2023 Agenda #:
C.35.
in an amount not to exceed $4,844,667, for FoPH funding for the period July 1, 2022 through June 30, 2023.
Approval of Grant Award #78-006-1 will allow Contra Costa County’s Health Services Department to enhance
the workforce and infrastructure of Public Health Division services, through June 30, 2024. The Grant Award is
begin processed late because it was received by the CDPH on July 6, 2023.
CONSEQUENCE OF NEGATIVE ACTION:
This this grant award is not approved,the Public Health Division will not be able to hire additional positions to
support Quality Improvement,Operations,Finance,Procurement,Hiring/Workforce Development,Project
Management and Administration.
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 2
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CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:23-436 Agenda Date:9/19/2023 Agenda #:
C.36.
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Contract #25-042-34 with Greater Richmond Inter-Faith Program (GRIP)
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County
Contract #25-042-34 with Greater Richmond Inter-Faith Program (GRIP), a non-profit corporation, in an
amount not to exceed $410,000, to provide emergency shelter services at the Emergency Family Shelter and
operate the West County CARE/Warming Center for the Homeless Coordinated Entry System of Care for the
period July 1, 2023 through June 30, 2024.
FISCAL IMPACT:
This contract will result in contractual service expenditures of up to $410,000 for FY 2023-24 and is funded
49% by Housing and Urban Development (200,000), 33% by Measure X funds ($135,000), and 18% by
General funds ($75,000).
BACKGROUND:
This contract meets the social needs of county’s population by providing emergency shelter services, twenty-
four hours per day, seven days per week, to homeless adults in West County. Contractor will operate the West
County CARE Center for the Homeless Coordinated Entry System of Care providing support services to Contra
Costa County families that are homeless, including case management, day shelter services, transportation
needs, mental health assessment and crisis intervention. GRIP has been providing emergency shelter services
and operating the CARE/Warming Center in West County since July 2001. This contract is entered into under
and subject to the following legal authorities: California Government Code § 26227 and 31000. This contract
was approved by Health Services Personnel to ensure there is no conflict with labor relations. The Health,
Housing and Homeless Services Division Contract Monitoring staff meet on a regular basis to ensure
monitoring of performance measures set forth in the contract are upheld.
This contractor has been a longstanding partner in previous projects, fostering a deep understanding of our
organization's mission, values, and long-term objectives. Engaging them again will enable knowledge transfer,
avoiding knowledge gaps and ensuring continuity in service delivery to vulnerable populations experiencing
housing instability or homelessness. The request for proposal (RFP) was posted on January 11, 2023 and closed
on March 3, 2023. GRIP was selected through the RFP process on April 28, 2023.
On October 4, 2022, the Board of Supervisors approved Contract #25-042-33 with GRIP in an amount not to
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File #:23-436 Agenda Date:9/19/2023 Agenda #:
C.36.
exceed $250,000 to provide emergency shelter services at the Emergency Family Shelter for homeless families
and operate the West County CARE Center for the Homeless Coordinated Entry System of Care, for the period
from July 1, 2022 through June 30, 2023.
Approval of Contract #25-042-34 will allow the contractor to continue to provide emergency shelter services at
the Emergency Family Shelter and operate the West County CARE/Warming Center through June 30, 2024.
Due to the prolonged process for Measure X housing funds and the RFP process, this contract was submitted
late by the division.
CONSEQUENCE OF NEGATIVE ACTION:
If this contract is not approved, there will be no emergency family shelter and CARE center services for
homeless individuals and families in West County. Services will be forced to reduce, thereby resulting in an
increase in unsheltered families.
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 2
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CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:23-437 Agenda Date:9/19/2023 Agenda #:
C.37.
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Contract #25-108 with Bay Area Community Resources, Inc.
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County
Contract #25-108 with Bay Area Community Resources, Inc., a non-profit corporation, in an amount not to
exceed $718,665, to provide rapid rehousing and homeless prevention services to individuals and families who
are homeless or at risk of becoming homeless for the period from July 1, 2023 through June 30, 2024.
FISCAL IMPACT:
Approval of this contract will result in budgeted expenditures in an amount up to $718,665 and is funded 90%
by Homeless Housing, Assistance and Prevention (HHAP) grant funds ($643,665), and 10% by Housing and
Homelessness Incentive Program (HHIP) grant funds ($75,000).
BACKGROUND:
This contract meets the social needs of county’s population by providing rapid rehousing and homeless
prevention services to the homeless population in Contra Costa County. These services include case
management which will assist participants with food assistance, substance use treatment, education and
training, employment and benefits assistance, health care, mental health counseling, childcare, and credit repair.
Rapid rehousing services will include providing financial assistance for security deposits, utility
deposits/payments, moving costs, hotel/motel vouchers, paid shelter costs, housing application and
credit/background check fees, partial, tiered or full rental subsidies, to individuals and families experiencing
homelessness or who are at risk of becoming homeless. This contract is entered into under and subject to the
following legal authorities: California Government Code § 26227 and 31000. This contract was approved by
Health Services Personnel to ensure there is no conflict with labor relations. The Health, Housing and
Homeless Services Division Contract Monitoring staff meet on a regular basis to ensure monitoring of
performance measures set forth in the contract are upheld.
This contractor has been a longstanding partner in previous projects, fostering a deep understanding of our
organization's mission, values, and long-term objectives. Engaging them again will enable knowledge transfer,
avoiding knowledge gaps and ensuring continuity in service delivery to vulnerable populations experiencing
housing instability or homelessness. The request for proposal (RFP) was posted on January 11, 2023 and closed
on March 3, 2023. Bay Area Community Resources, Inc. was selected through the RFP process on April 28,
2023.
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File #:23-437 Agenda Date:9/19/2023 Agenda #:
C.37.
Under new Contract #25-108, contractor will provide rapid rehousing and homeless prevention services to
families in Contra Costa County through June 30, 2024. This new contract was delayed due to prolonged
planning process for new Measure X funds and the County’s RFP process.
CONSEQUENCE OF NEGATIVE ACTION:
If this contract is not approved, families who are homeless or at risk of being homeless will not have access to
contractor’s support services.
CHILDREN’S IMPACT STATEMENT:
This program supports the following Board of Supervisors’ community outcomes: “Children Ready For and
Succeeding in School”; “Families that are Safe, Stable, and Nurturing”; and “Communities that are Safe and
Provide a High Quality of Life for Children and Families”. Expected program outcomes include an increase in
positive social and emotional development as measured by the Child and Adolescent Functional Assessment
Scale (CAFAS).
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 2
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CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:23-438 Agenda Date:9/19/2023 Agenda #:
C.38.
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Contract #25-106 with Lao Family Community Development, Inc.
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County
Contract #25-106 with Lao Family Community Development, Inc., a non-profit corporation, in an amount not
to exceed $1,025,000, to provide rapid rehousing and housing support services to individuals and families
experiencing homelessness or who are at risk of becoming homeless in Contra Costa County 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 $1,025,000 for FY 2023-2024 and will
be funded as budgeted by 49% Homeless, Housing, Assistance and Prevention (HHAP) ($500,000), 12%
Housing and Homelessness Incentive Program (HHIP) ($125,000) and 39% Measure X funds ($400,000).
BACKGROUND:
This Contract meets the social needs of county’s population by providing rapid rehousing and housing support
services to the homeless population in Contra Costa County. These services include case management which
will assist participants with food assistance, substance use treatment, education and training, employment and
benefits assistance, health care, mental health counseling, childcare, and credit repair. Rapid rehousing services
will include providing financial assistance for security deposits, utility deposits/payments, moving costs,
hotel/motel vouchers, paid shelter costs, housing application and credit/background check fees, partial, tiered or
full rental subsidies, to individuals and families experiencing homelessness or who are at risk of becoming
homeless. This Contract is entered into under and subject to the following legal authorities: California
Government Code § 26227 and 31000. This contract was approved by Health Services Personnel to ensure
there is no conflict with labor relations. The Health, Housing and Homeless Services Division Contract
Monitoring staff meet on a regular basis to ensure monitoring of performance measures set forth in the contract
are upheld.
County has partnered with this contractor since 1997 on various projects. Contractor has a deep understanding
of County’s organization's mission, values, and long-term objectives. Engaging Contractor again will enable
knowledge transfer, avoiding knowledge gaps and ensuring continuity in service delivery to vulnerable
populations experiencing housing instability or homelessness. The request for proposal (RFP) was posted on
January 11, 2023 and closed on March 3, 2023. Lao Family Community Development, Inc. was selected
through the RFP process on April 28, 2023.
CONTRA COSTA COUNTY Printed on 9/14/2023Page 1 of 2
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File #:23-438 Agenda Date:9/19/2023 Agenda #:
C.38.
Approval of new Contract #25-106 will allow the contractor to provide rapid rehousing services through June
30, 2024. This agreement is retroactive due to a prolonged process for allocating new Measure X funds and
Health, Housing and Homeless Services Division procuring services through the RFP process.
CONSEQUENCE OF NEGATIVE ACTION:
If this contract is not approved, will not receive the necessary rapid rehousing and housing support services
further putting individuals and families experiencing homelessness or who are at risk of becoming homeless at
risk.
CHILDREN’S IMPACT STATEMENT:
This program supports the following Board of Supervisors’ community outcomes: “Children Ready For and
Succeeding in School”; “Families that are Safe, Stable, and Nurturing”; and “Communities that are Safe and
Provide a High Quality of Life for Children and Families”. Expected program outcomes include an increase in
positive social and emotional development as measured by the Child and Adolescent Functional Assessment
Scale (CAFAS).
☒Recommendation of the County Administrator
☐ Recommendation of Board Committee
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 2
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CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:23-439 Agenda Date:9/19/2023 Agenda #:
C.39.
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Contract #25-109 with Caminar
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director, or designee, to execute on behalf of the County
Contract #25-109 with Caminar, a non-profit corporation, in an amount not to exceed $400,000, to provide
homeless prevention services to families and individuals who are homeless or at risk of becoming homeless
eligible for Homeless Housing Assistance and Prevention (HHAP) program funds for the period from July 1,
2023 through June 30, 2024.
FISCAL IMPACT:
Approval of this contract will result in budgeted expenditures in an amount up to $400,000 and is funded by
100% by the State Homeless Housing Assistance and Prevention (HHAP) program grant.
BACKGROUND:
This contract meets the social needs of county’s population by providing homeless prevention services to at
least twenty-five (25) individuals and families at-risk of experiencing homeless in Contra Costa County.
Services include housing problem solving strategies to stabilize existing housing, conflict resolution, landlord
and tenant mediation, financial assistance to assist with utility or rent arrears, first month’s rent or deposit, and
other costs associated with relocating to more stable housing. This contract is entered into under and subject to
the following legal authorities: California Government Code § 26227 and 31000. This contract was approved
by Health Services Personnel to ensure there is no conflict with labor relations. The Health, Housing and
Homeless Services Division Contract Monitoring staff meet on a regular basis to ensure monitoring of
performance measures set forth in the contract are upheld.
This contractor’s Homelessness Prevention services directly respond to homelessness in Contra Costa. This
contractor operates the Bringing Families Home program to provide Rapid Rehousing and Prevention case
management and housing navigation services to at least 57 Child Welfare-involved families in Contra costa
County. Among other services, this contractor also operates two supportive housing projects in nearby counties.
The request for proposal (RFP) was posted on January 11, 2023 and closed on March 3, 2023. Caminar was
selected through the RFP process on April 28, 2023.
Under new Contract #25-109, this contractor will provide homeless prevention services to families and
individuals in Contra Costa County through June 30, 2024. This new contract was delayed due to the lengthy
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File #:23-439 Agenda Date:9/19/2023 Agenda #:
C.39.
RFP process and selecting the contractor.
CONSEQUENCE OF NEGATIVE ACTION:
If this contract is not approved, individuals who are homeless or at risk of being homeless will not have access
to contractor’s housing support services.
CHILDREN’S IMPACT STATEMENT:
This program supports the following Board of Supervisors’ community outcomes: “Children Ready For and
Succeeding in School”; “Families that are Safe, Stable, and Nurturing”; and “Communities that are Safe and
Provide a High Quality of Life for Children and Families”. Expected program outcomes include an increase in
positive social and emotional development as measured by the Child and Adolescent Functional Assessment
Scale (CAFAS).
☒Recommendation of the County Administrator
☐ Recommendation of Board Committee
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 2
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CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:23-440 Agenda Date:9/19/2023 Agenda #:
C.40.
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Contract #27-950-5 with Brighter Beginnings
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County
Contract #27-950-5 with Brighter Beginnings,a non-profit corporation,in an amount not to exceed $1,200,000,
to provide primary care physician (PCP)services to Contra Costa Health Plan (CCHP)Members and county
recipients, for the period October 1, 2023 through September 30, 2026.
FISCAL IMPACT:
Approval of this contract will result in contractual service expenditures of up to $1,200,000 over a 3-year
period and will be funded 100% by CCHP Enterprise Fund II revenues. (No rate increase)
BACKGROUND:
CCHP has an obligation to provide certain PCP services,including family medicine 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 PCP services and fostering a deep understanding of the
CCHP organizations mission,values,and long-term objectives since October 1,2014.Per Administration
Bulletin 600.3 this contractor provides physician services for CCHP and is exempt from Solicitation
requirements.
On August 11,2020,the Board of Supervisors approved Contract #27-950-4 with Brighter Beginnings,in an
amount not to exceed $600,000,for the provision of primary PCP services for CCHP members and county
recipients, for the period October 1, 2020 through September 30, 2023.
Approval of Contract #27-950-5 will allow the contractor to continue providing PCP services to CCHP
members and county recipients through September 30, 2026.
CONSEQUENCE OF NEGATIVE ACTION:
If this contract is not approved,certain primary care physician 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.
CONTRA COSTA COUNTY Printed on 9/14/2023Page 1 of 2
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File #:23-440 Agenda Date:9/19/2023 Agenda #:
C.40.
☒Recommendation of the County Administrator
☐ Recommendation of Board Committee
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 2
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CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:23-441 Agenda Date:9/19/2023 Agenda #:
C.41.
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Amendment #23-511-6 with Nuance Communications, Inc
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County
Contract Amendment Agreement #23-511-6 with Nuance Communications,Inc.,a corporation,effective
October 1,2023,to amend Contract #23-511-5,for additional software products,services,maintenance,and
support for Contra Costa Regional Medical Center’s clinical dictation services utilizing Nuance’s Dragon
Ambient eXperience Express,with no change in the original payment limit of $1,312,385,and no change in the
original term of December 7, 2021 through December 6, 2026.
FISCAL IMPACT:
Approval of this amendment will not result in additional annual expenditures by the department over the 3-year
period and will be funded 100% by Hospital Enterprise Fund I.
BACKGROUND:
This contract meets the needs of Contra Costa County Health Services (CCHS) as part of an integrated
dictation and transcription solution.
On December 7, 2021, the Board of Supervisors approved Contract #23-511-5 with Nuance Communications,
Inc., in an amount not to exceed $1,312,385 for the provision of its Dragon Ambient Experience tool, for the
period from December 7, 2021, through December 6, 2026, allowing CCHS to address the needs of staff
requests related to compliance with the American Disabilities Act by providing a tool that reduces the need for
computer peripherals such as a keyboard and mouse. The Dragon Ambient Experience tool is a comprehensive
Artificial Intelligence (AI)-powered voice-enabled solution that listens to clinician-patient conversations while
offering workflow and knowledge automation to complement the electronic health record.
Under Contract #23-511-6, Nuance will implement its Dragon Ambient eXperience Express (DAX Express)
tool, which utilizes the latest AI model, GPT-4, to enhance service and user experience.
Nuance was issued a sole source contract for its DAX Express solution.
Approval of Contract Amendment Agreement #23-511-6 will allow the contractor to provide additional
software products, services, maintenance, and support for Contra Costa Regional Medical Center’s clinical
dictation needs through December 6, 2026.
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C.41.
CONSEQUENCE OF NEGATIVE ACTION:
If this amendment is not approved,CCRMC providers and patients will not have access to the latest dictation
technology.Dragon Ambient eXperience Express will allow the providers to focus more on the patient instead
of the keyboard, improving patient experience and provider retention.
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
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CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:23-442 Agenda Date:9/19/2023 Agenda #:
C.42.
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Amendment #23-721-1 with Granicus, LLC
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Health Services Director,or designee,to execute on behalf of the County
Contract Amendment/Extension Agreement #23-721-1 with Granicus,LLC,a limited liability company,
effective October 1,2023,to amend Contract #23-721,to increase the payment limit by $84,908,from
$890,850 to a new payment limit of $975,758,and to extend the termination date from May 31,2025 to
September 30,2026,for additional website development,implementation,support,and maintenance services
for Contra Costa Health Services.
FISCAL IMPACT:
Approval of this amendment will result in additional annual expenditures of up to $84,908 and will be funded
as budgeted by the department in FY 2023-24, by Hospital Enterprise Fund I.
BACKGROUND:
In June 2022, Granicus, LLC replaced the Health Services Departments (HSD) cchealth.org website and its
2,900 subsidiary web pages, content, and functionality. Manual coding over many years caused the website to
become problematic to update or add to. The new website and its functionality allow for lower maintenance
costs, easier usability by the County and community members, and greater control by community members to
get information as requested.
Under contract amendment/extension agreement #23-721-1, Granicus, LLC will provide services to implement
its EngagementHQ platform as an add-on module to the HSD cchealth.org website. The EngagementHQ (eHS)
software is a dedicated public participation platform to manage community consultation and collaboration.
Implementation of this software will support HSD community participation by allowing an increased
understanding of community needs and engagement metrics. HSD will be able to identify areas of interest,
highlight controversial issues, and analyze which groups of stakeholders are participating in collaborative
initiatives.
On May 24, 2022, the Board of Supervisors approved Contract #23-721 with Granicus, LLC, in an amount not
to exceed $890,850, for the provision of development, support and maintenance of a new HSD website, for the
period from June 1, 2022, through May 31, 2025.
Approval of Contract Amendment Agreement #23-721-1 will allow the contractor to provide additional website
development, implementation, support, and maintenance services for the cchealth.org website, through
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September 30, 2026.
CONSEQUENCE OF NEGATIVE ACTION:
If this amendment is not approved,HSD will not have the functionality to engage with the community and
stakeholders.
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 2
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CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:23-443 Agenda Date:9/19/2023 Agenda #:
C.43.
To:Board of Supervisors
From:Anna Roth, Health Services Director
Report Title:Payment for Services Provided by Ever Well Health Systems, LLC
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Auditor-Controller, or designee, to pay $14,776 to Ever Well Health
Systems, LLC, a limited liability company, for the provision of residential and mental health services to adults
diagnosed with Serious Mental Illness (SMI) and Serious Persistent Mental Illness (SPMI) that exceeded the
contract payment limit and was provided in good faith for the period June 1, 2023 through June 30, 2023.
FISCAL IMPACT:
This retro payment in the amount of $14,776 is funded 76%by Mental Health Services Act ($11,229)and 24%
by Mental Health Realignment funds ($3,547) revenue.
BACKGROUND:
The Behavioral Health Services Department has been contracting with Ever Well Health Systems,LLC since
December 2020 to provide residential and mental health services to adults diagnosed with SMI and SPMI.This
contract meets the social needs of county’s population by providing residential facilities for adults who require
support and are being discharged from state hospitals or psychiatric health facilities and require step-down care
to transition to community living.
On September 13,2022,the Board of Supervisors approved Novation Contract #74-627-2 with Ever Well
Health Systems,LLC,in the amount of $511,667,for the provision of residential and mental health services to
adults diagnosed with SMI and SPMI being stepped down from Institutes for Mental Diseases (IMD)levels of
care and to transition back into the community,for the period from July 1,2022 through June 30,2023,which
included a six month automatic extension through December 31, 2023, in the amount not to exceed $255,833.
Due to a much higher anticipated level of residential treatment and mental health services to SMI and SPMI
adults,there are insufficient funds to cover the additional services provided by the contractor in the amount of
$14,776.
Therefore,the county has determined that Ever Well Health Systems,LLC is entitled to payment for the
reasonable value of their services under the equitable relief theory of quantum meruit.That theory provides that
where a person has been asked to provide services without a valid contract,and the provider does so to the
benefit of the recipient,the provider is entitled to recover the reasonable value of those services.The contractor
has provided services at the request of the county after the original contract payment limit had been reached.
The Department cannot pay contractor for services rendered that exceed the contract limits.As such,the
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The Department cannot pay contractor for services rendered that exceed the contract limits.As such,the
Department recommends that the Board authorize the Auditor-Controller to issue a one-time payment not to
exceed $14,776 to Ever Well Health Systems, LLC.
CONSEQUENCE OF NEGATIVE ACTION:
If this request is not approved, the contractor will not be paid for residential treatment and mental health
services provided to SMI and SPMI adults outside of the contract payment limit rendered in good faith.
☒Recommendation of the County Administrator
☐ Recommendation of Board Committee
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
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CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:RES 23-563 Agenda Date:9/19/2023 Agenda #:
C.44.
To: Board of Supervisors
From:Monica Nino, County Administrator
Report Title:Side Letter with AFSCME, Local 2700 to Increase Clerk Series Salaries
RECOMMENDATIONS:
ADOPT a Resolution approving the Side Letter between Contra Costa County and AFSCME, Local 2700
increasing the salaries of the listed classifications in the Clerk series.
FISCAL IMPACT:
The total cost of salary increases will be approximately $5.5 million for the remainder of FY 23/2024. Costs
will be absorbed by operating departments.
BACKGROUND:
In 2022 the County identified several classifications with significant recruitment and retention challenges. The
County agreed to study the market for those classifications and explore salary adjustments pursuant to Section
5.1.C Compensation Study in the Memorandum of Understanding between the parties. The County completed a
salary study on the listed classifications and found that the Clerk series met the agreed upon criteria for a salary
adjustment.
This Side Letter provides for a seven percent (7%) increase for the specified classifications in the Clerk series:
JWXD Clerk Specialist Level
JWXC Clerk Senior Level
JWXB Clerk-Experienced Level
JWXA Clerk Beginning Level (T)
JWX9 Clerk Beginning Level Deep Class - Project
JWXE Clerk Beginning Level (NT)
BJXB Animal Services Clerk
In combination with scheduled cost of living adjustments, this salary increase will make significant
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improvements in the series’ market position and will help recruit and retain highly qualified staff to fill these
important roles.
CONSEQUENCE OF NEGATIVE ACTION:
Staff compensation will continue to be significantly under market and the County will be less competitive with
other agencies, which will reduce services and negatively impact operations.
☒Recommendation of the County Administrator
☐ Recommendation of Board Committee
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA
and for Special Districts, Agencies and Authorities Governed by the Board
IN THE MATTER OF the Side Letter between Contra Costa County and AFSCME, Local 2700, providing for
salary increases for the Clerk series.
The Contra Costa County Board of Supervisors, acting in its capacity as the governing board of the County of
Contra Costa and the Board of Directors of the Contra Costa County Fire Protection District, RESOLVES
THAT
The Side Letter between Contra Costa County and AFSCME, Local 2700, effective September 1, 2023, be
ADOPTED.
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CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:23-444 Agenda Date:9/19/2023 Agenda #:
C.45.
To:Board of Supervisors
From:Marc Shorr, Information Technology Director
Report Title:Contract with Nautilus Data Technologies, Inc.
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Chief Information Officer, or designee, to execute a contract with
Nautilus Data Technologies, Inc. in an amount not to exceed $65,900 to provide data center services
to host the County’s Disaster Recovery Site for the period of September 1, 2023, through August 31,
2024.
FISCAL IMPACT:
The cost for this contract is comprised of a one-time setup fee of $6,200 and a recurring monthly fee
of $4,975 for the use of the Nautilus data center. The cost of the agreement is included in the
approved FY 23-34 Department of Information Technology budget. (100% General Fund)
BACKGROUND:
The Department of Information Technology (DoIT) maintains and operates the County’s primary data
center providing critical services to the County that must be continuously available in the event of a
natural disaster including earthquakes, fire, and floods. Currently, the County does not have a viable
disaster recovery data center that could continue to provide these services should the primary data
center no longer be available.
DoIT established several requirements for the County’s Disaster Recovery Data Center. It must have
geographic separation from the primary data center located in Martinez, it must guarantee a
minimum of 99.99% uptime and availability, DoIT staff must be able to access the facility 24x7 to
maintain County equipment, and it must be monitored and secured on a 24x7 basis. Beginning in
October 2022, DoIT conducted an analysis of several possible locations that could meet the County’s
needs to serve as the County’s disaster recovery site. These included data centers operated by the
State of California, three neighboring county governments that met the geographic separation
requirements for disaster recovery, and referrals for commercial datacenter providers utilized by other
governmental organizations. After reviewing each option including fixed and variable costs,
requirements the County would have to meet, uptime guarantees, and access requirements, DoIT
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identified the data center owned and operated by Nautilus as the preferred option. This selection was
made based on low fixed monthly cost, guaranteed 100% uptime, independent 24x7 access to the
data center for DoIT staff, County can install its own data circuits and not be restricted to the
provider’s vendors and their costs, and no extra charge for escorted access into the data center.
The Nautilus data center is built on a floating barge that is permanently docked at the Port of
Stockton (Port), in San Joaquin County. This provides the Nautilus data center with unique
capabilities to withstand natural disasters including earthquakes, fire, and floods, that traditional land-
based data centers cannot easily provide. Nautilus will provide the County with the necessary space,
electrical power, cooling, and security for the equipment the County will install for disaster recovery
purposes. There is no labor required for this project. DoIT staff will perform all necessary tasks
required for the installation of equipment.
This data center is classified as a Tier 4 data center that has no single point of failure that will provide
the County with a data center that is guaranteed to have 100% uptime and availability, exceeding the
County’s requirement of 99.99% uptime. Additionally, the data center is monitored and secured by
Federal Port Police on a 24x7 basis and DoIT staff will have 24x7 access to the data center to
maintain County equipment. Current government customers that utilize this data center include San
Joaquin County and the United States Department of State.
This agreement has a mutual indemnification provision which provides that each party will defend
and indemnify the other for injuries or losses arising out of the performance of the agreement.
CONSEQUENCE OF NEGATIVE ACTION:
If this agreement is not approved,the County will need to seek out other traditional data center
providers that will be hard pressed to provide a cost-effective solution that provides the level of
capabilities and resiliency the County requires.
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
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CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:23-445 Agenda Date:9/19/2023 Agenda #:
C.46.
To:Board of Supervisors
From:Marc Shorr, Information Technology Director
Report Title:Microsoft Enterprise Services Contract
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Chief Information Officer, or designee, to execute a contract with Microsoft
Corporation in an amount not to exceed $585,000 to provide Microsoft Unified Advanced Support services and
training for the period of August 23, 2023, through August 22, 2024.
FISCAL IMPACT:
The cost is budgeted in the Department’s FY 2023/24 budget and is recovered by charges to internal customers
through the Department’s billing process (100% User Departments).
BACKGROUND:
The Department of Information Technology initiates the renewal of the Microsoft Support each year. Microsoft
Enterprise Services contract, GVS1238-441879-560395, provides Unified Advanced Support which is essential
for the ongoing operation of many of the County’s desktop computers and servers. The contract also provides
for additional training credits for staff development and sustainment objectives. The County is party to a
Microsoft Premier Support Services Agreement from 2014 that is extended annually for continued support
services. The service period is determined by the annual renewal schedule; the 2023-2024 contract was delayed
due to internal service clarification. New purchasing policies are in place to ensure items are submitted timely
for Board approval in the future.
CONSEQUENCE OF NEGATIVE ACTION:
This support is a critical component to maintaining the County’s workstations and servers. Without it, DoIT
may be unable to resolve issues that arise during normal County business.
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C.46.
☒Recommendation of the County Administrator
☐ Recommendation of Board Committee
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 2
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CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:23-446 Agenda Date:9/19/2023 Agenda #:
C.47.
To:Board of Supervisors
From:Brian M. Balbas, Public Works Director
Report Title:Lease with Contra Costa Water District, Clayton
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Public Works Director,or designee,to execute a lease with the Contra Costa
Water District (CCWD)for approximately 14,400 square feet of County-owned land identified with Assessor’s
Parcel Number 078-120-011 for five years, at an annual rent of $500. (T00912).
FISCAL IMPACT:
Lease payments received are recorded as revenue to General Building Occupancy Costs (100% General Fund).
BACKGROUND:
The County and CCWD entered into a lease for the use of a portion of County-owned land identify with
Assessor’s Parcel Number 078-120-011 in August 2015. CCWD installed certain improvements on the
premises to create a water filling station intended to be used by persons who live within the CCWD service area
who are not directly connected to a CCWD water pipeline. For the first three years of the lease, in lieu of rent,
CCWD constructed the following improvements to be used by County’s Public Works Maintenance Division (i)
a 35’ wide gravel drive roundabout (approximately 25’ centerline radius) that is connected to the access gate,
(ii) a fence with slats around the perimeter of Lot 2, and (iii) a gate with a 12’ opening in the fence. CCWD is
on possession of the mentioned portion of the property in “as is” condition; it is responsible for paying any
utilities used or consumed on the premises, and shall repair any electrical, lighting, water pipeline and
plumbing systems that it installs in the premises.
In July 2018, the County and CCWD entered into a new lease through July 2023. On July 2023, CCWD
requested a five-year extension of the lease to retain the water filling station at the premises and continue
servicing the citizens of the County that benefit from the water filling station.
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CONSEQUENCE OF NEGATIVE ACTION:
If the lease amendment is not approved, the lease will remain in effect on a month-to-month basis without
revenue to the County and the water filling station may possibly go away.
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
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1
LEASE
Water Filling Station
Marsh Creek Road
This lease is dated as of August 1, 2023, and is between the COUNTY OF CONTRA COSTA,
a political subdivision of the State of California (“County”) and the CONTRA COSTA WATER
DISTRICT (“CCWD”), a local governmental agency of the State of California.
Recitals
A. The County is the owner of real property located at 1200 Marsh Creek Road, Clayton,
California, having Assessor’s Parcel Number 078-120-011 (the “Property”).
B. Under this lease, the County is leasing to CCWD a portion of the Property that consists of
approximately 14,400 square feet of open land on the north side of the Property,
identified as “CCWD Water Filling Station” on Exhibit A (the “Premises”).
C. CCWD has installed a water filling station on the Premises. The water filling station is
intended to be used by persons who live within the CCWD service area who are not
directly connected to a CCWD water pipeline.
D. The County and CCWD are parties to an existing lease for the Premises dated July 31,
2018, which is being terminated upon the commencement of this lease.
The parties therefore agree as follows:
Agreement
1. Lease of Premises. In exchange for the consideration set forth herein, the County hereby
leases to CCWD and CCWD hereby leases from the County, the Premises, subject to all
easements and encumbrances of record.
2. Term. The “Term” of this lease is five years, commencing August 1, 2023, and
continuing through July 31, 2028. CCWD shall notify County 180 days prior to the
expiration of this this lease if they desire to renew the lease. The County reserves the
right to not renew the lease.
3. Rent. CCWD shall pay rent to County in the amount of $500 per year. Rent for the 5-
year term in the amount of $2,500 is payable in advance upon the full execution of this
lease.
4. Use. Except as otherwise provided herein, the Premises may only be used by CCWD for
the operation and maintenance of the water filling station.
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CCWD may not use the Premises for any other purpose without the prior written consent
of the Director of Public Works, or his or her designee. Any use of the Premises other
than as described herein without such prior written consent is a default of this lease.
5. Utility Obligations. CCWD shall pay utility providers directly for all utilities used or
consumed on the Premises by CCWD, including, but not limited to gas, water, electricity,
garbage disposal, storm and sanitary sewer services.
6. Condition of Premises. CCWD is leasing the Premises in an “as is” physical condition
with no warranty, express or implied, on the part of the County. CCWD shall maintain
the Premises in accordance with Section 7, Maintenance and Repairs.
7. Maintenance and Repairs.
a. Utilities. CCWD shall repair any electrical, lighting, water pipeline and plumbing
systems that it installs in the Premises and maintain them in good order, condition and
repair.
b. Exterior Lighting. If a permanent lighting system is installed, CCWD shall maintain
it in good order, condition and repair.
c. Code Violations. CCWD is responsible for correcting code violations that arise out
of CCWD’s use or occupancy of the Premises.
8. Covenant against Liens. CCWD may not permit or suffer any mechanic’s, material
man’s, or other lien against the Premises, or the property of which the Premises forms a
part, in connection with any labor, materials, or services furnished or claimed to have
been furnished. If any such lien is filed against the Premises, or property of which the
Premises forms a part, CCWD will cause the same to be discharged.
9. Quiet Enjoyment. Provided CCWD is in compliance with the terms of this lease, the
County covenants that CCWD will peaceably and quietly have, hold, and enjoy the
Premises during the Term.
10. Assignment and Sublease. CCWD may not assign this lease or sublease the Premises or
any part thereof at any time during the Term.
11. Alterations and Additions. CCWD may not make any alterations, erect any additional
structures, or make any improvements on the Premises without the prior written consent
of the County Representative. In the event CCWD makes alterations or constructs
additions that violate the conditions contained in this lease (an “Unauthorized
Addition”), at the County’s sole discretion, CCWD shall remove any Unauthorized
Addition at CCWD’s sole cost and expense. If CCWD is required to remove any
Unauthorized Addition, CCWD, at its sole cost and expense, shall restore the Premises to
the conditions existing immediately prior to the existence of the Unauthorized Addition,
or such other reasonable condition designated by the County in its election. If CCWD is
not required to remove any Unauthorized Addition, such Unauthorized Additions shall
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3
remain on and be surrendered with the Premises on expiration or termination of this
lease.
12. Insurance.
a. Liability Insurance. Throughout the Term, CCWD shall maintain in full force and
effect, at its sole expense, a comprehensive general liability or commercial general
liability insurance program covering bodily injury (including death), personal injury,
and property damage. The limits must be not less than one million dollars per
occurrence and two million dollars aggregate. The policy must name the County, its
officers, agents and employees, individually and collectively, as additional insureds.
The liability insurance maintained by CCWD must be primary.
b. Property Insurance. The County will maintain property insurance coverage on its real
property. CCWD has no interest in the proceeds of insurance on the County’s real
property, improvements, equipment, or fixtures. CCWD shall sign all documents
necessary or proper in connection with the settlement of any claim or loss by the
County. CCWD shall maintain in full force and effect, at its sole expense, a standard
All Risk policy, which may exclude earthquake and flood, to insure its own personal
property, contents, improvements and betterments within or on the Premises. The
coverage must be for not less than 90% of the actual cash value of the personal
property. CCWD shall name the County as an additional insured and loss payee with
respect to the improvements and betterments.
c. Worker’s Compensation and Employer’s Liability Insurance. CCWD shall maintain
in full force and effect, at its sole expense, (i) statutory California Workers’
Compensation coverage including a broad form all-states endorsement, and (ii)
employer’s liability coverage for not less than one million dollars per occurrence for
all employees engaged in services or operations at the Premises.
d. Evidence of Insurance. Within thirty days of execution of this lease, CCWD shall
provide to the County, on a form approved by the County, (i) an original copy of a
Certificate of Insurance, or (ii) a letter of self-insurance. If a Certificate of Insurance
is provided, it must certify that the coverage required by this lease has been obtained
and remains in force for the period required by this lease.
e. Notice of Cancellation or Reduction of Coverage. CCWD shall provide, or shall
cause all policies it is required to obtain under the terms of this lease to contain, a
provision that the County is to receive written notification of any cancellation or
reduction in coverage at least thirty days prior to the effective date of such
cancellation or reduction. Any such notification is to be sent to the County in
accordance with Section 20 - Notices.
13. Surrender of Premises. On the last day of the Term, or sooner termination of this lease,
CCWD shall peaceably and quietly leave and surrender to the County the Premises. Upon
the expiration or termination of this lease, CCWD shall, at its sole cost and expenses do
the following: (1) remove the fence around the perimeter of the Premises, (2) remove the
hydrant and automated fill station system or cap the hydrant, (3) terminate any utility
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4
service under CCWD responsibility, and (4) restore the Premises to the condition that
existed immediately prior to the installation of the improvements.
a. Personal Property. Title to personal property belonging to CCWD will remain in
CCWD all times during the Term of this Lease, and CCWD has the right at any time
to remove any or all of its personal property from the Premises, provided that upon
any such removal, CCWD shall repair, at CCWD’s expense, any damage resulting
therefrom and leave the Premises in a clean and neat condition.
If CCWD fails to remove any personal property from the Premises within thirty (30)
days after the expiration, cancellation, or termination of this Lease, such personal
property may be removed by the County at CCWD’s expense.
b. Effectiveness. The provisions of this Section will survive the expiration, cancellation
or earlier termination of this lease.
14. Abandonment. CCWD may not vacate or abandon the Premises at any time during the
Term. If CCWD abandons, vacates, or surrenders the Premises, or is dispossessed by
process of law, or otherwise, the County may deem any personal property belonging to
CCWD that remains on the Premises to be abandoned.
15. Waste, Nuisance. CCWD may not commit, or suffer to be committed, any waste upon the
Premises, or any nuisance or other act or thing that may disturb the quiet enjoyment of
any other occupant of the neighborhood in which the Premises is located.
16. Inspection. The County may enter the Premises at any time in an emergency and with
24-hour’s notice in a non-emergency to determine that (i) the Premises is being
reasonably cared for, (ii) no waste is being made and that all actions affecting the
Premises are done in the manner best calculated to preserve the Premises, and (iii)
CCWD is in compliance with the terms and conditions of this lease.
17. Indemnification. CCWD shall indemnify, defend and hold County, its officers, agents
and employees harmless from any and all claims, costs and liability, for any damage,
injury or death, including without limitation, all consequential damages from any cause
whatsoever, to any person or the property of any person arising directly or indirectly from
or connected with this lease, CCWD’s operations, or CCWD’s use or possession of the
Premises, save and except claims or litigation arising through the sole negligence or sole
willful misconduct of County, its officers or employees, and shall make good to and
reimburse County for any expenditures, including reasonable attorneys’ fees, County may
make by reason of such matters.
18. Default. The occurrence of any of the following events is a default under this lease:
a. CCWD. CCWD’s failure to comply with any material term or provision of this lease
if such failure is not remedied within thirty days after receipt of a written notice from
the County to CCWD specifying the nature of the breach in reasonably sufficient
detail (a “Notice of Default”). If the required cure of the noticed failure cannot be
completed within thirty days, the failure to cure will not be deemed to be a default of
979
5
this lease if CCWD has attempted to cure the failure within the thirty-day period and
has diligently and continuously attempted to complete the cure as soon as reasonably
possible. In no event will the cure period extend beyond the sixty-day period after
CCWD’s receipt of the Notice of Default.
b. County. The County’s failure to perform any obligation under this lease if the failure
is not remedied within thirty days after receipt of a written notice from CCWD to the
County specifying the nature of the breach in reasonably sufficient detail. If the
required cure of the noticed failure cannot reasonably be completed within thirty
days, a default will not be deemed to occur if the County has attempted to cure the
failure within the thirty-day period and has diligently and continuously attempted to
complete the cure as soon as reasonably possible.
19. Remedies.
a. The County. Upon the occurrence of a default by CCWD, the County may reenter
and repossess the Premises and remove all persons and property from the Premises,
after giving CCWD written Notice of Default and in accordance with due process of
law.
b. The Lessee. Upon the occurrence of a default by the County, CCWD may (i)
terminate this lease by giving written notice to the County and quit the Premises
without further cost or obligation to the County.
20. Notices. Any notice required or permitted under this lease shall be in writing and sent by
overnight delivery service or registered or certified mail, postage prepaid and directed as
follows:
To Lessor: Contra Costa Water District
1331 Concord Avenue
Concord, California 94524
Attn: Real Property Agent
To County: Contra Costa County
Public Works Department
Attn: Principal Real Property Agent
40 Muir Rd., 2nd Floor
Martinez, CA 94553
Either party may at any time designate in writing a substitute address for that set forth
above and thereafter notices are to be directed to such substituted address. If sent in
accordance with this Section, all notices will be deemed effective (i) the next business
day, if sent by overnight courier, or (ii) three days after being deposited in the United
States Postal system.
21. Successors and Assigns. This lease binds and inures to the benefit of the heirs,
successors, and assigns of the parties hereto.
980
6
22. Holding Over. In the event CCWD remains in possession of the Premises after the
expiration of the Term, such holding over does not constitute a renewal or extension of
this lease, but will be construed to be a tenancy from month to month on the same terms
and conditions set forth in this lease, except that the monthly rent due and payable
hereunder will be One Thousand Four Hundred Forty Dollars ($1,440) per month,
payable monthly in advance on the first day of each month. Rent for any partial month
will be prorated at the rate of 1/30 of the applicable monthly rent per day.
23. Time is of the Essence. In fulfilling all terms and conditions of this lease, time is of the
essence.
24. Governing Law. The laws of the State of California govern all matters arising out of this
lease.
25. Severability. In the event that any provision herein contained is held to be invalid or
unenforceable in any respect, the validity and enforceability of the remaining provisions
of this lease will not in any way be affected or impaired.
[Remainder of Page Intentionally Left Blank]
981
7
26. Entire Agreement; Construction; Modification. Neither party has relied on any promise
or representation not contained in this lease. All previous conversations, negotiations,
and understandings are of no further force or effect. This lease is not to be construed as if
it had been prepared by one of the parties, but rather as if both parties have prepared it.
This lease may be modified only by a writing signed by both parties.
The parties are executing this lease as of the date set forth in the introductory paragraph.
COUNTY OF CONTRA COSTA, a CONTRA COSTA WATER DISTRICT, a
political subdivision of the State of local governmental agency in the State of
California California
By: _______________________ By: _______________________
Brian M. Balbas Rachel Murphy
Director of Public Works General Manager
RECOMMENDED FOR APPROVAL:
By: _______________________
Jessica L. Dillingham
Principal Real Property Agent
By: _______________________
Julin Perez
Supervising Real Property Agent
APPROVED AS TO FORM
THOMAS L. GEIGER, COUNTY COUNSEL
By: _______________________
Kathleen M. Andrus
Deputy County Counsel
G:\realprop\LEASE MANAGEMENT\CLAYTON\MARSH CREEK RD - T00912\LEASES\2023 Renewal\Water Filling Station _2023 Lease
Renewal_final 8.23.23.docx
T00912
982
Exhibit A
983
CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:23-447 Agenda Date:9/19/2023 Agenda #:
C.48.
To:Board of Supervisors
From:Brian M. Balbas, Public Works Director
Report Title:55 Castlewood Drive, Pittsburg-Lease Amendment with YMCA
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Public Works Director,or designee,to execute a lease amendment with
Young Men’s Christian Association of the East Bay (YMCA)to extend the term of the lease of the County-
owned property located at 55 Castlewood Drive in Pittsburg from January 1,2024,to June 30,2024,to
correspond to the term of the service contract under which YMCA operates a Head Start program at this
location, with annual rent of $9,000.00.
FISCAL IMPACT:
Annual rent of $9,000.00 is deposited into the General Fund.This amendment extends the term of the lease by
six months, increasing revenue by $4,500. (Budget Unit 0588, Community Services) 100% General Fund.
BACKGROUND:
In 2022,the YMCA was selected to operate the Head Start program at this location.The County then entered
into (1)a service contract with YMCA,under which YMCA would provide a Head Start program at this
location,and (2)a lease for the property.The service contract has been extended.The purpose of the lease
amendment is to cause the lease and the service contract to have the same term.
Head Start programs promote school readiness for infants,toddlers,and preschool-aged children from low-
income families.The lease provides the County and YMCA with continued occupancy for childcare and Head
Start programs throughout the Pittsburg community.
CONTRA COSTA COUNTY Printed on 9/14/2023Page 1 of 2
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File #:23-447 Agenda Date:9/19/2023 Agenda #:
C.48.
CONSEQUENCE OF NEGATIVE ACTION:
Not extending the lease would result in YMCA having to be in a holdover status as a tenant in order to continue
to provide services at this location.In the alternative,YMCA and the County would need to find another
suitable location,at increased rent,along with the associated expenses of moving and constructing any needed
tenant improvements.
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 2
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FIRST AMENDMENT TO LEASE
55 CASTLEWOOD DRIVE
PITTSBURG, CA
This first amendment is dated September 19,2023 and is between the COUNTY
OF CONTRA COSTA, a political subdivision of the State of California (“County”) and
YOUNG MEN’S CHRISTIAN ASSOCIATION OF THE EAST BAY, a California
nonprofit, public benefit corporation (“Lessee”).
Recitals
A. The County and Lessee are parties to a lease dated July 1, 2022, under which
the Lessee is leasing from the County the property located at 55 Castlewood Drive,
Pittsburg, California (the “Lease”).
B. County and Lessee are parties to a separate contract dated July 1, 2023, under
which the Lessee is operating a Head Start program for the County at the Premises (such
contract, as it may be amended from time to time, the “Service Contract”). Lessee
desires to continue to lease the Premises for the purpose of satisfying its obligations
under the Service Contract. The term of the Service Contract is through June 30, 2024.
C. The parties desire to extend the term of the lease to correspond to the term of
the Service Contract.
The parties therefore agree as follows:
Agreement
1. Section 2. Term is deleted in its entirety and replaced with the following:
Term. The “Term” of this lease is two years, commencing on July 1, 2022, and
continuing through June 30, 2024.
a. If the Service Contract is renewed or extended, at the option of the
County, the term of this lease may be extended by written amendment to
this lease. In no event may the term of this lease be extended beyond the
expiration or termination of the Service Contract. If the lease is extended
in accordance with the terms of this lease, all references to the Term of
this lease will be deemed to mean the Term as extended pursuant to this
Section.
b. If the Service Contract is terminated for any reason or for no reason, the
Term of this lease will end on the same day that the Service Contract
ends.
986
2. All other terms of the Lease remain unchanged.
County and Lessee are causing this first amendment to be executed as of the date
set forth in the introductory paragraph.
COUTNY OF CONTRA COSTA, a
political subdivision of the State of
California
By: _______________________________
Brian M. Balbas
Director of Public Works
RECOMMENDED FOR APPROVAL:
By: _______________________________
Jessica L. Dillingham
Principal Real Property Agent
By: _______________________________
Stacey Sinclair
Senior Real Property Agent
APPROVED AS TO FORM
THOMAS L. GEIGER, COUNTY
COUNSEL
By: _______________________________
Kathleen M. Andrus
Deputy County Counsel
YOUNG MEN’S CHRISTIAN
ASSOCIATION OF THE EAST BAY, a
California nonprofit, public benefit
corporation
By: _______________________________
Fran Gallati
President and CEO
\\PW-DATA\grpdata\realprop\LEASE MANAGEMENT\PITTSBURG\55 CASTLEWOOD DR -
T00523\LEASES\working file_2023\55 Castlewood_Lease Amendment_v2.doc
987
CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:23-448 Agenda Date:9/19/2023 Agenda #:
C.49.
To:Board of Supervisors
From:Brian M. Balbas, Public Works Director
Report Title:Master Service Agreement with Corelogic Solutions, LLC to provide property detail services to
the Public Works Real Estate Division.
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Public Works Director, or designee, to extend the term of a Master Services
Agreement (MSA) containing mutual indemnification with Corelogic Solutions, LLC, a limited liability
company from the previous end date of July 31, 2023 to a new end date of July 31, 2026, and to increase the
payment limit from $2,100 to a new payment limit of $8,800.00, Countywide. (Project No.: 4510-910SAS)
FISCAL IMPACT:
The MSA will result in contractual service expenditures of up to $8,800.00 total for the period of August 1,
2022 to July 31, 2026, and will be funded 100% Road, Flood Control, and Special District funds.
BACKGROUND:
In July 2022,the Real Estate Division of the Public Works Department required a property research service that
could provide historical and current details about properties,county and statewide,in connection with
composing appraisals and conducting research related to county infrastructure.The Board of Supervisors
approved the Public Works Director,or designee,to execute a MSA with Corelogic Solutions,LLC at the July
26,2022 Board of Supervisors’meeting (C.86)to meet this need,effective August 1,2022.Pursuant to the
terms of the executed MSA,the MSA expires when all Statement of Works issued pursuant to the MSA have
expired.
Statement of Work SR00042470602 for Risk Analysis Services is subject to the MSA,and contained an initial
term of August 1, 2022 through July 31, 2023 with the following renewal terms:
“The term of this Statement of Work (SOW)is for 12 months,commencing on the SOW Effective Date
(August 1,2022),and thereafter,shall automatically renew for additional successive 12-month terms
(each a “SOW Renewal Term”)unless either Party gives the other Party at least 60 days written notice
of termination prior to the expiration of the then-current term.”
The fees for services provided under SOW SR00042470602 are based on the “Fee Schedule”included in the
SOW,and pursuant to the SOW,shall increase 3%annually,rounded to the nearest $0.01,on the first day of
CONTRA COSTA COUNTY Printed on 9/14/2023Page 1 of 2
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File #:23-448 Agenda Date:9/19/2023 Agenda #:
C.49.
SOW,and pursuant to the SOW,shall increase 3%annually,rounded to the nearest $0.01,on the first day of
each SOW Renewal Term.Based on Fee Schedule and annual fee increase,maximum annual expenditures are
calculated and reflected in the following chart:
Maximum Service Expenditures:For the Period of:
$ 2,075.00 8/1/2022to7/31/2023
$ 2,137.25 8/1/2023to7/31/2024
$ 2,201.37 8/1/2024to7/31/2025
$ 2,267.41 8/1/2025to7/31/2026
$ 8,706.03 Estimate of Total Maximum
Service Expenditures
The MSA for these services contains an indemnification provision,whereby County agrees to indemnify the
Contractor against claims made by any third party against the Contractor.The Public Works Director herein
seeks approval for the automatic renewal of the agreement for the next three years,subject to earlier
termination.
CONSEQUENCE OF NEGATIVE ACTION:
Without Board approval, the Public Works Real Estate Division will not have the necessary resources to obtain
accurate historical and current property details which could adversely affect decision making pertaining to
County properties and County infrastructure.
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 2
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DocuSign Envelope ID: E96C68B1-9B4C-4366-BF3C-6776C6CB6C66
990
DocuSign Envelope ID: E96C68B1-9B4C-4366-BF3C-6776C6CB6C66
8/3/2022
Global Head of Sales
Charlie Bormann
8/5/2022
Sr Principal, Associate General Counsel
Jan Morris
991
DocuSign Envelope ID: E96C68B1-9B4C-4366-BF3C-6776C6CB6C66
992
DocuSign Envelope ID: E96C68B1-9B4C-4366-BF3C-6776C6CB6C66
993
DocuSign Envelope ID: E96C68B1-9B4C-4366-BF3C-6776C6CB6C66
Global Head of Sales
Charlie Bormann
8/3/2022
8/5/2022
Sr Principal, Associate General Counsel
Jan Morris
994
DocuSign Envelope ID: E96C68B1-9B4C-4366-BF3C-6776C6CB6C66
995
DocuSign Envelope ID: E96C68B1-9B4C-4366-BF3C-6776C6CB6C66
996
DocuSign Envelope ID: E96C68B1-9B4C-4366-BF3C-6776C6CB6C66
997
DocuSign Envelope ID: E96C68B1-9B4C-4366-BF3C-6776C6CB6C66
998
DocuSign Envelope ID: E96C68B1-9B4C-4366-BF3C-6776C6CB6C66
999
DocuSign Envelope ID: E96C68B1-9B4C-4366-BF3C-6776C6CB6C66
1000
DocuSign Envelope ID: E96C68B1-9B4C-4366-BF3C-6776C6CB6C66
Charlie Bormann
8/3/2022
Global Head of Sales
Sr Principal, Associate General Counsel
8/5/2022
Jan Morris
1001
CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:TMP-0741 Agenda Date:9/19/2023 Agenda #:
C.50.
To:Board of Supervisors
From:Brian M. Balbas, Public Works Director
Report Title:Amendment to Consulting Services Agreement with CH2M Hill, Inc., Brentwood and Clayton
areas.
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Public Works Director,or designee,to execute a Consulting Services
Agreement (contract)amendment with CH2M Hill,Inc.,effective September 19,2023,to increase the payment
limit by $100,000 to a new payment limit of $1,387,439 and to adjust the rates paid under this agreement for
professional engineering services for the Marsh Creek Road Bridges Replacement project and to extend the
term from December 31,2023,to December 31,2025,Brentwood and Clayton areas.(County Project No.:
0662-6R4083, Federal Project No.: BRLS 5928 (125)) (District III)
FISCAL IMPACT:
This project,including work performed under this amendment,is funded by 88.53%Federal Highway Bridge
Program Funds and 11.47% Local Road Funds.
BACKGROUND:
The Public Works Director,or designee,contracted CH2M Hill,Inc.for professional engineering services for
the Marsh Creek Road Bridges (#28C-0143 & -0145) Replacement Project.
This project consists of preparing plans,specifications,and estimates,including geotechnical and hydraulic
studies,construction support,project management and coordination,and environmental and right of way
support for the replacement of the Marsh Creek Road Bridges (#28C-0143 &-0145)over Marsh Creek in
eastern Contra Costa County.
The original scope of the contract assumed that the duration of the construction phase would be one season,but
instead the construction phase will extend to two seasons.As a result of the extended construction period,
additional construction support efforts from the project design team are necessary.
This Amendment No.5 will amend the payment limit,update the rates paid under this agreement,and extend
the term to ensure continued work on the project and compensate for this additional effort.
Government Code Section 31000 and 4525 authorizes the County to contract for services including the type of
professional engineering services that CH2M Hill, Inc. provides.
CONTRA COSTA COUNTY Printed on 9/14/2023Page 1 of 2
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File #:TMP-0741 Agenda Date:9/19/2023 Agenda #:
C.50.
CONSEQUENCE OF NEGATIVE ACTION:
Without approval from the Board of Supervisors,the consultant may not be compensated for services needed to
complete the project and there may be delay on project completion.
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 2
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Contra Costa County Project Name: MCRB -0143 & -0145
Standard Form (Amendment to CSA)
Revised 2011 Project No.: 0662-6R4083
AMENDMENT NO. 5 TO CONSULTING SERVICES AGREEMENT
(To be used only for Architectural, Engineering o r Land Surveying Services.)
1.Identification of Agreement to be Amended.
(a)Effective Date of Agreement: October 6, 2015
(b)Agency: Contra Costa County Public Works Department
(c)Subject: Marsh Creek Road Bridges (#28C-0143 & -0145) Replacement
2.Parties. Agency, and the following named Consultant, mutually agree and promise as follows:
(a)Consultant's Name & Address:CH2M Hill, Inc.
2485 Natomas Park Drive, Suite 600
Sacramento, CA 95833
Attn: Chris Serroels
(b)Type of Business Entity: Corporation
(e.g., individual, corporation, sole propr ietorship, partnership, limited liability company)
If corporation, identify state of incorporation: Florida
3.Project Name, Number, & Location.Marsh Creek Road Bridges (#28C-0143 & -0145) Replacement, County Project
No. 0662-6R4083, Federal Project No. BRLS 5928(125) in the Clayton area.
4.Amendment Date. The effective date of this Amendment to Consulting Services Agreement is September 19, 2023.
5.Amendment Specifications. The Agreement identified above is hereby amended as set forth in the Amendment Specifications
attached hereto and incorporated by reference.
6.Signatures. The signatures set forth below attest the parties’ agreement hereto:
Amendment No. 5
(Page 1 of 4)
1004
Contra Costa County Project Name: MCRB -0143 & -0145
Standard Form (Amendment to CSA)
Revised 2010 Project No.: 0662-6R4083
CONSULTANT
SIGNATURE A
Consultant’s Name:
CH2M Hill, Inc., a Florida Corporation
By _________________________________________
(Signature of individual or officer)
__________________________________________
(Print name and title, if applicable)
SIGNATURE B
By __________________________________________
(Signature of individual or officer)
__________________________________________
(Print name and title, if applicable)
Note to Consultant: If Consultant is a corporation, the Amendment to Consulting Services Agreement must be signed by two officers. The
first signature (Signature A) must be that of the chairman of the board, president, or vice-president; the second signature (Signature B) must
be that of the secretary, assistant secretary, chief financial officer, or assistant treasurer. (Civil Code Section 1190 and Corporations Code
Section 313.) The acknowledgment below must be signed by a Notary Public.
ACKNOWLEDGMENT
STATE OF CALIFORNIA )
)
COUNTY OF )
On (Date),
before me, (Name and Title of Officer),
personally appeared, ,
who proved to me on the basis of satisfactory evidence to be the person(s) whose name(s) is/are subscribed to the within instrument and
acknowledged to me that he/she/they executed the same in his/her/their authorized capacity(ies), and that by his/her/their signature(s) on the
instrument the person(s), or the entity upon behalf of which the person(s) acted, executed the instrument.
I certify under PENALTY OF PERJURY under the laws of the State of California that the foregoing paragraph is true and correct.
WITNESS MY HAND AND OFFICIAL SEAL
___________________________________
Signature of Notary Public
Amendment No. 5
(Page 2 of 4)
A notary public or other officer completing this certificate verifies only the identity of the individua l who signed the
document to which this certificate is attached, and not the truthfulness, accuracy, or validity of that document.
1005
Contra Costa County Project Name: MCRB -0143 & -0145
Standard Form (Amendment to CSA)
Revised 2010 Project No.: 0662-6R4083
AGENCY
(a)If Amendment is approved by Agency’s governing body (required if total Payment Limit of original Agreement
and Amendment exceeds $100,000, or if original Agreement was approved by Agency’s governing body):
AGENCY,
By ___________________________________
Board Chair/Designee
ATTEST: Clerk of the Board of Supervisors
By ________________________________
Deputy
(b)If Amendment is approved by County Purchasing Agent:
AGENCY,
By __________________________________
County Purchasing Agent or Designee
APPROVALS
RECOMMENDED BY DEPARTMENT FORM APPROVED BY COUNTY COUNSEL
By ___________________________ By _________________________________
Designee Deputy County Counsel
APPROVED: COUNTY ADMINISTRATOR
By _______________________________
Designee
Amendment No. 5
(Page 3 of 4)
1006
Contra Costa County Project Name: MCRB -0143 & -0145
Standard Form (Amendment to CSA)
Revised 2010 Project No.: 0662-6R4083
AMENDMENT SPECIFICATIONS
Due to Agency’s greater than anticipated need for Consultant’s services, for good and valuable consideration,
Agency and Consultant hereby amend the Agreement as follows:
1. Section 3 (Term) of the Basic Terms of the Agreement is hereby amended by deleting "December 31, 2023"
therefrom and replacing it with "December 31, 2025".
2. Section 4 (Payment Limit) of the Basic Terms of the Agreement is hereby amended by increasing the
payment limit by $100,000 from $1,287,439 to a new Payment Limit of $1,387,439.
3.Attachment 1 to Appendix B (Payment Provisions) is hereby deleted in its entirety and replaced with
Attachment 1 to Appendix B (Payment Provisions (2023)) attached hereto and incorporated herein.
All other terms and conditions in the Agreement entered into on October 6, 2015, and Amendments No. 1
through No. 4, between Agency and Consultant not modified by this Amendment No. 5 shall remain in full
force and effect.
Amendment No. 5
(Page 4 of 4)
1007
Local Assistance Procedures Manual EXHIBIT 10-H2
Cost Proposal
Consultant: CH2MHill, Inc. (Jacobs Engineering)Prime Consultant Subconsultant 2nd Tier Subconsultant
Project No. 0662-6R4083 Contract No.
For Combined Rate
Fringe Benefit % + General & Administrative % = Combined ICR%
For Home Office Rate
Fringe Benefit % + General & Administrative % = 105.05% Home Office ICR%
For Field Rate
Fringe Benefit % + General & Administrative % = 105.05% Field Office ICR%
Fee = 10.0%%
BILLING INFORMATION
Normal OT
(1.5 X)
OT
(2 X)From To
Chris Serroels* 298.21 N/A N/A 1/1/2023 12/31/2023 132.21
Project Manager 310.14 N/A N/A 1/1/2024 12/31/2024 137.50 4.00%
Principal Professional 322.54 N/A N/A 1/1/2025 12/31/2025 143.00 4.00%
Ed Henderson* 209.29 N/A N/A 1/1/2023 12/31/2023 92.79
Roadway Engineer 217.66 N/A N/A 1/1/2024 12/31/2024 96.50 4.00%
Senior Professional 226.37 N/A N/A 1/1/2025 12/31/2025 100.36 4.00%
Sharon Choi* 203.92 N/A N/A 1/1/2023 12/31/2023 90.41
Drainage Engineer 212.09 N/A N/A 1/1/2024 12/31/2024 94.03 4.00%
Project Professional 220.57 N/A N/A 1/1/2025 12/31/2025 97.79 4.00%
Jacqueline Ngyuen* 99.76 N/A N/A 1/1/2023 12/31/2023 44.23
Roadway Engineer 103.76 N/A N/A 1/1/2024 12/31/2024 46.00 4.00%
Associate Professional 107.91 N/A N/A 1/1/2025 12/31/2025 47.84 4.00%
Lauren Reinking* 212.54 N/A N/A 1/1/2023 12/31/2023 94.23
Roadway Engineer 221.04 N/A N/A 1/1/2024 12/31/2024 98.00 4.00%
Senior Professional 229.89 N/A N/A 1/1/2025 12/31/2025 101.92 4.00%
Jeff Thomure* 208.28 N/A N/A 1/1/2023 12/31/2023 92.34
Bridge Engineer 216.60 N/A N/A 1/1/2024 12/31/2024 96.03 4.00%
Senior Professional 225.26 N/A N/A 1/1/2025 12/31/2025 99.87 4.00%
Hernandez Gomez, Jesus* 99.54 N/A N/A 1/1/2023 12/31/2023 44.13
Roadway Engineer 103.53 N/A N/A 1/1/2024 12/31/2024 45.90 4.00%
Staff Professional 107.68 N/A N/A 1/1/2025 12/31/2025 47.74 4.00%
214.28 N/A N/A 1/1/2023 12/31/2023 95.00
222.85 N/A N/A 1/1/2024 12/31/2024 98.80 4.00%
Senior Professional 231.76 N/A N/A 1/1/2025 12/31/2025 102.75 4.00%
191.72 N/A N/A 1/1/2023 12/31/2023 85.00
199.39 N/A N/A 1/1/2024 12/31/2024 88.40 4.00%
Project Professional 207.38 N/A N/A 1/1/2025 12/31/2025 91.94 4.00%
146.61 N/A N/A 1/1/2023 12/31/2023 65.00
152.48 N/A N/A 1/1/2024 12/31/2024 67.60 4.00%
Associate Professional 158.57 N/A N/A 1/1/2025 12/31/2025 70.30 4.00%
96.99 N/A N/A 1/1/2023 12/31/2023 43.00
100.87 N/A N/A 1/1/2024 12/31/2024 44.72 4.00%
Staff Professional 104.91 N/A N/A 1/1/2025 12/31/2025 46.51 4.00%
146.61 N/A N/A 1/1/2023 12/31/2023 65.00
152.48 N/A N/A 1/1/2024 12/31/2024 67.60 4.00%
Senior Technician 158.57 N/A N/A 1/1/2025 12/31/2025 70.30 4.00%
N/A
EXHIBIT 10-H2 COST PROPOSAL Page 1 of 3
SPECIFIC RATE OF COMPENSATION (USE FOR ON-CALL OF AS-NEEDED CONTRACTS)
(CONTSTRUCTION ENGINEERING AND INSPECTION CONTRACTS)
0662-6R40863 Participation Amount $ 1,287,439 Date: 7/27/2023
OR
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
N/A
CALCULATION INFORMATION
Name
Job Title
Classification
Hourly Billing Rate Effective date of Actual/
average
hourly rate
% or $
Increase
Hourly Range for
Classifications Only
N/A
N/A
1008
Local Assistance Procedures Manual EXHIBIT 10-H2
Cost Proposal
Consultant: CH2MHill, Inc. (Jacobs Engineering)Prime Consultant Subconsultant 2nd Tier Subconsultant
Project No. 0662-6R4083 Contract No.
For Combined Rate
Fringe Benefit % + General & Administrative % = Combined ICR%
For Home Office Rate
Fringe Benefit % + General & Administrative % = 105.05% Home Office ICR%
For Field Rate
Fringe Benefit % + General & Administrative % = 105.05% Field Office ICR%
Fee = 10.0%%
BILLING INFORMATION
Normal OT
(1.5 X)
OT
(2 X)From To
EXHIBIT 10-H2 COST PROPOSAL Page 1 of 3
SPECIFIC RATE OF COMPENSATION (USE FOR ON-CALL OF AS-NEEDED CONTRACTS)
(CONTSTRUCTION ENGINEERING AND INSPECTION CONTRACTS)
0662-6R40863 Participation Amount $ 1,287,439 Date: 7/27/2023
OR
CALCULATION INFORMATION
Name
Job Title
Classification
Hourly Billing Rate Effective date of Actual/
average
hourly rate
% or $
Increase
Hourly Range for
Classifications Only
81.20 N/A N/A 1/1/2023 12/31/2023 36.00
84.45 N/A N/A 1/1/2024 12/31/2024 37.44 4.00%
Junior Technician 87.83 N/A N/A 1/1/2025 12/31/2025 38.94 4.00%
63.16 N/A N/A 1/1/2023 12/31/2023 28.00
65.68 N/A N/A 1/1/2024 12/31/2024 29.12 4.00%
Intern 68.30 N/A N/A 1/1/2025 12/31/2025 30.28 4.00%
67.67 N/A N/A 1/1/2023 12/31/2023 30.00
70.37 N/A N/A 1/1/2024 12/31/2024 31.20 4.00%
Clerical 73.19 N/A N/A 1/1/2025 12/31/2025 32.45 4.00%
NOTES:
2. The cost proposal format shall not be amended.
1. Key personnel must be marked with an asterisk (*) and employees that are subject to prevailing wage requirements must be marked with two aterisks (**). All costs must
comply with the Federal cost principles. Subconsultants will provide their own cost proposals.
3. Bill rate = actual rate * (1 + ICR) * (1 + Fee). Indirect cost rates shall be updated on an annual basis in accordance with the consultant's annual accounting period and
established by a cognizant agnecy or accepted by Caltrans. All costs must comply with the Federal cost principles for reimbursement.
4. For named employees and key personnel enter the actual hourly rate. For classifications only, enter the Average Hourly Rate for that classification.
N/A
N/A
N/A
1009
Local Assistance Procedures Manual EXHIBIT 10-H2
Cost Proposal
January 2020
EXHIBIT 10-H2 COST PROPOSAL Page 3 of 3
Certification of Direct Costs:
I, the undersigned, certify to the best of my knowledge and belief that all direct costs identified on the cost
proposal(s) in this contract are actual, reasonable, allowable, and allocable to the contract in accordance with the
contract terms and the following requirements:
7. Generally Accepted Accounting Principles (GAAP)
8. Terms and conditions of the contract
9.Title 23 United States Code Section 112 - Letting of Contracts
10.48 Code of Federal Regulations Part 31 - Contract Cost Principles and Procedures
11.23 Code of Federal Regulations Part 172 - Procurement, Management, and Administration of
Engineering and Design Related Service
12.48 Code of Federal Regulations Part 9904 - Cost Accounting Standards Board (when applicable)
All costs must be applied consistently and fairly to all contracts. All documentation of compliance must be
retained in the project files and be in compliance with applicable federal and state requirements. Costs that are
noncompliant with the federal and state requirements are not eligible for reimbursement.
Prime Consultant or Subconsultant Certifying:
Name:
Signature :
Email:
Title *: Vice President
Date of Certification (mm/dd/yyy):
Phone Number:916-920-0300
Address:
* An individual executive or financial officer of the consultant’s or subconsultant’s organization at a level
no lower than a Vice President or a Chief Financial Officer, or equivalent, who has authority to represent
the financial information utilized to establish the cost proposal for the contract.
List services the consultant is providing under the proposed contract:
Leslie Bonneau
leslie.bonneau@jaocbs.com
2485 Natomas Park Drive, Suite 600, Sacramento, CA 95833
07/28/2023
Marsh Creek Bridges: Services during construction
1010
Local Assistance Procedures Manual Exhibit 10-H
Cost Proposal
Note: Mark-ups are Not Allowed
Consultant PARIKH CONSULTANTS, INC.□ Prime Consultantx Subconsultant □ 2nd Tier Subconsultant
Project No. Contra Costa County Contract No. Marsh Creek Road Br.Participation Amount $Date
For Combined Rate
Fringe Benefit 42.87% + General &Administrative 137.35%=180.22% Combined ICR%
OR
For Home Office Rate
Fringe Benefit % + General &Administrative % =Home Office ICR%
For Field Office Rate
Fringe Benefit % + General &Administrative % =Field Office ICR%
Fee =10%%
Name/Job Title/Classification1 Actual or
Avg. % or $
Straight OT(1.5x) OT(2x) From To Hourly
Rate3 increase
$ 340.79 NA NA 1/1/2023 12/31/2023 $ 110.56
Principal-in-charge $ 357.83 NA NA 1/1/2024 12/31/2024 $ 116.09 5.00%
Exempt $ 375.72 NA NA 1/1/2025 12/31/2025 $ 121.89 5.00%
$ 246.99 NA NA 1/1/2023 12/31/2023 $ 80.13
Sr. Project Engineer/QA QC Project Manager $ 259.34 NA NA 1/1/2024 12/31/2024 $ 84.14 5.00%
Exempt $ 272.31 NA NA 1/1/2025 12/31/2025 $ 88.34 5.00%
$ 228.13 NA NA 1/1/2023 12/31/2023 $ 74.01 $ 50.00 to $ 80.00
Senior Project Engineer $ 239.54 NA NA 1/1/2024 12/31/2024 $ 77.71 5.00% $ 52.50 to $ 84.00
Exempt $ 251.51 NA NA 1/1/2025 12/31/2025 $ 81.60 5.00% $ 55.13 to $ 88.20
Project Engineer - TBD $ 190.77 NA NA 1/1/2023 12/31/2023 $ 61.89 $ 50.00 to $ 65.00
Project Engineer $ 200.31 NA NA 1/1/2024 12/31/2024 $ 64.98 5.00% $ 52.50 to $ 68.25
Exempt $ 210.33 NA NA 1/1/2025 12/31/2025 $ 68.23 5.00% $ 55.13 to $ 71.66
Project Geologist - TBD $ 158.62 NA NA 1/1/2023 12/31/2023 $ 51.46 $ 40.00 to $ 60.00
Project Geologist $ 166.55 NA NA 1/1/2024 12/31/2024 $ 54.03 5.00% $ 42.00 to $ 63.00
Exempt $ 174.88 NA NA 1/1/2025 12/31/2025 $ 56.73 5.00% $ 44.10 to $ 66.15
Sen. Staff Engineer - TBD $ 145.64 NA NA 1/1/2023 12/31/2023 $ 47.25 $ 40.00 to $ 50.00
Sen. Staff Engineer $ 152.93 NA NA 1/1/2024 12/31/2024 $ 49.61 5.00% $ 42.00 to $ 52.50
Exempt $ 160.57 NA NA 1/1/2025 12/31/2025 $ 52.09 5.00% $ 44.10 to $ 55.13
Staff Engineer - TBD $ 132.17 $ 153.61 $ 175.05 1/1/2023 12/31/2023 $ 42.88 $ 30.00 to $ 50.00
Staff Engineer $ 138.78 $ 161.29 $ 183.81 1/1/2024 12/31/2024 $ 45.02 5.00% $ 31.50 to $ 52.50
Non-Exempt Category $ 145.72 $ 169.36 $ 193.00 1/1/2025 12/31/2025 $ 47.28 5.00% $ 33.08 to $ 55.13
Field Engineer/Geologist - TBD $ 169.13 $ 196.57 $ 224.00 1/1/2023 12/31/2023 $ 54.87 $ 25.00 to $ 60.00
Field Engineer/Geologist $ 177.59 $ 206.40 $ 235.20 1/1/2024 12/31/2024 $ 57.61 5.00% $ 26.25 to $ 63.00
Non-Exempt Category $ 186.47 $ 216.72 $ 246.96 1/1/2025 12/31/2025 $ 60.49 5.00% $ 27.56 to $ 66.15
Senior Technician - TBD $ 122.97 $ 142.92 $ 162.87 1/1/2023 12/31/2023 $ 39.89 $ 30.00 to $ 45.00
Senior Technician $ 129.12 $ 150.06 $ 171.01 1/1/2024 12/31/2024 $ 41.89 5.00% $ 31.50 to $ 47.25
Non-Exempt Category $ 135.58 $ 157.57 $ 179.56 1/1/2025 12/31/2025 $ 43.98 5.00% $ 33.08 to $ 49.61
Drafting/Cadd Tech - TBD $ 132.85 NA NA 1/1/2023 12/31/2023 $ 43.10 $ 25.00 to $ 50.00
Drafting/Cadd Tech $ 139.49 NA NA 1/1/2024 12/31/2024 $ 45.26 5.00% $ 26.25 to $ 52.50
Exempt $ 146.47 NA NA 1/1/2025 12/31/2025 $ 47.52 5.00% $ 27.56 to $ 55.13
2023-2025
Effective date of hourly
rate Hourly range - for
classifications only
Not Applicable
Not Applicable
Not Applicable
EXHIBIT 10-H2 COST PROPOSAL
SPECIFIC RATE OF COMPENSATION (USE FOR ON-CALL OR AS-NEEDED CONTRACTS)
(CONSTRUCTION ENGINEERING AND INSPECTION CONTRACTS)
Gary Parikh Not Applicable
Not Applicable
BILLING INFORMATION CALCULATION INFORMATION
Hourly Billing Rates2
Not Applicable
7/26/2023
Senior Project Engineer - TBD
David Wang
LPP 15-01
Page 1 of 2
January 2018 1011
Local Assistance Procedures Manual Exhibit 10-H
Name/Job Title/Classification1 Actual or
Avg. % or $
Straight OT(1.5x) OT(2x) From To Hourly
Rate3 increase
Effective date of hourly
rate Hourly range - for
classifications only
Gary Parikh Not Applicable
BILLING INFORMATION CALCULATION INFORMATION
Hourly Billing Rates2
Contract Administration - TBD $ 245.64 NA NA 1/1/2023 12/31/2023 $ 79.69 $ 70.00 to $ 85.00
Contract Administration $ 257.92 NA NA 1/1/2024 12/31/2024 $ 83.67 5.00% $ 73.50 to $ 89.25
Exempt $ 270.82 NA NA 1/1/2025 12/31/2025 $ 87.86 5.00% $ 77.18 to $ 93.71
NOTES:
2. The cost proposal format shall not be amended.
NA: Exempt staff do not get OT.
1. Key personnel must be marked with an asterisk (*) and employees that are subject to prevailing wage requirements must be marked
with two asterisks (**). All costs must comply with the Federal cost principles. Subconsultants will provide their own cost proposals.
3. Billing rate = actual hourly rate * (1+ ICR) * (1+ Fee). Indirect cost rates shall be updated on an annual basis in accordance with the
consultant’s annual accounting period and established by a cognizant agency or accepted by Caltrans. All costs must comply with the
Federal cost principles for reimbursement.
4. For named employees and key personnel enter the actual hourly rate. For classifications only, enter the Average Hourly Rate for that
classification.
LPP 15-01
Page 2 of 2
January 2018 1012
Local Assistance Procedures Manual Exhibit 10-H
Cost Proposal
Note: Mark-ups are Not Allowed
Consultant PARIKH CONSULTANTS, INC.□ Prime Consultant x Subconsultant
Project No. Contract No. Date 7/26/2023
Description of Item Quantity Unit Unit Cost Total
per person/night AT COST
lump sum AT COST
1 AT COST
1 AT COST
1 AT COST
1 AT COST
1 AT COST
1 AT COST
1 AT COST
1 AT COST
Subconsultant 5:
Subconsultant 6:
Note: VENDOR COSTS VARY DUE TO PREVAILING WAGE AND UNION FACTORS, THEREFORE ARE BASED ON AT COST AT THE TIME OF SERVICES.
NOTES:
1. List other direct cost items with estimated costs. These costs should be competitive in their respective industries and supported with appropriate documentation.
2. Proposed ODC items should be consistently billed regardless of client and contract type.
3. Items when incurred for the same purpose, in like circumstance, should not be included in any indirect cost pool or in the overhead rate.
4. Items such as special tooling, will be reimbursed at actual cost with supporting documentation (invoice).
5. Items listed above that would be considered "tools of the trade" are not reimbursable as other direct cost.
6. Travel related costs should be pre-approved by the contracting agency and shall not exceed current State Department of Personnel Administration rules.
7. If mileage is claimed, the rate should be properly supported by the consultant's calculation of their actual costs for company vehicles. In addition, the miles
claimed should be supported by mileage logs.
8. If a consultant proposes rental costs for a vehicle, the company must demonstrate that this is its standard procedure for all of their contracts and that they
do not own any vehicles that could be used for the same purpose.
9. The cost proposal format shall not be amended. All costs must comply with the Federal cost principles.
10. Add additional pages if necessary.
11. Subconsultants must provide their own cost proposals.
EXHIBIT 10-H2 COST PROPOSAL
SPECIFIC RATE OF COMPENSATION (USE FOR ON-CALL OR AS-NEEDED CONTRACTS)
(CONSTRUCTION ENGINEERING AND INSPECTION CONTRACTS)
SCHEDULE OF OTHER DIRECT COST ITEMS
Travel/Equipment Per Diem Per Federal and State Guidelines
Permits (AT COST)
Drilling Mob-Demob per hour
Drilling Costs/shift
Grouting of holes (per foot)
Cutting Disposal (per drum)
Traffic control (per shift)
Reproduction (outside)
Independent Laboratory testing (rates for test types vary)
Haz Materials Testing (outside services)
LPP 15-01
Page 1 of 1
January 2018 1013
Local Assistance Procedures Manual Exhibit 10-H
Cost Proposal
Certification of Direct Costs:
I, the undersigned, certify to the best of my knowledge and belief that all direct costs identified on the cost
proposal(s) in this contract are actual, reasonable, allowable, and allocable to the contract in accordance with
the contract terms and the following requirements:
1. Generally Accepted Accounting Principles (GAAP)
2. Terms and conditions of the contract
3. Title 23 United States Code Section 112 - Letting of Contracts
4. 48 Code of Federal Regulations Part 31 - Contract Cost Principles and Procedures
5. 23 Code of Federal Regulations Part 172 - Procurement, Management, and Administration of
Engineering and Design Related Service
6. 48 Code of Federal Regulations Part 9904 - Cost Accounting Standards Board (when applicable)
All costs must be applied consistently and fairly to all contracts. All documentation of compliance must be
retained in the project files and be in compliance with applicable federal and state requirements. C osts that
are noncompliant with the federal and state requirements are not eligible for reimbursement.
Prime Consultant or Subconsultant Certifying:
Name: Title *:
Signature :Date of Certification (mm/dd/yyyy):7/26/2023
Email:Phone Number:408-452-9000
* An individual executive or financial officer of the consultant’s or subconsultant’s organization at
a level no lower than a Vice President or a Chief Financial Officer, or equivalent, who has authority
to represent the financial information utilized to establish the cost proposal for the contract.
List services the consultant is providing under the proposed contract:
GEOTECHNICAL ENGINEERING SERVICES
EXHIBIT 10-H2 COST PROPOSAL
Gary Parikh Senior Principal
gparikh@parikhnet.com
LPP 15-01
Page 1 of 1
January 2018 1014
Local Assistance Procedures Manual Exhibit 10-H
Cost Proposal
Note: Mark-ups are Not Allowed
Consultant WRECO / HDR Engineering, Inc.☐ Prime Consultant X Subconsultant ☐ 2nd Tier Subconsultant
Project No.Marsh Creek Bridges Contract No:Participation Amount: Date:
For Combined Rate
Fringe Benefit % + General &Administrative % = Combined Indirect Cost Rate (ICR) %
OR
For Home Office Rate
Fringe Benefit + General &Administrative = 157.28% Home Office ICR%
For Field Office Rate
Fringe Benefit + General &Administrative = Field Office ICR%
FEE % = 10.00%
BILLING INFORMATION CALCULATION INFORMATION
Name/Job Title/Classification1 Actual or Avg
Straight OT(1.5x) OT(2x) From To hourly rate3
Han-Bin Liang* $341.11 N/A N/A 1/1/2023 12/31/2023 $120.53
Principal Engineer $358.17 N/A N/A 1/1/2024 12/31/2024 $126.56 5.00%
$376.07 N/A N/A 1/1/2025 12/31/2025 $132.88 5.00%
$394.88 N/A N/A 1/1/2026 12/31/2026 $139.53 5.00%
Chris Sewell* $266.11 N/A N/A 1/1/2023 12/31/2023 $94.03
Supervising Engineer $279.42 N/A N/A 1/1/2024 12/31/2024 $98.73 5.00%
$293.39 N/A N/A 1/1/2025 12/31/2025 $103.67 5.00%
$308.06 N/A N/A 1/1/2026 12/31/2026 $108.85 5.00%
KazuyaTsurushita*$181.13 N/A N/A 1/1/2023 12/31/2023 $64.00
Senior Civil Engineer $190.18 N/A N/A 1/1/2024 12/31/2024 $67.20 5.00%
$199.69 N/A N/A 1/1/2025 12/31/2025 $70.56 5.00%
$209.67 N/A N/A 1/1/2026 12/31/2026 $74.09 5.00%
Principal Engineer $339.61 $339.61 $339.61 1/1/2023 12/31/2023 $120.00 $110.00 - $130.00
$356.59 $356.59 $356.59 1/1/2024 12/31/2024 $126.00 5.00% $115.50 - $136.50
$374.42 $374.42 $374.42 1/1/2025 12/31/2025 $132.30 5.00% $121.28 - $143.33
$393.14 $393.14 $393.14 1/1/2026 12/31/2026 $138.92 5.00% $127.34 - $150.49
EXHIBIT 10-H2 COST PROPOSAL
SPECIFIC RATE OF COMPENSATION
(CONSTRUCTION ENGINEERING AND INSPECTION CONTRACTS)
7/27/2023
Hourly Billing Rates2 Effective date of hourly rate Hourly range - for
classifications only% or $ increase
Not Applicable
Not Applicable
Not Applicable
LPP 17-01 January 20181015
Local Assistance Procedures Manual Exhibit 10-H
Supervising Engineer $275.93 $275.93 $275.93 1/1/2023 12/31/2023 $97.50 $85.00 - $110.00
$289.73 $289.73 $289.73 1/1/2024 12/31/2024 $102.38 5.00% $89.25 - $115.50
$304.22 $304.22 $304.22 1/1/2025 12/31/2025 $107.49 5.00% $93.71 - $121.28
$319.43 $319.43 $319.43 1/1/2026 12/31/2026 $112.87 5.00% $98.40 - $127.34
Senior Civil Engineer $212.26 $212.26 $212.26 1/1/2023 12/31/2023 $75.00 $55.00 - $95.00
$222.87 $222.87 $222.87 1/1/2024 12/31/2024 $78.75 5.00% $57.75 - $99.75
$234.01 $234.01 $234.01 1/1/2025 12/31/2025 $82.69 5.00% $60.64 - $104.74
$245.71 $245.71 $245.71 1/1/2026 12/31/2026 $86.82 5.00% $63.67 - $109.97
Senior Civil Designer $176.88 $176.88 $176.88 1/1/2023 12/31/2023 $62.50 $50.00 - $75.00
$185.72 $185.72 $185.72 1/1/2024 12/31/2024 $65.63 5.00% $52.50 - $78.75
$195.01 $195.01 $195.01 1/1/2025 12/31/2025 $68.91 5.00% $55.13 - $82.69
$204.76 $204.76 $204.76 1/1/2026 12/31/2026 $72.35 5.00% $57.88 - $86.82
Civil Engineer $141.50 $141.50 $141.50 1/1/2023 12/31/2023 $50.00 $35.00 - $65.00
$148.58 $148.58 $148.58 1/1/2024 12/31/2024 $52.50 5.00% $36.75 - $68.25
$156.01 $156.01 $156.01 1/1/2025 12/31/2025 $55.13 5.00% $38.59 - $71.66
$163.81 $163.81 $163.81 1/1/2026 12/31/2026 $57.88 5.00% $40.52 - $75.25
Senior Environmental Scientist $176.88 $176.88 $176.88 1/1/2023 12/31/2023 $62.50 $50.00 - $75.00
$185.72 $185.72 $185.72 1/1/2024 12/31/2024 $65.63 5.00% $52.50 - $78.75
$195.01 $195.01 $195.01 1/1/2025 12/31/2025 $68.91 5.00% $55.13 - $82.69
$204.76 $204.76 $204.76 1/1/2026 12/31/2026 $72.35 5.00% $57.88 - $86.82
Staff Civil EIT / Environmental $120.28 $120.28 $120.28 1/1/2023 12/31/2023 $42.50 $30.00 - $55.00
Scientist $126.29 $126.29 $126.29 1/1/2024 12/31/2024 $44.63 5.00% $31.50 - $57.75
$132.61 $132.61 $132.61 1/1/2025 12/31/2025 $46.86 5.00% $33.08 - $60.64
$139.24 $139.24 $139.24 1/1/2026 12/31/2026 $49.20 5.00% $34.73 - $63.67
Senior Geologist / Geotechnical $212.26 $212.26 $212.26 1/1/2023 12/31/2023 $75.00 $55.00 - $95.00
Engineer / Biologist $222.87 $222.87 $222.87 1/1/2024 12/31/2024 $78.75 5.00% $57.75 - $99.75
$234.01 $234.01 $234.01 1/1/2025 12/31/2025 $82.69 5.00% $60.64 - $104.74
$245.71 $245.71 $245.71 1/1/2026 12/31/2026 $86.82 5.00% $63.67 - $109.97
Geologist / Biologist $127.35 $127.35 $127.35 1/1/2023 12/31/2023 $45.00 $35.00 - $55.00
$133.72 $133.72 $133.72 1/1/2024 12/31/2024 $47.25 5.00% $36.75 - $57.75
$140.41 $140.41 $140.41 1/1/2025 12/31/2025 $49.61 5.00% $38.59 - $60.64
$147.43 $147.43 $147.43 1/1/2026 12/31/2026 $52.09 5.00% $40.52 - $63.67
Senior Technician $127.35 $127.35 $127.35 1/1/2023 12/31/2023 $45.00 $35.00 - $55.00
$133.72 $133.72 $133.72 1/1/2024 12/31/2024 $47.25 5.00% $36.75 - $57.75
$140.41 $140.41 $140.41 1/1/2025 12/31/2025 $49.61 5.00% $38.59 - $60.64
$147.43 $147.43 $147.43 1/1/2026 12/31/2026 $52.09 5.00% $40.52 - $63.67
Technical Editor $134.43 $134.43 $134.43 1/1/2023 12/31/2023 $47.50 $30.00 - $65.00
$141.15 $141.15 $141.15 1/1/2024 12/31/2024 $49.88 5.00% $31.50 - $68.25
$148.21 $148.21 $148.21 1/1/2025 12/31/2025 $52.37 5.00% $33.08 - $71.66
$155.62 $155.62 $155.62 1/1/2026 12/31/2026 $54.99 5.00% $34.73 - $75.25
LPP 17-01 January 20181016
Local Assistance Procedures Manual Exhibit 10-H
Project Coordinator / Project $134.43 $134.43 $134.43 1/1/2023 12/31/2023 $47.50 $30.00 - $65.00
Accountant $141.15 $141.15 $141.15 1/1/2024 12/31/2024 $49.88 5.00% $31.50 - $68.25
$148.21 $148.21 $148.21 1/1/2025 12/31/2025 $52.37 5.00% $33.08 - $71.66
$155.62 $155.62 $155.62 1/1/2026 12/31/2026 $54.99 5.00% $34.73 - $75.25
NOTES:
1. Key personnel must be marked with an asterisk (*) and employees that are subject to prevailing wage requirements must be marked with two asterisks (**). All costs must comply with the Federal cost
principles. Subconsultants will provide their own cost proposals.
2. The cost proposal format shall not be amended.
3. Billing rate = actual hourly rate * (1+ ICR) * (1+ Fee). Indirect cost rates shall be updated on an annual basis in accordance with the consultant’s annual accounting period and established by a cognizant
agency or accepted by Caltrans. All costs must comply with the Federal cost principles for reimbursement.
4. For named employees and key personnel enter the actual hourly rate. For classifications only, enter the Average Hourly Rate for that classification.
LPP 17-01 January 20181017
Local Assistance Procedures Manual EXHIBIT 10-H2
Cost Proposal
Page 7 of 9
January 2020
EXHIBIT 10-H2 COST PROPOSAL Page 3 of 3
Certification of Direct Costs:
I, the undersigned, certify to the best of my knowledge and belief that all direct costs identified on the cost
proposal(s) in this contract are actual, reasonable, allowable, and allocable to the contract in accordance with the
contract terms and the following requirements:
7. Generally Accepted Accounting Principles (GAAP)
8. Terms and conditions of the contract
9. Title 23 United States Code Section 112 - Letting of Contracts
10. 48 Code of Federal Regulations Part 31 - Contract Cost Principles and Procedures
11. 23 Code of Federal Regulations Part 172 - Procurement, Management, and Administration of
Engineering and Design Related Service
12. 48 Code of Federal Regulations Part 9904 - Cost Accounting Standards Board (when applicable)
All costs must be applied consistently and fairly to all contracts. All documentation of compliance must be
retained in the project files and be in compliance with applicable federal and state requirements. Costs that are
noncompliant with the federal and state requirements are not eligible for reimbursement.
Prime Consultant or Subconsultant Certifying:
Name: Title *:
Signature :
Date of Certification (mm/dd/yyyy):
Email: Phone Number:
Address:
* An individual executive or financial officer of the consultant’s or subconsultant’s organization at a level
no lower than a Vice President or a Chief Financial Officer, or equivalent, who has authority to represent
the financial information utilized to establish the cost proposal for the contract.
List services the consultant is providing under the proposed contract:
Han Bin Liang Vice President
07/28/2023
hanbin.liang@hdrinc.com (925) 465-2789
3003 Oak Road, Suite 500, Walnut Creek, CA 94597
Design services during construction.
1018
CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:23-449 Agenda Date:9/19/2023 Agenda #:
C.51.
To:Board of Supervisors
From:Brian M. Balbas, Public Works Director
Report Title:Approve a Network Fleet Agreement (contract) amendment with AssetWorks Inc.
RECOMMENDATIONS:
APPROVE and AUTHORIZE, the Public Works Director, or designee to execute a Network Fleet Agreement
(contract) amendment with AssetWorks Inc., effective December 23, 2021 to confirm and consent to
AssetWorks Inc. becoming the party to the contract, extend the term from March 31, 2023 through June 30,
2024, and increase the payment limit by $230,000, from $935,000 to a new payment limit of $1,165,000, for
the Vehicle Telematics GPS reporting hardware, software, installation and services, Countywide.
FISCAL IMPACT:
100% Fleet Internal Service Fund.
BACKGROUND:
On March 29, 2016, the Board of Supervisors approved a Network Fleet Agreement with AssetWorks LLC, for
vehicle Telematics reporting hardware, software, installation and services. This contract provides the
Telematics reporting hardware for installation in select vehicles from the County’s fleet with internet access to
real-time and historical data on the vehicle emissions performance, diagnostic trouble codes, positioning, speed
and course. Fleet Services and user departments have found it necessary to occasionally review vehicles data
for a variety of reasons. Light vehicles equipped with these Telematics devices are eligible to be enrolled in the
State’s Continuous Smog Testing Programs, which precludes the need for physical Biennial Smog Inspections,
resulting in cost savings and reducing downtime of the vehicles.
Under the approved Network Fleet Agreement, Public Works has worked with AssetWorks LLC to install the
vehicle Telematics reporting hardware and software services. The approval of year-to-year rollovers allowed
Public Works to continue procuring equipment, software and services through AssetWorks LLC, that was
necessary to utilize Telematics reports for programs, such as the State’s Continuous Smog Testing Pilot
Program.
On or about January 1, 2022 AssetWorks LLC was restructured and became AssetWorks Inc. and remains the
owner, author, and Sole Source Provider of FleetFocus M5 Fleet Management System, Capital Asset
Management (CAM) System, FuelFocus™ Fueling Management System and the KeyValet™ Automated Motor
Pool Management System. AssetWorks also remains an authorized reseller of the Networkfleet GPS solution.
CONTRA COSTA COUNTY Printed on 9/14/2023Page 1 of 2
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File #:23-449 Agenda Date:9/19/2023 Agenda #:
C.51.
This amendment changes the party to the contract, dated March 29, 2016 from AssetWorks LLC to AssetWorks
Inc., changes the termination date of the contract from March 31, 2023 to June 30, 2024, and adds $230,000
budgeted Fleet Internal Service Funds to the payment limit, all of which is necessary for the continuation of
Telematics reporting hardware and reporting services.
CONSEQUENCE OF NEGATIVE ACTION:
If not approved, remote GPS Telematic reporting from AssetWorks Inc. will cease to operate and the ability to
track County Fleet vehicles will not exist.
☒Recommendation of the County Administrator
☐ Recommendation of Board Committee
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 2
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CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:23-450 Agenda Date:9/19/2023 Agenda #:
C.52.
To:Board of Supervisors
From:Brian M. Balbas, Public Works Director
Report Title:Lease of office Space at 4071 Port Chicago Highway, Suite 250, Concord
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Public Works Director, or designee, to execute a lease with Seecon
Commercial, LLC for approximately 14,900 square feet of office space at 4071 Port Chicago Highway, Suite
250, in Concord, for the period beginning February 1, 2023, and ending January 31, 2028, for use by the
Employment and Human Services Workforce Development Board, at an initial annual rent of $359,160.00 for
the first year with annual increases thereafter.
AUTHORIZE the Public Works Director, or designee, to exercise the one-time renewal option to extend the
term of the lease by three years.
FISCAL IMPACT:
The County subleases approximately 44% of the suite to the State of California - Employment Development
Department (EDD), reducing the County’s out-of-pocket rent by approximately 44%. The remaining amount
due from the County is funded by Workforce Innovation and Opportunity Act. (100% General Fund)
BACKGROUND:
The Employment and Human Services Department - Workforce Development Board has partnered with the
State’s Employment Development Department (EDD) in occupying this leased space since February 2005, with
both parties providing employment service programs to the general public at this location. This partnership has
improved the ability of both organizations to provide essential services to the residents and employers of Contra
Costa County. The new lease will allow the County and the State to provide continued employment service
programs to the public at this location.
CONTRA COSTA COUNTY Printed on 9/14/2023Page 1 of 2
powered by Legistar™1021
File #:23-450 Agenda Date:9/19/2023 Agenda #:
C.52.
CONSEQUENCE OF NEGATIVE ACTION:
Relocating EHSD staff could result in higher costs to the County, as a result of potentially higher rent and the
expense of moving. Relocating this service group could also inhibit the County’s ability to provide
employment services at the same location as EDD.
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 2
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1
LEASE
EMPLOYMENT & HUMAN SERVICES
4071 PORT CHICAGO HIGHWAY, SUITE 250
CONCORD, CALIFORNIA
This lease is dated February 1, 2023, and is between Seecon Commercial, LLC, a
California limited liability company (“Lessor”) and the County of Contra Costa, a political
subdivision of the State of California (“County”).
Recitals
A. Lessor is the owner of the building known as North Point Technology Centre II located at
4071 Port Chicago Highway, Concord, California (the “Building”).
B. Lessor desires to lease to County and County desires to lease from Lessor a portion of the
Building consisting of approximately 14,900 square feet of floor space known as Suite
250 (the “Premises”), as outlined in the floor plan attached as Exhibit A, along with the
non-exclusive use of 60 parking stalls.
C. The County previously leased the Premises pursuant to a lease dated November 30, 2004
(the “Original Lease”). The Original Lease expired by its terms on January 31, 2023.
The parties therefore agree as follows:
Agreement
1. Lease of Premises. In consideration of the rents and subject to the terms herein set forth,
Lessor hereby leases to County and County hereby leases from Lessor, the Premises.
2. Term. The “Term” of this lease is comprised of an Initial Term and, at County’s
election, Renewal Terms, each as defined below.
a. Initial Term. The “Initial Term” is five years, commencing on February 1, 2023 (the
“Commencement Date”) and ending January 31, 2028.
b. Renewal Term. County has one option to renew this lease for a term of three years
(each, a “Renewal Term”) upon all the terms and conditions set forth herein.
i. County will provide Lessor with written notice of its election to renew the
lease 180 days prior to the end of the Term. However, if County fails to
provide such notice, its right to renew the lease will not expire until fifteen
working days after County’s receipt of Lessor’s written demand that County
exercise or forfeit the option to renew.
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ii. Upon the commencement of a Renewal Term, all references to the Term of
this lease will be deemed to mean the Term as extended pursuant to this
Section.
3. Rent. County shall pay rent (“Rent”) to Lessor monthly in advance beginning on the
Commencement Date. Rent is payable on the tenth day of each month during the Initial
Term and, if applicable, the Renewal Terms, in the amounts set forth below:
Initial Term Monthly Rent
February 1, 2023 – January 31, 2024 $29,930.00
February 1, 2024 – January 31, 2025 $30,828.00
February 1, 2025 – January 31, 2026 $31,753.00
February 1, 2026 – January 31, 2027 $32,716.00
February 1, 2027 – January 31, 2028 $33,697.00
Renewal Term Monthly Rent
February 1, 2028 - January 31, 2029 $34,708.00
February 1, 2029 – January 31, 2030 $35,749.00
February 1, 2030 – January 31, 2031 $36,821.00
a. Rent for any fractional month will be prorated and computed on a daily basis with
each day’s rent equal to one-thirtieth (1/30) of the monthly Rent.
b. Lessee shall mail all payments payable to Seecon Commercial, LLC, c/o Sierra
Pacific Properties, Inc., 1800 Willow Pass Court, Concord, CA 94520, or such other
address provided in writing by Lessor.
4. Use. The Premises are intended for office use. The County is permitted to use the
Premises for office activities that would reasonably be permitted in comparable office
buildings in the area.
5. Full Service Lease. Subject to Section 7 – Maintenance and Repairs, this is a full service
lease. Lessor shall pay all of the Building’s operating costs, including, but not limited to,
all maintenance and repairs, real estate taxes, and building insurance. Lessor shall pay
for all utilities, including but not limited to, gas and electric service, water, and sewer. In
addition, Lessor shall pay for all pest control, janitorial and refuse collection services
provided to the Premises.
6. Maintenance and Repairs.
a. Janitorial Services. Janitorial services are to be provided to the Premises Monday
through Friday, with the exception of generally recognized holidays. Minimum
janitorial services to be provided by Lessor are set forth in Exhibit B. If County
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requires janitorial services not included on Exhibit B, attached hereto, the County is
responsible for the cost of such services.
b. Roof and Exterior of Premises. Lessor shall keep the roof and exterior of the
Premises in good order, condition, and repair, and shall maintain the structural
integrity of the Building, including the exterior doors and their fixtures, closers and
hinges, exterior windows, glass and glazing and all Lessor-provided locks and key
systems used in the Premises.
c. Fire Extinguishers; Smoke Detectors; Strobe Alarms. At no cost to the County,
Lessor shall provide fire extinguishers, smoke detectors, and strobe alarms in the
Premises as required by current laws, regulations, and the Fire Marshall. Lessor shall
maintain, repair and replace the fire extinguishers, smoke detectors and strobe alarms
as needed.
d. Interior of Premises. County shall keep and maintain the interior of the Premises in
good order, condition and repair. Lessor, at its own expense, without right of
reimbursement, shall repair any damage to the interior caused by Lessor’s failure to
maintain the exterior in good repair, including damage to the interior caused by roof
leaks, window leaks, and/or interior and exterior wall leaks. County shall maintain all
locks and key systems used in the Premises. County may install and maintain an
interior alarm system, if deemed necessary by the County.
e. Utilities. Lessor shall repair and maintain the electrical, lighting, water and plumbing
systems in good order, condition and repair.
f. HVAC. Lessor shall maintain and repair the heating, ventilating, and air-conditioning
(HVAC) systems. If the County requires the use of the heating, ventilating, and air-
conditioning (“HVAC”) systems outside their normal operating hours, the County is
responsible for the cost of the HVAC incurred by such use. Normal operating hours
are Monday through Friday between the hours of 7:00 a.m. and 7:00 p.m., excluding
County holidays.
g. Parking; Exterior Lighting; Landscaping. Lessor shall maintain the parking lot,
exterior lighting system, and landscaping in good order, condition and repair.
h. Services by Lessor. If County determines that the Premises are in need of
maintenance, construction, remodeling or similar service that is beyond Lessor’s
responsibilities under this lease, at County’s request, Lessor shall perform such
service at County’s expense. In performing the service, Lessor shall consult with
County and use either licensed insured contractors or employees of Lessor. Lessor
shall obtain County’s prior written approval of the scope, terms, and cost of any
contracts. County may, by giving Lessor 30 days prior written notice, change the
level of service, terminate any or all service, or require that a service be performed by
a different contractor.
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7. Interior Maintenance. County shall maintain all locks and key systems used in the
Premises. The County may install and maintain an interior alarm system, if deemed
necessary by the County.
8. Maintenance – Building Operating Systems. At no cost to County, Lessor shall repair
and maintain the electrical, lighting, water and plumbing systems, and HVAC systems
(together, such systems and equipment are the “Operating Systems”) in good order,
condition and repair. Lessor shall obtain and maintain all permits related to the
Operating Systems.
If one or more Operating Systems fail, the Public Works Director, or his or her designee
(the “County Representative”), will notify Lessor of such failure and Lessor shall use
commercially reasonable efforts to correct the problem. The County Representative’s
notice of an Operating System failure shall be delivered to Lessor by both telephone and
email as follows:
Contact: Seecon Commercial LLC
c/o Sierra Pacific Properties, Inc.
Attn: Property Manager
(925) 288-9982
stefani.schreiber@spprop.com
And: Seecon Commercial LLC
c/o Sierra Pacific Properties, Inc.
Attn: Douglas Messner
1800 Willow Pass Court
Concord, CA 94520
(925) 609-6200
dmessner@spprop.com
And: Seecon Commercial LLC
c/o Sierra Pacific Properties, Inc.
Attn: Kurt Hyson
1800 Willow Pass Court
Concord, CA 94520
(925) 609-6246
kurt.hysen@spprop.com
If Lessor fails to respond within 24 hours and fails to use reasonable efforts to pursue the
repair of the problem within 72 hours after the County Representative’s notice, County
may attempt to correct the problem. Lessor shall reimburse County for any out-of-pocket
costs actually incurred by County in repairing, or attempting to repair, an Operating
System, upon receipt of County’s invoice.
9. Tenant Improvements. Lessor shall cause the following improvements to be made to the
Premises not later than December 31, 2023:
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a) Replace carpet with building standard carpet tiles in a mutually agreed upon
color.
b) Paint the Premises in existing color.
c) Lessor will move any furniture needed to accommodate this work and
County will reimburse for this cost.
10. Quiet Enjoyment. Provided County is in compliance with the material terms of this lease,
Lessor shall warrant and defend County in the quiet enjoyment and possession of the
Premises during the Term.
11. Alterations; Fixtures and Signs. County may (i) make any lawful and proper minor
alterations to the Premises and (ii) attach fixtures and signs (“County Fixtures”) in or
upon the Premises that do not affect the building systems. Any County Fixtures will
remain the property of County and may be removed from the Premises by County at any
time during the Term. County is responsible for the cost of all alterations and County
Fixtures. All alterations and County Fixtures are subject to Lessor’s approval and must
comply with then-current existing code requirements and are to be removed by County at
the expiration of the Term and any damage repaired.
12. Assignment and Sublease. County has the right to assign this lease or sublease the
Premises or any part thereof at any time during the Term. Upon the assignment of the
lease by County, the County will have no further obligation under the lease.
13. Insurance.
a. Liability Insurance. Throughout the Term, County shall maintain in full force and
effect, at its sole expense, a general self-insurance program covering bodily injury
(including death), personal injury, and property damage, including loss of use.
County shall provide Lessor with a letter of self-insurance affirming the existence of
the aforementioned self-insurance program and naming Lessor as additional insured.
b. Self-Insurance Exclusion. County’s self-insurance does not provide coverage for (i)
areas to be maintained by Lessor under this lease, or (ii) negligence, willful
misconduct, or other intentional act, error or omission of Lessor, its officers, agents,
or employees.
c. Liability Insurance - Lessor. Throughout the Term, Lessor shall maintain in full force
and effect, at its sole expense, commercial general liability insurance, with limits of
not less than $2,000,000 per occurrence. Lessor shall provide County with a copy of
its certificate of insurance affirming the existence of such insurance.
d. Property Insurance. Lessor shall insure the Building, any improvements and
betterments, its own contents and its personal property contained within or on the
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Building under a standard all-risk policy. Lessor shall provide County with a copy of
its certificate of insurance affirming the existence of such insurance.
14. Surrender of Premises. On the last day of the Term, or sooner termination of this lease,
County shall peaceably and quietly leave and surrender to Lessor the Premises, along
with appurtenances and fixtures at the Premises (except County Fixtures), all in good
condition, ordinary wear and tear, damage by casualty, condemnation, acts of God and
Lessor’s failure to make repairs required of Lessor excepted. County is not responsible
for painting or for repairing or replacing any floor coverings in the Premises upon the
expiration or earlier termination of this lease.
15. Waste, Nuisance. County may not commit, or suffer to be committed, any waste upon
the Premises, or any nuisance or other act or thing that may disturb the quiet enjoyment
of any other occupant of the Building.
16. Inspection. Lessor, or its proper representative or contractor, may enter the Premises at
any time in case of emergency, and otherwise by prior appointment between the hours of
9:00 a.m. and 4:30 p.m., Monday through Friday, holidays excepted, to determine that (i)
the Premises is being reasonably cared for, (ii) no waste is being made and that all actions
affecting the Premises are done in the manner best calculated to preserve the Premises,
and (iii) County is in compliance with the terms and conditions of this lease.
17. Perilous Conditions. If the County Public Works Director becomes aware of a perilous
condition on the Premises that, in his or her opinion, substantially and significantly
threatens the health and safety of County employees and/or invitees (a “Perilous
Condition”), the Public Works Director, or his or her designee, will immediately notify
Lessor of the Perilous Condition and Lessor shall use best efforts to immediately
eliminate the Perilous Condition. The County’s Representative’s notice of a Perilous
Condition shall be delivered to Lessor by telephone or email as follows:
Contact: Seecon Commercial LLC
c/o Sierra Pacific Properties, Inc.
Attn: Property Manager
(925) 288-9982
stefani.schreiber@spprop.com
And: Seecon Commercial LLC
c/o Sierra Pacific Properties, Inc.
Attn: Douglas Messner
1800 Willow Pass Court
Concord, CA 94520
(925) 609-6200
dmessner@spprop.com
And: Seecon Commercial LLC
c/o Sierra Pacific Properties,Inc.
1028
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Attn: Kurt Hyson
1800 Willow Pass Court
Concord, CA 94520
(925) 609-6246
kurt.hysen@spprop.com
Lessor shall immediately address any condition reasonably constituting an emergency,
whether Lessor learns of the condition through County or otherwise.
If Lessor fails to address a Perilous Condition within 24 hours after County’s notice or to
immediately address an emergency situation, County may attempt to resolve the Perilous
Condition or emergency situation. Lessor shall reimburse County for any costs incurred
by County in addressing the Perilous Condition or emergency situation promptly upon
receipt of County’s invoice.
18. Destruction. If damage occurs that causes a partial destruction of the Premises during the
Term from any cause and repairs can be made within one hundred 120 days from the date
of the damage under the applicable laws and regulations of governmental authorities,
Lessor shall repair the damage promptly. Such partial destruction will not void this lease,
except that County will be entitled to a proportionate reduction in Rent while such repairs
are being made. The proportionate reduction in Rent will be calculated by multiplying
Rent by a fraction, the numerator of which is the number of square feet that are unusable
by County and the denominator of which is the total number of square feet in the
Premises.
If repairs cannot be made in one hundred 120 days, County will have the option to
terminate the lease or request that Lessor make the repairs within a reasonable time, in
which case, Lessor will make the repairs and Rent will be proportionately reduced as
provided in the previous paragraph.
This lease will terminate in the event of a total destruction of the Building or the
Premises.
19. Hazardous Material. Lessor warrants to County that Lessor does not have any knowledge
of the presence of Hazardous Material (as defined below) or contamination of the
Building or Premises in violation of environmental laws. Lessor shall defend, save,
protect and hold County harmless from any loss arising out of the presence of any
Hazardous Material on the Premises that was not brought to the Premises by or at the
request of County, its agents, contractors, invitees or employees. Lessor acknowledges
and agrees that County has no obligation to clean up or remediate, or contribute to the
cost of clean up or remediation, of any Hazardous Material unless such Hazardous
Material is released, discharged or spilled on or about the Premises by County or any of
its agents, employees, contractors, invitees or other representatives. The obligations of
this Section shall survive the expiration or earlier termination of this lease.
“Hazardous Material” means any substance, material or waste, including lead based
paint, asbestos and petroleum (including crude oil or any fraction thereof), that is or
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becomes designated as a hazardous substance, hazardous waste, hazardous material, toxic
substance, or toxic material under any federal, state or local law, regulation, or ordinance.
20. Indemnification.
a. County. County shall defend, indemnify and hold Lessor and Lessor’s officers,
directors, shareholders, affiliates, employees and agents harmless from County’s
share of any and all claims, costs and liability for any damage, injury or death of or to
any person or the property of any person, including attorneys’ fees, caused by the
willful misconduct or the negligent acts, errors, or omissions of County, its officers,
agents or employees in using the Premises pursuant to this lease, or the County’s
performance under this lease, except to the extent caused or contributed to by (i) the
structural, mechanical, or other failure of the Building owned or maintained by
Lessor, and/or (ii) the negligent acts, errors, or omissions of Lessor, its officers,
agents, or employees.
b. Lessor. Lessor shall defend, indemnify and hold County harmless from Lessor’s
share of any and all claims, costs and liability for any damage, injury or death of or to
any person or the property of any person, including attorneys’ fees, caused by the
willful misconduct or the negligent acts, errors or omissions of Lessor, its officers,
agents, employees, with respect to the Premises, or Lessor’s performance under this
lease, or the Lessor’s performance, delivery or supervision of services at the
Premises, or by the structural, mechanical or other failure of the Building, except to
the extent caused or contributed to by (i) the negligent acts, errors, or omissions of
County, its officers, agents, or employees and/or (ii) the unauthorized or criminal
entry of third parties into the Premises, Building, or Real Property regardless of any
breakdown, malfunction, or insufficiency of the security measures, practices or
equipment provided by Lessor, if any.
21. Default.
The occurrence of any of the following events is a default under this lease:
a. County.
i. County’s failure to pay Rent within 10 business days after receipt of a
written notice of failure (a “Notice”) from Lessor to County; provided,
however, that County will have additional time if its failure to pay Rent is
due to circumstances beyond its reasonable control, including, without
limitation, failure of the County’s Board of Supervisors to adopt a budget.
In no event may such additional time exceed 60 days from receipt of a
Notice.
ii. County’s failure to comply with any other material term or provision of
this lease if such failure is not remedied within 30 days after receipt of a
Notice from Lessor to County specifying the nature of the breach in
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reasonably sufficient detail; provided, however, if such default cannot
reasonably be remedied within such 30 day period, then a default will not
be deemed to occur until the occurrence of County’s failure to comply
within the period of time that may be reasonably required to remedy the
default, up to an aggregate of 90 days, provided County commences
curing such default within 30 days and thereafter diligently proceeds to
cure such default.
b. Lessor. Lessor’s failure to perform any obligation under this lease if such failure is
not remedied within 30 days after receipt of a Notice from County to Lessor
specifying the nature of the breach in reasonably sufficient detail; provided, however,
if such breach cannot reasonably be remedied within such 30 day period, then a
default will not be deemed to occur until the occurrence of Lessor’s failure to perform
within the period of time that may be reasonably required to remedy the breach, up to
an aggregate of 90 days, provided Lessor commences curing such breach within 30
days and thereafter diligently proceeds to cure such breach.
22. Remedies.
a. Lessor. Upon the occurrence of a default by County, Lessor may, after giving County
written notice of the default, and in accordance with due process of law, reenter and
repossess the Premises and remove all persons and property from the Premises in
addition to any and all other remedies available to Lessor at law or in equity .
b. County. Upon the occurrence of a default by Lessor, County may (i) terminate this
lease by giving written notice to Lessor and quit the Premises without further cost or
obligation to County or (ii) proceed to repair or correct the failure and, at County’s
option, either deduct the cost thereof from Rent due to Lessor, or invoice Lessor for
the cost of repair, which invoice Lessor shall pay promptly upon receipt.
23. Notices. Except as provided in Section 9 – Maintenance – Building Operating Systems,
and Section 17 – Perilous Conditions, any notice required or permitted under this lease
shall be in writing and sent by overnight delivery service or registered or certified mail,
postage prepaid and directed as follows:
To Lessor: Seecon Commercial LLC
c/o Sierra Pacific Properties, Inc.
Attn: President
1800 Willow Pass Court
Concord, CA 94520
With copy to: Seecon Commercial LLC
Attn: Legal Department
4021 Port Chicago Highway
Concord, CA 94520
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To County: Contra Costa County
Public Works Department
Attn: Principal Real Property Agent
255 Glacier Drive
Martinez, CA 94553
Either party may at any time designate in writing a substitute address for that set forth
above and thereafter notices are to be directed to such substituted address. If sent in
accordance with this Section, all notices will be deemed effective (i) the next business
day, if sent by overnight courier, or (ii) three days after being deposited in the United
States Postal system.
24. Successors and Assigns. This lease binds and inures to the benefit of the heirs,
successors, and assigns of the parties hereto.
25. Holding Over. Any holding over after the Term of this lease is a tenancy from month to
month, terminable upon 30 days’ notice given at any time and is subject to the terms of
this lease. During such holding over, County shall pay, in advance, Rent equal to 125%
of the current Rent at the time of expiration of the Lease. Holding over shall not
constitute an extension of the lease.
26. Time is of the Essence. In fulfilling all terms and conditions of this lease, time is of the
essence.
27. Governing Law. The laws of the State of California govern all matters arising out of this
lease.
28. Severability. In the event that any provision herein contained is held to be invalid or
unenforceable in any respect, the validity and enforceability of the remaining provisions
of this lease will not in any way be affected or impaired.
29. Estoppel Certificate. Within 20 days after a written request from Lessor, County’s Public
Works Director or his designee shall execute and deliver to Lessor a written statement
certifying: (a) that this lease is unmodified and in full force and effect, or is in full force
and effect as modified and stating the modifications; (b) the amount of Rent and the date
to which Rent and additional rent, if any, have been paid in advance; and (c) that Lessor
is not in default under this lease or, if Lessor is claimed to be in default, stating the nature
of any claimed default. A purchaser, assignee or lender may rely upon such statement.
30. Liens. County shall keep the Building free from any liens arising out of the work
performed, materials furnished, or obligations incurred by County or County’s parties.
County further covenants and agrees that should any mechanic’s lien be filed against the
Building for work claimed to have been done for, or materials claimed to have been
furnished to the County, the lien will be discharged by County, by bond or otherwise,
within 30 days after the filing thereof, at the cost and expense of County.
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31. Interest on Past Due Obligations. Except as otherwise expressly provided in this lease,
any amount due from County to Lessor under this lease that is not paid when due will
bear interest at the rate of 5% per annum from the date due until the date paid. This
section does not alter the terms and conditions set forth in Section 21 – Default.
32. Sale or Transfer by Lessor. In the event of any transfer or transfers of Lessor’s interest in
the Premises, other than a transfer for security purposes only, the transferor shall
automatically be relieved of any and all obligations and liabilities on the part of the
transferor accruing from and after the date of such transfer; provided, however, that any
funds in the hands of Lessor in which County has an interest, at the time of such transfer,
shall be turned over to the transferee and upon such transfer, Lessor shall be discharged
from any further liability with reference to such funds.
33. Lessor Covenants and Obligations. Other than the covenants and obligations of Lessor set
forth in Section 20 – Indemnification, which shall survive the termination or assignment
of this lease, the covenants and obligations of Lessor contained in this lease are binding
upon Lessor, its successors and assigns only during their respective periods of ownership.
County agrees to look solely to Lessor’s interest in the Building (or the proceeds thereof)
for the satisfaction of any remedy of County, for the collection of a judgment (or other
judicial process) requiring the payment of money by Lessor in the event of any default by
Lessor hereunder. No other property or assets of Lessor may be subject to levy,
execution, or other enforcement procedure for the satisfaction of County’s remedies
under or with respect to this lease, or County’s use or occupancy of the Premises.
34. Miscellaneous. County hereby acknowledges that the Rent payable to Lessor hereunder
does not include the cost of guard service, safety patrol or other security measures, and
that Lessor has no obligation whatsoever to provide the same. County assumes all
responsibility for the protection of County, its agents, employees, and invitees from acts
of third parties.
35. CASp. To Lessor’s actual knowledge, the Building has not undergone inspection by a
Certified Access Specialist (CASp). The foregoing disclosure does not affect Lessor’s or
County’s respective responsibilities for compliance of construction-related accessibility
standards as provided under this lease. A CASp can inspect the Building and determine
whether the Building comply with all of the applicable construction-related accessibility
standards under state law. Although state law does not require a CASp inspection of the
Building, Lessor may not prohibit County from obtaining a CASp inspection of the
Building for the occupancy or potential occupancy of County, if requested by County.
The parties shall mutually agree on the arrangements for the time and manner of the
CASp inspection, the payment of the fee for the CASp inspection, and the cost of making
any repairs necessary to correct violations of construction-related accessibility standards
within the Building.
1033
12
36. Entire Agreement; Construction; Modification. This lease and the exhibits constitute the
entire agreement between the parties hereto with respect to the subject matter hereof.
Neither party has relied on any promise or representation not contained in this lease. All
previous conversations, negotiations, and understandings are of no further force or effect.
The headings of the paragraphs and pages are for convenience only and are not a part of
this lease, nor may they be considered in construing the intent of this lease. This lease is
not to be construed as if it had been prepared by one of the parties, but rather as if both
parties prepared it. This lease may be modified only by a writing signed by both parties.
The parties are executing this lease on the date set forth in the introductory paragraph.
COUNTY OF CONTRA COSTA, a political
subdivision of the State of California
By: _________________________________
Brian M. Balbas
Public Works Director
RECOMMENDED FOR APPROVAL:
By: _________________________________
Jessica L. Dillingham
Principal Real Property Agent
By: _________________________________
Stacey Sinclair
Senior Real Property Agent
APPROVED AS TO FORM:
THOMAS L. GEIGER,
COUNTY COUNSEL
By: _________________________________
Kathleen M. Andrus
Deputy County Counsel
SEECON COMMERCIAL, LLC,
a California limited liability company
By: Seecon Financial & Construction Co.,
Inc., a California corporation, Sole Member
By: _____________________________
Douglas W. Messner
Vice President
By: _____________________________
Albert D. Seeno, Jr.
President
\\PW-DATA\grpdata\realprop\LEASE MANAGEMENT\CONCORD\4071 PORT CHICAGO HWY - T00665\LEASES\Working File\4071 Port
Chicago_Suite 250_v5.doc
1034
13
EXHIBIT A – FLOOR PLAN
1035
14
EXHIBIT B
JANITORIAL SERVICE SPECIFICATIONS
DAILY SERVICES
1. Dust all tops of desks, low file cabinet tops, lamps, and other furniture surfaces.
2. Empty all trash containers throughout the Premises and replace trash container liners, as
necessary.
3. Vacuum or spot-vacuum carpets as necessary around entry, doors and heavy traffic areas.
Spot-clean carpets periodically.
4. Remove spots and finger marks from glass on entry doors, as needed.
5. Replace burned-out tubes and light bulbs, as necessary.
WEEKLY SERVICES
1. Vacuum all carpets thoroughly throughout the Premises.
2. Dust counter tops, cabinets, tables, low wall partitions, window ledges, and telephones.
Remove spider webs, as needed.
3. Dust Premises completely, including miniblinds.
4. Mop all vinyl floor areas weekly and strip, wax and buff, when necessary.
5. Clean entry doors and all door hardware; dust entry door louvers.
MONTHLY SERVICES
1. Dust and clean A/C diffusers, air vents and exhaust fans.
2. Dust vertical surfaces (furniture fronts, walls, etc.)
3. Dust all window blinds; damp-wipe window ledges.
ONCE YEARLY, IN APRIL
1. Wash windows and glass on both sides.
2. Clean all ventilation grills.
3. Wash and clean all light fixtures, inside and outside.
MISCELLANEOUS
Security: Lock all doors and windows, turn off lights, set night lights and alarm systems before
leaving Building.
1036
CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:23-451 Agenda Date:9/19/2023 Agenda #:
C.53.
To:Board of Supervisors
From:Brian M. Balbas, Public Works Director
Report Title:Contracts for On-Call Environmental Consulting Services, Countywide.
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Public Works Director,or designee,to execute four individual contracts with
the following contractors:FCS International,Inc.,Helix Environmental Planning,Inc.,ICF Jones &Stokes,
Inc.,and Nichols Consulting Engineers,CHTD.,in an amount not to exceed $700,000 each to provide on-call
environmental consulting services for various projects for the period of September 19,2023 through September
18, 2026, Countywide.
FISCAL IMPACT:
Local Road and Flood Control Funds. (100% Various Funds)
BACKGROUND:
The County Public Works Department maintains and improves County-owned infrastructure in unincorporated
areas of the County which include roads,bridges,flood control channels and basins,buildings,parks,and two
airports.Public agency projects must comply with federal,state,and local environmental regulations including
but not limited to the National Environmental Policy Act through federal agencies such as the Federal Highway
Administration/California Department of Transportation,Federal Aviation Administration,Federal Emergency
Management Agency,and U.S.Army Corps of Engineers when there is a nexus and the California
Environmental Quality Act as well as regulatory agency permits,including but not limited to,Department of
Fish and Wildlife,Regional Water Quality Control Board,and East Contra Costa County Habitat
Conservation/Natural Community Conservation Plan.
The Environmental Services Division of the County Public Works Department ensures Public Works projects
comply with applicable environmental regulations and as such requires support from qualified specialists to
assess potential project impacts,document the findings and provide measures to avoid,minimize,and mitigate
potential impacts as well as provide monitoring of construction sites when required by regulatory agencies.
These on-call environmental consulting service contracts will provide those specialists for air quality,biological
and cultural resources, hazardous materials/waste, hydrology/water quality, noise, and traffic.
In accordance with Government Code section 4526,the Environmental Services Division solicited Statements
of Qualifications from environmental consulting firms.These firms were determined to be qualified to provide
on-call environmental consulting services for a three-year contract to assist the Environmental Services
Division to comply with federal, state, and local environmental regulations.
CONTRA COSTA COUNTY Printed on 9/14/2023Page 1 of 2
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File #:23-451 Agenda Date:9/19/2023 Agenda #:
C.53.
CONSEQUENCE OF NEGATIVE ACTION:
Without the approval of this contract by the Board of Supervisors,the Environmental Services Division will not
be able to obtain environmental consulting services to comply with regulatory compliance for various
Countywide projects.
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 2
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CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:23-452 Agenda Date:9/19/2023 Agenda #:
C.54.
To:The Contra Costa County Flood Control and Water Conservation District Board of Supervisors
From:Brian M. Balbas, Public Works Director
Report Title:On-Call Contracts for Flood Control Facility Design Services, Countywide.
RECOMMENDATIONS:
Acting as the governing body of the Contra Costa County Flood Control and Water Conservation District (FC
District),APPROVE and AUTHORIZE the Chief Engineer,or designee,to execute four (4)individual
contracts with the following four (4)contractors:CWE;GEI Consultants,Inc;Kjeldsen,Sinnock &Neudeck,
Inc;and Schaaf &Wheeler,Consulting Civil Engineers,in an amount not to exceed $1,000,000 each to provide
On-Call Consulting Services for professional engineering services related to flood control facility design for the
period September 30, 2023 through September 29, 2026, Countywide.
FISCAL IMPACT:
This contract is funded by 100% FC District Funds. Project No.: Various
BACKGROUND:
The FC District provides regional flood protection,technical information,hydrology data and education to
cities and residents,and environmental stewardship for over 70 miles of streams and several detention basins as
part of the County’s flood protection system.The FC District prepares and reviews designs prepared by others
that modify the existing flood protection system and require fluvial geomorphology professional services in
these efforts.In many cases,the flood protection facility proposed for modification was constructed by the U.S.
Army Corps of Engineers or the U.S.Department of Agriculture Natural Resources Conservation Service,
which means following their standards,policies,and procedures.In executing modifications to the flood
control system,the FC District,at times,requires additional temporary services from persons specially trained,
experienced,expert,and competent to perform professional engineering services,including flood control
facility design.For that reason,the FC District is entering into these contracts with qualified consultants.Under
these contracts,consultants will provide professional engineering services relating to flood control facility
design on an on-call basis for a variety of FC District projects,whether proposed by the FC District or outside
agencies, throughout Contra Costa County.
Solicitation for On-Call Flood Control Facility Design occurred March 28,2023 through April 28,2023.
Through a competitive grading and selection process,CWE;GEI Consultants,Inc.;Kjeldsen,Sinnock &
Neudeck,Inc.;and Schaaf &Wheeler,Consulting Civil Engineers,were the selected consultants to enter into
contracts, which will be effective September 30, 2023.
CONTRA COSTA COUNTY Printed on 9/14/2023Page 1 of 2
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File #:23-452 Agenda Date:9/19/2023 Agenda #:
C.54.
CONSEQUENCE OF NEGATIVE ACTION:
Without the approval of the Board of Supervisors,the FC District will not be able to obtain timely on-call
services for professional engineering and technical services relating to flood control facility design.
cc:Allison Knapp, Deputy Chief Engineer,allison.knapp@pw.cccounty.us <mailto:allison.knapp@pw.cccounty.us>
Tim Jensen, Flood Control,tim.jensen@pw.cccounty.us <mailto:tim.jensen@pw.cccounty.us>
Gus Amirzehni, Flood Control,gus.amirzehni@pw.cccounty.us <mailto:gus.amirzehni@pw.cccounty.us>
Michael Taylor, Flood Control,michael.taylor@pw.cccounty.us <mailto:michael.taylor@pw.cccounty.us>
Catherine Windham, Flood Control,catherine.windham@pw.cccounty.us <mailto:catherine.windham@pw.cccounty.us>
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 2
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CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:RES 23-564 Agenda Date:9/19/2023 Agenda #:
C.55.
To: Board of Supervisors
From:Brian M. Balbas, Public Works Director
Report Title:Approve and Authorize to fully close a portion of Mendocino Drive, between Amador Ct. and
Klamath St., on September 27, 2023, from 8:00 a.m. through 4:00 p.m., Bay Point area.
RECOMMENDATIONS:
ADOPT Resolution approving and authorizing the Public Works Director,or designee,to fully close a portion of
Mendocino Drive,between Amador Ct.and Klamath St.,on September 27,2023,from 8:00 a.m.through 4:00
p.m.,for the purpose of using a crane to place an accessory dwelling unit in a resident’s rear yard,Bay Point
area. (District V)
FISCAL IMPACT:
No fiscal impact.
BACKGROUND:
Villa Homes shall follow guidelines set forth by the Public Works Department.
CONSEQUENCE OF NEGATIVE ACTION:
Applicant will be unable to close the road for planned activities.
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
cc: Larry Gossett - Engineering Services, Kellen O’Connor - Engineering Services, Bob Hendry - Engineering Services, Marke Smith - Engineering
Services, Chis Lau - Maintenance, CHP, Sheriff - Patrol Division Commander
CONTRA COSTA COUNTY Printed on 9/14/2023Page 1 of 3
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File #:RES 23-564 Agenda Date:9/19/2023 Agenda #:
C.55.
THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA
and for Special Districts, Agencies and Authorities Governed by the Board
IN THE MATTER OF:Approving and Authorizing the Public Works Director,or designee,to fully close a
portion of Mendocino Drive,between Amador Ct.and Klamath St.,on September 27,2023,from 8:00 a.m.
through 4:00 p.m.,for the purpose using a crane to place an accessory dwelling unit in a resident’s rear yard,
Bay Point area. (District V)
RC23-33
NOW,THEREFORE,BE IT RESOLVED that permission is granted to Villa Homes to fully close a portion of
Mendocino Drive,between Amador Ct.and Klamath St.,except for emergency traffic,local residents,US
Postal Service and garbage trucks,on September 27,2023,for the period of 8:00 a.m.through 4:00 p.m.,
subject to the following conditions:
1.Traffic will be detoured via roads identified in a traffic control plan,reviewed by the Public Works Department.
Emergency vehicles, residents within the event area and essential services will be allowed access as required.
2. All signing to be in accordance with the California Manual on Uniform Traffic Control Devices.
3. Villa Homes shall comply with the requirements of the Ordinance Code of Contra Costa County.
4.Provide the County with a Certificate of Insurance in the amount of $1,000,000.00 for Comprehensive General Public
Liability which names the County as an additional insured prior to permit issuance.
5. Obtain approval for the closure from the Sheriff’s Department, the California Highway Patrol and the Fire District.
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 3
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File #:RES 23-564 Agenda Date:9/19/2023 Agenda #:
C.55.
CONTRA COSTA COUNTY Printed on 9/14/2023Page 3 of 3
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CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:23-453 Agenda Date:9/19/2023 Agenda #:
C.56.
To:Board of Supervisors
From:Brian M. Balbas, Public Works Director
Report Title:Prohibit parking at all times except for vehicles of individuals with disabilities (blue curb) on the
south side of Beloit Avenue (Road No. 1552D), Kensington area.
RECOMMENDATIONS:
ADOPT Traffic Resolution No.2023/4533 to prohibit parking at all times,except for vehicles of individuals with
disabilities (blue curb)on the south side of Beloit Avenue (Road No.1552D),beginning at a point 27 feet east of the east
curb line prolongation of Colgate Avenue (Road No.1655Z)and continuing easterly a distance of 20 feet,as
recommended by the Public Works Director, Kensington area. (District 1)
FISCAL IMPACT:
No fiscal impact.
BACKGROUND:
The Public Works Department,Transportation Engineering was contacted by a resident requesting a disabled parking
space.Traffic Engineering staff responded by conducting an assessment,which included a field visit to 466 Beloit Avenue
in Kensington.
All required documentation was provided by the resident.According to County policy,the minimum criteria was met to
designate a disabled persons parking space in front of the requestor’s residence.Therefore,we recommend a disabled
persons parking space be established at this location.
CONSEQUENCE OF NEGATIVE ACTION:
Parking will remain unrestricted at this location.
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 1 of 1
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THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA
Adopted this Traffic Resolution on September 19, 2023 by the following vote:
AYES:
NOES:
ABSENT:
TRAFFIC RESOLUTION NO. 2023/4533
ABSTAIN: Supervisorial District l
SUBJECT: Prohibit parking at all times except for vehicles of individuals with disabilities (blue
curb) on the south side of Beloit Avenue (Road No. 1552D), Kensington area.
The Contra Costa Board of Supervisors RESOLVES that:
Based on recommendations by the County Public Works Department's Transportation Engineering
Division, and pursuant to County Ordinance Code Sections 46-2.002 - 46-2.012, the following
traffic regulation is established:
Pursuant to Sections 22507 and 22511.7 of the California Vehicle Code, parking is
hereby prohibited at all times, except for vehicles of individuals with disabilities
(blue curb) on the south side of Beloit Avenue (Road No. 1552D), beginning at a
point 27 feet east of the east curb line prolongation of Colgate Avenue (Road No.
1655Z) and continuing easterly a distance of 20 feet, as recommended by the Public
Works Director, Kensington area.
MS:sr
Orig. Dept: Public Works (Traffic)
Contact: Monish Sen, 313-2187
cc: California Highway Patrol
Sheriff Department
Kensington Police Dept.
TRAFFIC RESOLUTION NO. 2023/4533
I hereby certify that this is a true and correct Copy of an action
taken and entered on the minutes of the Board of Supervisors
on the date shown.
I hereby certify that this is 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
1045
CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:RES 23-565 Agenda Date:9/19/2023 Agenda #:
C.57.
To: Contra Costa County Flood Control and Water Conservation District Board of
Supervisors
From:Brian M. Balbas, Public Works Director
Report Title:Creek and Channel Safety Awareness Month and its Associated Program, Countywide. Project No. 7520-
6B8311
RECOMMENDATIONS:
ADOPT Resolution declaring October 2023 as Creek and Channel Safety Awareness Month; and
ACCEPT the following status report from the Public Works Department and the Contra Costa County Flood
Control and Water Conservation District (FC District)on the Creek and Channel Safety Awareness Program
(CCSAP); and
DIRECT the Public Works Department and the FC District to continue with implementation and the annual
campaign of a Countywide sustainable Creek and Channel Safety Awareness Program,including a follow-up
report to this Board in one year.
FISCAL IMPACT:
Annual notices, outreach, and maintenance of safety features for this year is estimated to cost $35,000 and will
be funded by Flood Control Zone 3B.
BACKGROUND:
On March 1,2011,the Board of Supervisors directed the FC District to develop a sustainable and impactful
outreach program to promote creek and channel safety throughout the County,after the drowning of two high
school students in the Walnut Creek channel.In response,the FC District formed a CCSAP team that developed
a strategy to achieve this goal.
On October 4,2011,the Board declared October 2011 as the first Creek and Channel Safety Awareness Month,
accepted the status report from the FC District on the CCSAP,approved the implementation plan,and directed
the FC District to continue with implementation and initiation of an annual campaign of a sustainable CCSAP,
including a follow-up report to the Board in one year.
Since then,the Board of Supervisors received and approved a status report on the Annual CCSAP and declared
October as Creek and Channel Safety Awareness Month in the years 2012 through 2022.The Board of
Supervisors also directed the FC District to continue with implementation and the annual campaign of a
Countywide sustainable CCSAP, including a follow-up report to the Board in one year.
The FC District refreshes warning stencils and signs in our facilities,and ensures gates and fences are securedCONTRA COSTA COUNTY Printed on 9/14/2023Page 1 of 3
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File #:RES 23-565 Agenda Date:9/19/2023 Agenda #:
C.57.
The FC District refreshes warning stencils and signs in our facilities,and ensures gates and fences are secured
as needed throughout the year.In November 2022,the FC District continued its annual outreach to schools,
working directly with Walnut Creek Intermediate (WCI)on in-person events,not undertaken since 2019,before
the COVID-19 outbreak.The FC District equipped leadership students with “Stay Out,Stay Alive!”bracelets,
art supplies,and tools to measure the channel walls,which provides for fun team building activities to
emphasize the size and danger of the channel.Leadership students at WCI made presentations,including an
overview of the Walnut Creek watershed,including photos and videos of contrasting channel conditions.
Students participating in 7th and 8th grade art classes created colorful posters with the overall message to “Stay
Out,Stay Alive!”As in the past,several student posters were selected and displayed along FC District channel
fencing in Walnut Creek to remind people to “Stay Out, Stay Alive!”.
The Chief Engineer, FC District, recommends that the Board declare October 2023 as Creek and Channel
Safety Awareness Month, accept the above report, and direct the Public Works Department and FC District to
continue with implementation and the annual campaign of a Countywide sustainable CCSAP, including a
follow-up report to this Board in one year.
CONSEQUENCE OF NEGATIVE ACTION:
If this Resolution is not adopted, members of the public may not receive important information about creek and
channel safety.
CHILDREN’S IMPACT STATEMENT:
The FC District will continue to work with the schools and youth-based groups within the County to educate
children about safety regarding creeks and flood control channels.
cc:Allison Knapp, Deputy Chief Engineer,allison.knapp@pw.cccounty.us <mailto:allison.knapp@pw.cccounty.us>
Carrie Ricci, Deputy Public Works Director,carrie.ricci@pw.cccounty.us <mailto:carrie.ricci@pw.cccounty.us>
Kelly Kalfsbeek, Administrative Services,Kelly.Kalfsbeek@pw.cccounty.us <mailto:Kelly.Kalfsbeek@pw.cccounty.us>
Tim Jensen, Flood Control,tim.jensen@pw.cccounty.us <mailto:tim.jensen@pw.cccounty.us>
Michelle Cordis, Flood Control,michelle.cordis@pw.cccounty.us <mailto:michelle.cordis@pw.cccounty.us>
Michael Taylor, Flood Control,michael.taylor@pw.cccounty.us <mailto:michael.taylor@pw.cccounty.us>
Catherine Windham, Flood Control,catherine.windham@pw.cccounty.us <mailto:catherine.windham@pw.cccounty.us>
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 3
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File #:RES 23-565 Agenda Date:9/19/2023 Agenda #:
C.57.
THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA
and for Special Districts, Agencies and Authorities Governed by the Board
IN THE MATTER OF DECLARING OCTOBER 2023 AS CREEK AND CHANNEL SAFETY AWARENESS
MONTH, COUNTYWIDE.
WHEREAS,various regional flood control channels were constructed in Contra Costa County to efficiently
drain stormwater and runoff from within the cities and towns; and
WHEREAS, in April 2010, a family lost a husband and son in the rain-swollen Walnut Creek Channel; and
WHEREAS, in February 2011, two young men drowned in the same channel; and
WHEREAS,on March 1,2011,the Board of Supervisors directed the County Public Works Department and
Contra Costa County Flood Control and Water Conservation District to pursue a sustainable outreach program
to educate the public on the benefits and dangers of creeks and channels; and
WHEREAS,continued education of the public about creeks and channels has been determined as the best way
to keep citizens safe and avoid future tragedies; and
WHEREAS, the Creek and Channel Safety Awareness Program (CCSAP) is now being implemented
Countywide with an annual declaration of October as Creek and Channel Safety Awareness Month to remind
the public of the CCSAP.
NOW,THEREFORE,BE IT RESOLVED that the Contra Costa County Board of Supervisors hereby declares
October 2023 as Creek and Channel Safety Awareness Month encouraging the public to be informed about the
benefits and dangers of creeks and channels throughout Contra Costa County.
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 3 of 3
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CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:23-454 Agenda Date:9/19/2023 Agenda #:
C.58.
To:Board of Supervisors
From:Monica Nino, County Administrator
Report Title:Claims
RECOMMENDATIONS:
DENY claims filed by Jonathan Petierre, Danny Ray Weatherby, and CSAA, a subrogee of Walter Adkins.
DENY late claim filed by Abel R. Arias.
FISCAL IMPACT:
No fiscal impact.
BACKGROUND:
Jonathan Petierre: Property claim for damage to fence and gate in the amount of $890.
Danny Ray Weatherby: Personal injury claim related to incident on bus in the amount of $1,000,000.
CSAA, a subrogee of Walter Adkins: Subrogation claim for damage to vehicle in the amount of $7,873.01.
Abel R. Arias: Request to Board of Supervisors to accept a late claim.
CONSEQUENCE OF NEGATIVE ACTION:
Not acting on the claims could extend the claimants’ time limits to file actions against the County.
☒Recommendation of the County Administrator
☐ Recommendation of Board Committee
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 1 of 2
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File #:23-454 Agenda Date:9/19/2023 Agenda #:
C.58.
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 2
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CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:23-455 Agenda Date:9/19/2023 Agenda #:
C.59.
To:Board of Supervisors
From:David O. Livingston, Sheriff-Coroner
Report Title:Central Medical Laboratory, Inc. for Blood Withdrawal Services
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a contract with Central
Medical Laboratory, Inc. in an amount not to exceed $500,000 to provide blood withdrawal services
for the period September 1, 2023 through August 31, 2025.
FISCAL IMPACT:
Approval of this request will result in up to $500,000 in contractual service expenditures over a 2-year
period and will be funded approximately 85% by reimbursement from the city police agencies that use
this service, and the balance will be partially offset by fines and assessments collected from
individuals found guilty of alcohol/drug related driving offenses. Any costs that are not offset by the
fines and assessments will be covered by the Sheriff's Office budgeted General Fund allocation.
BACKGROUND:
Central Medical Laboratory, Inc. (CML) has provided the Office of the Sheriff with trained
phlebotomists to perform blood draws on the DUI (driving under the influence of drugs and/or alcohol)
subjects and for officers exposed to HIV (Human Immunodeficiency Virus). The service of the
phlebotomists is used, via CML dispatch, by all the police agencies throughout the county. The blood
samples are then forwarded to the Sheriff’s Forensic Services Division for analysis. The Forensic
Services Division pays CML for its work on a monthly basis, and all agencies who use the
phlebotomists are subsequently billed for the service costs and processing fees.
CONSEQUENCE OF NEGATIVE ACTION:
Failure to approve this contract with Central Medical Laboratory, Inc. will prevent the Sheriff’s Office
from performing blood withdrawal services on DUI suspects and Sheriff’s personnel exposed to blood
borne pathogens during the course of their job duties.
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 1 of 2
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File #:23-455 Agenda Date:9/19/2023 Agenda #:
C.59.
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 2
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CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:23-456 Agenda Date:9/19/2023 Agenda #:
C.60.
To:Board of Supervisors
From:David O. Livingston, Sheriff-Coroner
Report Title:Optum
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a contract, containing modified
indemnification language, with Optum, in an amount not to exceed $70,000 to provide counseling services to
Sheriff-Coroner employees for the period October 1, 2023 through September 30, 2024 with two (2) one-year
options to extend.
FISCAL IMPACT:
Approval of this request will result in up to $70,000 in contractual service expenditures over a 1-year period
and will be funded 100% by the Office of the Sheriff’s budgeted General Fund.
BACKGROUND:
The General Services Department conducted a public solicitation for the Office of the Sheriff for Employee
Assistance Program services (RFP No.: 2305-648). Optum was the successful bidder of a total of two
respondents. Optum exceeded all bid criteria and has experience working with law enforcement agencies. The
Sheriff and others in the law enforcement field feel that stress counseling can reduce workers compensation and
disability retirement claims. For 19 years, the Office of the Sheriff has contracted to provide emergency
psychological counseling to all employees. All other major law enforcement agencies have similar contracts.
This program has become an essential part of the overall employee assistance package and many employees
have received significant help in their personal and professional lives by utilizing the available services.
This agreement includes modified indemnification language to provide mutual indemnification.
CONSEQUENCE OF NEGATIVE ACTION:
There is the potential for the increase in stress related workers compensation claims and disability claims if
counseling services are not provided as part of a comprehensive employee assistance program.
CONTRA COSTA COUNTY Printed on 9/14/2023Page 1 of 2
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File #:23-456 Agenda Date:9/19/2023 Agenda #:
C.60.
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 2
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CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:23-457 Agenda Date:9/19/2023 Agenda #:
C.61.
To:Board of Supervisors
From:David O. Livingston, Sheriff-Coroner
Report Title:EIDIM Group, Inc.
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Sheriff-Coroner, or designee, to execute a contract with EIDIM Group Inc. in
an amount not to exceed $404,117 to provide installation of audio-visual equipment and technical support for
the new Law Enforcement Training Center project for the period September 1, 2023 through August 31, 2028.
FISCAL IMPACT:
Approval of this request will result in up to $404,117 in contractual service expenditures over a five-year period
and will be funded 100% by the Sheriff’s Office budgeted General Fund.
BACKGROUND:
The City of Pittsburg notified the Office of the Sheriff on April 12, 2022, that it would not renew the lease
agreement for the Law Enforcement Training Center (LETC) at 340 Marina Boulevard in Pittsburg. The LETC
offers essential regional law enforcement training and hosts the Basic Police Academy.
At the end of the lease term on December 31, 2022, the Office of the Sheriff relocated to a temporary space at
1850 Muir Road in Martinez. After a thorough search, a permanent venue was secured at 4300 Delta Gateway
Boulevard in Pittsburg. The new building is undergoing renovation improvements and will require an
installation of audio-visual equipment to support the daily functions of the training center.
The contract for an AV equipment installation at the LETC went out for bid on August 9, 2023. EIDIM was a
successful bidder out of a total of five proposals. EIDIM was able to meet all bid criteria and demonstrated
experience with AV projects of similar scope that they have completed in Contra Costa County.
CONSEQUENCE OF NEGATIVE ACTION:
If not approved, the Office of the Sheriff will not be able to accommodate the operational needs of the LETC
CONTRA COSTA COUNTY Printed on 9/14/2023Page 1 of 2
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File #:23-457 Agenda Date:9/19/2023 Agenda #:
C.61.
staff, Academy recruits, and regional training participants.
☒Recommendation of the County Administrator
☐ Recommendation of Board Committee
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 2
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CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:23-458 Agenda Date:9/19/2023 Agenda #:
C.62.
To:Board of Supervisors
From:David O. Livingston, Sheriff-Coroner
Report Title:AN ORDINANCE DELEGATING TO THE WORK FURLOUGH ADMINISTRATOR THE
AUTHORITY TO ENTER INTO AGREEMENTS WITH OTHER COUNTIES TO TRANSFER PRISONERS
PURSUANT TO PENAL CODE 1208.5
RECOMMENDATIONS:
INTRODUCE Ordinance No. 2023-16, delegating authority to the Work Furlough Administrator to enter into
agreements with other counties to transfer prisoners pursuant to Penal Code section 1208.5, WAIVE reading,
and FIX October 3, 2023 for adoption.
FISCAL IMPACT:
There is no fiscal impact since an agreement reached will provide for an exchange of services between
Sacramento County and Contra Costa County.
BACKGROUND:
Under California Penal Code Section 1208.5:
The boards of supervisors of two or more counties having work furlough programs may enter into
agreements whereby a person sentenced to, or imprisoned in, the jail of one county, but regularly
residing in another county or regularly employed in another county, may be transferred by the sheriff of
the county in which he or she is confined to the jail of the county in which he or she resides or is
employed, in order that he or she may be enabled to continue in his or her regular employment or
education in the other county through the county’s work furlough program.
This agreement may make provision for the support of transferred persons by the county from which
they are transferred. The board of supervisors of any county may, by ordinance, delegate the authority to
enter into these agreements to the work furlough administrator.
Contra Costa County Ordinance Code Section 1104-2.004 designates the Sheriff to perform the functions of the
work-educational-furlough administrator. As such, the Sheriff is requesting approval of the attached ordinance
to enter into agreements to transfer prisoners assigned to a work furlough program to and from Contra Costa
County and other counties that maintain work furlough programs.
Approval of this request will initially allow for the Office of the Sheriff to partner with Sacramento County for
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File #:23-458 Agenda Date:9/19/2023 Agenda #:
C.62.
the transfer of sentenced inmates who qualify for work furlough programs. Such partnerships benefit the
judicial system and the counties involved by reducing duplication of resources such as, staffing, monitoring,
and equipment costs needed to transfer sentenced inmates between counties.
CONSEQUENCE OF NEGATIVE ACTION:
If this ordinance is not approved, the Office of the Sheriff will have to pay for additional staffing and not be
able to partner with Sacramento County and other counties for work furlough program transfers.
☒Recommendation of the County Administrator
☐ Recommendation of Board Committee
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 2
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ORDINANCE NO. 2023-___
Page 1
ORDINANCE NO. 2023-16
AN ORDINANCE DELEGATING TO THE WORK FURLOUGH ADMINISTRATOR THE
AUTHORITY TO ENTER INTO AGREEMENTS WITH OTHER COUNTIES TO
TRANSFER PRISONERS PURSUANT TO PENAL CODE 1208.5
The Contra Costa County Board of Supervisors ordains as follows:
Section 1. Purpose.
A. California Penal Code Section 1208.5 authorizes the Board of Supervisors to enter into
agreements to transfer prisoners assigned to a work furlough program to and from
Contra Costa County and other counties that maintain work furlough programs.
B. The Board of Supervisors may, by ordinance, delegate the authority to enter into these
agreements to the Work Furlough Administrator.
C. The Sheriff is the County’s Work Furlough Administrator.
Section 2. Delegation of Authority.
The Board of Supervisors delegates to the Work Furlough Administrator the authority to enter
into agreements to transfer prisoners assigned to a work furlough program to and from Contra
Costa County and other counties that maintain work furlough programs.
Section 3. Severability.
If any provision of this ordinance is declared invalid or unconstitutional by a court of competent
jurisdiction, it is the intent of the Board of Supervisors that such invalid provision(s) be severed
from the remaining provisions of this ordinance.
Section 4. 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 ___________, 2023, 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
1059
CONTRA COSTA COUNTY
Staff Report
1025 ESCOBAR STREET
MARTINEZ, CA 94553
File #:23-459 Agenda Date:9/19/2023 Agenda #:
C.63.
To:Board of Supervisors
From:David O. Livingston, Sheriff-Coroner
Report Title:Purchase Order Amendment - Bay Cities Produce
RECOMMENDATIONS:
APPROVE and AUTHORIZE the Purchasing Agent to execute, on behalf of the Sheriff-Coroner, a purchase
order amendment with Bay Cities Produce, to increase the payment limit by $400,000 to a new payment limit
of $900,000, to continue providing fresh produce and related items, including dairy, for the three (3) detention
facilities for the period May 1, 2023, through April 30, 2024.
FISCAL IMPACT:
$400,000. 100% County General Fund, budgeted.
BACKGROUND:
Bay Cities Produce is a Public Works Department-selected vendor providing the three (3) adult detention
facilities with daily deliveries of low-cost but high-quality produce and related items.
The Office of the Sheriff requests to amend this vendor’s current Purchase Order #27957 to change the item
description to include dairy products as well as add additional funds in order to support the needs of the inmate
population of the three detention facilities. The addition of the dairy produce is per Bid# 2111-512 awarded to
this vendor. Their current dairy produce PO#27159 has insufficient funds; therefore, we request to combine it
with PO#27957.
CONSEQUENCE OF NEGATIVE ACTION:
The Office of the Sheriff would not be able to provide the dairy products needed by West County Detention
Facility, Martinez Detention Facility, and Marsh Creek Detention Facility to support the feeding program
requirements of the inmate population.
☒Recommendation of the County Administrator
☐ Recommendation of Board Committee
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 1 of 2
powered by Legistar™1060
File #:23-459 Agenda Date:9/19/2023 Agenda #:
C.63.
I hereby certify that this is a true and correct copy of an action taken and entered on the
minutes of the Board of Supervisors on the date shown.
ATTESTED:
Monica Nino, County Administrator and Clerk of the
Board of Supervisors
By:
CONTRA COSTA COUNTY Printed on 9/14/2023Page 2 of 2
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